Responses to the Posts of Students - Essay Example

?Response to the post Suresh Sandararajan The answer to the first question is precise and systematically managerial in its approach. However, to say that defining policies and developing checks and balances for further correction and improvement is a generic response to practically all management concerns. The same may be said for financial prudence, production efficiency, quality assurance, crisis response, and any conceivable function in the organization. The specific reference to inclusion and diversity necessitates a specific response pertaining to the nature and substance of D&I, which is to transform the historically-ingrained, ideology-based bias of people against those of different races, gender, or persuasions (Appelbaum, 2002). In communicating the vision for D&I, the post stressed that collaborative relationship should be fostered, and that the vision should be operationalized throughout the organization as a means of communicating the firm’s D&I policies. What is meant by “collaborative” relationship is, however, unclear as it relates specifically to D&I. Collaboration should be more explicitly fleshed out as to the parties, the activities, and the manner by which it is operationalized. “Collaborative relationship” could apply to all policies and initiatives of management, thus how it particularly advances D&I should be more thoroughly elaborated. The quotation from Anderson & Harris (2010) is well-taken, however, and would have been a good springboard for further discussion. Finally, the identified barriers to effective D&I implementation principally redound to resistance to change, which is a valid argument. However, the change sought to be implemented by D&I is more of a long-term transformation (Koch, McMillan & Peper, 2011). Response to the post of Student 2: John Kolojaco The post makes a salient point about the adoption of diversity practices as part of business norm, which this reviewer takes to mean the institutionalization of practices and behaviours which encourage tolerance of individual differences within the organization. The quotation by Rink and Ellemers (2008), however, is slightly misplaced as it assumes the acceptance of diversity among groups as a prerequisite to the adoption of more tolerant practices, not the other way around. That being said, the mentioned articulation of policies and a “living mission statement” are excellent but tentative first steps which must be followed by concrete action to ascertain effective leadership towards D&I. The answer to the second question (i.e., “making sure efforts expressed externally apply internally”) infers – validly, it appears – that most D&I efforts are ineffective because they result from a failure to internally apply what is externally promoted by the company. The implication is that so-called D&I corporate advocacies are used mostly as marketing slogans or catchphrases, to project a favorable image of the company that may engender stronger sales and greater profits. The principal issue therefore is the lack of credibility on the part of management as a result of the lack of transparency in its decisions and actions, which strains all facets of the management’s relations with its stakeholders (Tapscott & Ticoll, 2003). John’s sharing of his personal experience is well appreciated, and effectively delivers a first-hand justification of the contention that discrimination need not be ethnic, gender-based, racial, or one of the other attributes associated with D&I. Any perceived personal difference that sets an individual apart from the group (in this case, a difference in educational attainment) has the potential for discriminatory acts – a very perceptive observation from John. Response to the post of Student 3: Soosai Xavier The post makes an excellent case for the “obligation, responsibility and accountability” of middle managers to ensure the effectiveness of what is initiated at the CEO level (i.e., corporate commitment to D&I) at the lower levels. Dovetailed with the earlier observation about the superficial resort to D&I as mere marketing ploy, this middle-level perspective throws light on the possibility that well-intentioned directives at the executive level may not be effectively transmitted downwards and throughout the organization because of a lackluster and uncommitted middle management. Emphasis, therefore should be placed upon a strengthening of the leadership perspective in the hierarchy, and the importance of middle managers’ role in effecting D&I stressed. For this reason, the inclusion of minorities throughout the managerial hierarchy will be one such observable evidence and demonstrable acts that Anderson and Harris (2010) alluded to. There are concrete examples given in the post of how the company’s D&I vision may be effectively communicated. The description of the Mentor Program tangibly demonstrates the type of operationalization of D&I that qualified as “demonstrable acts of engagement”; however such programs can only be as effective as the personal belief and commitment of the middle manager acting as mentor. The problem with implementing diversity and inclusion is that for many individuals, many of the core convictions and biases in which they were raised are challenged (Koch, McMillan & Peper, 2011). An effective middle manager who wishes to forward the company’s efforts towards greater diversity and inclusion must therefore first convince and transform himself before he may convince and transform others. Response to the post of Student 4: Brandon Beaver The post responds to the question of leadership with a clear emphasis on tangible action that promotes engagement. The actions described actually may be applied to advance all other policies that the company seeks to implement, but are particularly suited to the advancement of diversity and inclusion because they are direct, personal, and build upon consistency (Kirton & Greene, 2005). Another point made is that as a middle manager, Brandon demonstrates an understanding of the fact that he is committed to advancing the CDO’s vision for growth; more realistically, however, the vision must be one arrived at by a collegial body which translates a broad and abstract idea of diversity and inclusion into one with specific goals and targets. Given the social context of D&I, one man’s vision should not prevail over the collective expectations of the organization’s many members. The comments on the progression of the D&I program express well-grounded observations that programs seldom follow through with the original vision. This is not necessarily disadvantageous; there will be times when the vision is modified and fine-tuned to become more relevant to the changing environment. At other times, neglect, lack of commitment or lack of diligence cause the followers and middle managers to lose sight of the original vision. Channels of communication must therefore allow for strategic shifts while guarding against lethargy and loss of interest in the D&I implementation. It is interesting that this post assumes D&I strategy emanates from the middle level, for which it counts lack of executive support as a hindrance to implementation. More realistically, it may be the lack of support and engagement at lower levels that would cause an initiative to lose momentum. Response to the post of Student 5: Brannon Burton The post is insightfully practical and straightforward. It is true that many middle managers consider as an inconvenience those duties and activities which are seemingly extraneous to their principal function, and that such “hassles” would eventually just go away and be forgotten. This is probably why in many cases, they do. Brannon is right in stating that middle managers could not be won over by talk; they must be shown the value of taking on duties and responsibilities that have to do with D&I, as well as other initiatives that are not central to their main concerns. Top management must also address the effort with persistence and consistency; a lukewarm, lip-service treatment of D&I concerns at the top will not inspire subordinates towards effective and committed action. The vision can only effectively be conveyed by action rather than the issuance of statements of intention (Kirton & Greene, 2005). Brannon poses the dilemma often cited by middle managers – overwork. This is a valid complaint of many managers involved in the firm’s operations, and represents a major obstacle to the effective realization of D&I goals. The key appears to be in the “packaging” of the D&I strategy. Middle managers should be made to realize that diversity and inclusion are not a separate undertaking, but should be integrated in the fabric of their unit’s regular operations (Appelbaum, 2002). This is because diversity and inclusion are founded upon a personal attitude of tolerance of personal differences, on the road to eventual and complete acceptance. The middle manager is involved in what is initially behavior modification, which in time will hopefully turn into social transformation. As such, D&I efforts should not constitute a separate effort, but must consistently be incorporated in the regular routines of the organization. References Anderson, R., & Harris, L. (2010). Trail Blazers: How Top Business Leaders are accelerating results through inclusion and diversity. Hoboken, N.J.: John Wiley & Sons. Appelbaum, P.M. (2002) Multicultural and Diversity Education: A Reference Handbook. Santa Barbara, California: ABC-CLIO, Inc. Kirton, G. & Greene, A.M. (2005) The Dynamics of Managing Diversity: A Critical Approach, 2nd edition. Burlington, MA: Elsevier Butterworth-Heinemann Koch, M.; McMillan, L.; & Peper, B. (2011) Diversity, Standardization and Social Transformation: Gender, Ethnicity, and Inequality in Europe. Burlington, VT: Ashgate Publishing Company Rink, F. & Ellemers, N. (2011) “Managing Diversity in Work Groups: How Identity Processes Affect Diverse Work Groups.” The Glass Ceiling in the 21st Century: Understanding Barriers to Gender Equality. Tapscott, D. & Ticoll, D. (2003) The Naked Corporation: How the Age of Transparency Will Revolutionize Business. Canada: Penguin Group Read More