Incorporation of Diversity - Research Paper Example

?Managing diversity Introduction Organization is a physical or even a virtual infrastructure, where collage of workers will carry out their apportioned work, in order to fulfill the organizational targets and goals. These workers could be like the five dissimilar fingers in one’s hand, as they could have come from different cultural background, ethnicity, race, etc., as well as have different characteristics, attitudes, education, etc. On the whole, they will be diverse workforce in any organization, particularly in the organizations operating in the multicultural society and importantly in the Multinational Organizations as well. More importantly, some organizations will bring in diverse group of employees, when it feels its diversity aspect is not up to the recognizable levels. That is, in the current times, recruiting the employees is only task half-done, recruiting from diverse background appears to be a key necessity, as it will enable them to elevate their ethical image and importantly fulfill corporate social responsibility (CSR). In that direction, various well known organizations are recruiting employees from diverse backgrounds, so it can incorporate diversity in their organization, and garner good image among the customers, media and the common public. Actualizing diversity is a welcome development, and many companies are able to manage the problems or criticism that could arise from the incorporation of diversity. This way, they are not only able to create productive environment inside the organization, but also able to create a positive image in its external environment. In addition, in those situations, formation of common organizational culture can aid the management and its leaders to manage diversity. As common organizational culture will lead to formation common practices, rules and work ethics, it could be helpful. Incorporation of Diversity Organization should have a diversified workforce to develop economically and also ethically, especially in relation to Corporate Social Responsibility (CSR). Every organization will have strategies focusing on company’s growth as well as the employee’s growth. As both are interconnected, the growth of one hinges on the growth of another. But, the basic aspect is, for a company to develop, apt and qualified employees have to be recruited. Nowadays, that definition is slightly modified. In this changing world, it is necessary for the organization to recruit not only apt and qualified employees, but also recruit employees from different or diverse backgrounds. Brazzel (1991) defines “diversity in terms of human differences that play an important role in the culture and operation of organizations.” Recruitment of employees from diverse backgrounds will only give the desired results because that strategy will work optimally both in the organization’s interior environment as well as handle the issues that could arise in the external environment. There are also many companies that have adopted diversity programs in their recruiting process to actualize diversified workforce. “It is in each company’s best interest to develop and incorporate elements of both Business Ethics and Corporate Social Responsibility into its agenda because the challenges of the new millennium will, no doubt, requires an integrated approach to the issue of corporate ethics.” (Altham). Nike, the well-known manufacturer of athletic shoes and other sports related apparel and equipment, has operations in more than 500 locations through out the world, in close to 50 countries. “This company operates on six continents, and employs around 23,000 people. Their suppliers, shippers, retailers and service providers employ close to 1 million people. The diversity inherent in such size is helping Nike evolve its role as a global company.” (Clark et al. 2005). Because of such extensive operations and locations and importantly to elevate its ethical image and CSR, Nike, it is recruiting sizeable percentage number of employees from diverse sections of the population, both in its home operations as well as worldwide operations including in European countries. It all started in 2005, when it adopted diversity program. “Nike set out on a five-year journey to make the company an Employer of Choice. We said diversity could be a competitive advantage. … Our commitment to diversity is an integral part of Nike’s identity as a company” (nike.com). With these diversity programs, Nike had the motivation to recruit skilled and equipped prospective employees in liaison with the six employee networks each catering to the different minority sections of the population, and which was developed established by Nike themselves in 1990’s. The six Nike networks each containing a minority group are Networks of African-American, Asia Pacific, Disabled Employees & Friends, Gay, Lesbian, Bisexual, Transgender, Latino & Friends and finally Native American (nikebiz.com). Nike recruits from employees from these network groups, and give them apt position in its functioning. Importantly, this is elevating its brand image, as customers would want to associate with the brands which is carrying out some thing beneficial to the society and doing things ethically. “Diversity heightens the stature and belief in the brand and within our culturally diverse consumer base. “ (nikebiz.com). However, the criticism that mainly arises is, these employees are recruited by not giving importance to their education, skill and other work related traits, instead only their religion or allegiance is focused. That is, this program in a way could rob other prospective employees’ job chances. Although the prospective employee could have more skill level and educational level than the one from the minority section, because of this program, it could be given to under-skilled employee from the minority sections. However, Nike counters this by stating that they don’t have any quota system for the minority sections, instead they provide more opportunities for them. At the same time, only the equipped and skilled employees from the minority sections are recruited, as they don’t want to experience loss or deficiencies in productivity and performance. Headquartered in Basking Ridge, New Jersey, Verizon Wireless is a telecommunication company, who is also adopting diversity programs. Apart from having the second largest wireless telecommunications network, it is the largest American wireless company revenue wise. Verizon as part of its “Corporate social Responsibility”, and also to enhance its brand image has taken steps to actualize a diversified workforce like Nike. “Our definition of diversity includes the whole range of human differences, including age, ethnicity, education, sexual orientation, work style, race, gender and more. Over time, we have made diversity an integral part of our business, from work force development and supplier relationships to economic development, marketing and philanthropy” (Verizon.com). As mentioned above, Verizon has the second largest wireless telecommunications network with millions of customers from diverse backgrounds, and to cater to all these customers, its workforce also has to be diverse. Verizon believes incorporating diversity will also impress its stakeholders and importantly the common people, who in course of time could become their customers. So, Verizon thinks it is the best strategy, which can elevate it both economically and ethically. “Diversity and inclusion are a critical link to our customers, communities and shareholders. Verizon firmly believes that embracing and cultivating diversity in our corporate culture is both the right business strategy” (Verizon.com) Southwest Airlines is the American low-fare airline headquartered in Dallas, Texas. It is regarded the most successful airlines of the world because it had carries the largest number of passengers both domestically as well as internationally per year. With this recognition, Southwest Airlines have also integrated a diversity program or strategy similar to the ones practiced by the above discussed companies. “As a Company, Southwest Airlines Co. values diversity and seeks to create an environment that encourages it, both in the workplace and among our supplier base” (southwest.com). In Southwest, the integration of diversity happens mainly as part of its supply network. That is, persons from diverse backgrounds are made part of the supply network and are given many opportunities. “Our Supplier Diversity Program was designed to enable Southwest to extend opportunities to qualified Small, Disadvantaged, HUBZone, Minority, Women, Veteran and Service Disabled Veteran-Owned Businesses (Diverse Businesses). It is the goal of this program to assist Diverse Businesses in their development as competitive suppliers of products and services.” (southwest.com). By adding diverse people as part of its supply network, it is providing opportunities and livelihood at their own place. So, this strategy, apart from improving the lives of the people who depend on it, has also improved the company’s image. Bp is the new name of British Petroleum, the world's third largest global energy company. British Petroleum changed into bp or Beyond Petroleum when it ‘merged’ with Amoco and importantly to change its brand image. That is, the acronym bp was selected mainly to breakaway from the past and be applicable to the organization’s global vision of providing cleaner fuels. Then to improve its image further, it has also included a diversity program to recruit diverse employees as part of its strategy. “Diversity and inclusion is an important part of our business strategy at BP. We recognize that significant value is created when our workforce and our business relationships are with people who reflect the communities in which we operate.” (bp.com). In the case of bp, the diverse workforce comes from different nationalities. As bp is a global company with operations in over 100 countries, it tries to recruit equipped employees mainly from the host countries, where it operates. Also, as bp mainly does onsite work, recruitment of employees from the local areas will be the feasible option. So, bp because of its operations and also to actualize a complete overhaul of its image is incorporating different diversity programs. Importance of common organizational culture If the employees from each background could exhibit different leanings and could function in a unique and different way from the others, the common organizational culture can help. This common culture can be formulated and implemented mainly by the leader. He/she only has to formulate that culture, embed it in the working of the organization and thereby entice the employees to become part of it. Thus, if the leader or the top management team forms a common organizational culture and implements it, the diverse employees would have to follow it. Importantly, if the leader comes up with a modified organizational culture suiting the needs of the diverse group of employees, then also it can provide positive results. “Organizational cultural interventions involve more than simply restating values, beliefs, or norms and communicating them to individuals. Cultural changes involve a complex process of replacing an existing paradigm or way of thinking with another.” (DeSimone, Werner & Harris 2002). When a common organizational culture is actualized and various sets of rules, norms and regulations are implemented, the diverse employees will start to follow those norms, restricting their personal cultures. Although, all the employees may not fall in line with this common culture, especially the experienced and senior employees, it is the duty of the leader to “seduce” them to follow the culture. (Schein 2004). Instead of forcing it, the leaders have to facilitate them to follow it. Importantly, as part of the common organizational culture, decision making process has to be carried out by involving all the employees. When the diverse employees are involved in a common decision making process, and asked to contribute their ideas, suggestions and feedbacks, they could push away their personal leanings, and could focus on the tasks. Importantly, they could provide productive inputs. That is, when the workers keep on participating in all the important decision making process, they will start to understand all the intricacies of organization functioning and will give optimal contribution. (Scott 2002). Thus, productively involving the diverse employees would surely make the environment productive and beneficial to both the employees and the organizations as a whole. Conclusion From the above analysis, it is clear that organizations will normally have diverse group of employees, and even would also want to recruit diverse employees through various diversity programs. As discussed above with various real life companies, many organizations are implementing diversity programs and thereby recruiting and managing diverse employees, so to gain ethical mileage and also to fulfill CSR. When organizations do that, they could face some criticism as well as along with appreciation, and they are able to manage it as well. In addition, the organizations can manage them in a more optimum manner if it could actualize a common organizational culture and also by productively involving the diverse employees. References Altham, J. Business Ethics versus Corporate Social Responsibility: Competing or Complimentary Approaches? International Business Ethics Institute, Washington, DC Brazzel, M 1991, Building a Culture of Diversity in the Cooperative Extension System: National Diversity Strategic Planning Conference, Denver, Colorado, bp.com, Diversity and inclusion, viewed on December 8, 2011 http://www.bp.com/subsection.do?categoryId=9015673&contentId=7028171 Clark, D, Taylor, R, Gioulos, P and Spanke, R 2005, The Transition of Nike, viewed n December 8, 2011 http://homepages.wmich.edu/~r3taylor/Project-6.htm nikebiz.com, Diversity & Inclusion, viewed on December 8, 2011 http://www.nikebiz.com/company_overview/diversity/ nike.com, Employees and Diversity, viewed on December 8, 2011 http://www.nike.com/nikebiz/gc/r/fy04/docs/employees_diversity.pdf Schein, EH 2004, Organizational Culture and Leadership, 3rd. ed, Jossey-Bass. Scott, R. J., 2002, Ethical Decision-Making: The Link Between Ambiguity and Accountability, Cooper’s Ethical Decision-Making Models, viewed on December 8, 2011 http://www.airpower.maxwell.af.mil/airchronicles/cc/scott.htmlDeSimone, R.L., southwest.com, Southwest Airlines, viewed on December 8, 2011 http://swa.aecglobal.com/ verizon.com, Making Progress Through Diversity, viewed on December 8, 2011 http://multimedia.verizon.com/diversity/ Werner, J. H., &Harris, D. M 2002. Human resource development. Harcourt College Publishers, Orlando. Read More