Diversity in the Workplace - Coursework Example

Diversity in Workplace Name and Number Course Name and Code Instructor’s Name 24 November 2009 The world is changing and organisational requirements change because of globalisation. Globalisation has made the world to be a single market that brings together people possessing diverse beliefs, cultures and views. Workplace diversity may generally be defined as variety of difference that exists between people within an organization. Diversity brings into consideration cognitive styles, ethnic group, personality, tenure, education, organisational function, gender, and race to name some. Moreover, diversity in the workplace may also be defined inclusive of dimensions that are beyond affirmative action non-discrimination statutes and those that are specified in equal opportunity. Thus, the aim of this paper is to analyse and discuss diversity in the workplace bringing into consideration challenges, benefits and solutions into ensuring that organisations and people operate effectively. It also briefly analyses Australian diverse population. Diversification does not only involve how people perceive themselves but also how they perceive others. This means that these perceptions affect their interactions and views. In any organisation, wide assortment of employees exist and for them to function effectively as an organisation, there should be clear understanding and appropriate strategies that can be incorporated by human resource management to deal with diversity effectiveness with issues such as change, adaptability and communication. Due to globalisation and constituents of globalisation, diversity will likely increase greatly in coming years (Konrad, Prasad & Pringle, 2006). Thus, those organisations that aim to succeed should embrace action that will ensure diversity in the workplace is managed effectively. Valuing and managing diversity is an important component of effective management that can likely improve on workplace productivity. Additionally, demographic changes within the workplace such as organisational restructuring, women in the workplace, and equity in legislation will need organisations to analyse their management practices forming the basis of formulating new and creative approaches to manage effectively people. This means that changes will increase customer service and work performance (Debrah & Smith 2001). Managing employees should consider the involvement of women in the workplace; to understand the need to diversify it is important to appreciate contribution of women in the workplace. Workforce structure is continuously changing and the number of women continues to increase. Women have helped or have contributed income to families and the number of single mothers who are working has increased. Additionally, family structure change has resulted in change of traditional family roles making fewer men and women participating in traditional chores (Stockdale & Crosby 2004). This means that diversity issues cut across both gender and race. Organisation restructuring is another issue that brings into consideration the need for diversity. Significant changes are reported in the way organisations are managed, outsourcing and downsizing, which directly affect the management of human resource. Moreover, technology and globalisation has resulted in need for longer working hours and thus results in fewer people accomplishing more tasks. Nevertheless, the issue of diversity in the workplace has been championed by legislative directives, bringing into consideration factors such as laws that prohibit discrimination in workplaces. This legislative directive defines and implements rights and responsibilities of both the employers, employees and other stakeholders, and they are held accountable for any discrepancies (Debrah & Smith 2001). The success of any organisation can be determined by the way it embraces and appreciates diversity resulting in competitive advantage. Those organisations that actively assess diversity in the workplace, formulates and effectively implements diversity plans resulting in numerous benefits. This is because organisations that embrace diverse workforce can easily supply greater variety of solutions to problems associated with sourcing, service and allocation of resources (Debrah & Smith 2001). This is because workforce that comes from diverse backgrounds bring into the organisation individual talents and experiences into suggesting views and ideas that are flexible in adapting to customer demands and fluctuating demands. These experiences i.e., cultural understanding and languages and skills provides and opportunity for an organisation to provide services and products to a global customer base. A nurtured workforce that is diverse and allows comfortable communication of varying views provides a large pool of experiences and ideas. The organisation can utilise these provisions, ideas and experiences in developing business strategy that meets effectively the requirements of customers. For example, the needs of Christians may be different from those of Muslims (Debrah & Smith 2001). Thus, a Christian person can share information with a Muslim person resulting in development of services or products that are beneficial to both entities. Moreover, it is easier to understand the requirements of Aboriginal, developing products and services that suites them and ensuring requirements of tourists at the same time are met. Thus, the business model that an organisation can embrace is conclusive bringing diversified views into a successful organisation. However, even though diversity is important in the work place, there are numerous challenges that are associated with managing diverse work population. This means diversify does not only entail acknowledging the difference among employees but it also involves recognising importance and value of differences, promoting inclusiveness and combating discrimination. Moreover, leaders or managers within the workplace may be challenged with losses in work productivity and personnel because of discrimination, prejudice, legal actions and complaints against the organisation (Debrah & Smith 2001). Additionally, negative behaviours and attitudes can be inhibitors to organisational diversity since they can spoil working relationship, work productivity and damage morale. Some example of negative behaviours and attitudes include stereotyping, prejudice and discrimination, and these components should be used in analysing employees in terms of termination, retention or hiring since it can lead to litigation. Since diversity in the workplace is a big issue that should be addressed strategically, it is important to devise effective solutions. Leaders and managers should possess skills and characteristics that are crucial for creating diverse workforce that is successful. It is important for the leaders to understand discrimination and consequences of discrimination (Debrah & Smith 2002). Moreover, managers and leaders should understand and recognise their cultural background especially in terms of prejudices and biases. This means that diversity is not based on a group of people rather it is the difference among individuals. This is because the characteristics, values and views of individual are unique and such views do not represent particular groups. Additionally, managers are supposed to cultivate change culture if needed and thus utilising such approaches will result in organisations been successful in future (Stockdale & Crosby 2004). Thus, there is no specific approach towards success but it is crucial and important for managers to understand and possess ability of ensuring that teamwork is championed while dynamics of the workplace are incorporated in all activities within the organisation (Debrah & Smith 2002). Managing diversity requires creating an environment that incorporates everyone within and outside of an organisation. This means that leaders needing to create successful diverse workforce should specifically focus on personal awareness. Employees, employers and other stakeholders are required to be aware of their own biases. To achieve diverse and successful workplace, it is important for an organisation to formulate, implement and maintain ongoing training, collaboration and sessions that will ensure people’s negative behaviours and attitudes are streamlined towards appreciating importance of diversity. However, managers should not only concentrate on equality but also understand that there exists an exception rule to ensure the values of the organisation are championed (Stockdale & Crosby 2004). Management of diversity does not only entail affirmative action and equal employment opportunity, managers should understand that change is not one day process, but understand that change is a long process that requires nurturing and patience while at the same time encouraging change. For diversity aims to be achieved, it is important to create an environment that is conducive for communication, and the environment should be free from any restrictions, conditions or consequences (Cieri 2007). For example, some strategies that should be cultivated to ensure nurturing of diversity includes creating an environment that allows for social gatherings and business meetings that gives equal opportunity to all members to speak, contribute, listen and create conducive environment for dialogues. Thus, the managers and leaders should formulate and implement policies such as mentoring programs that allows stakeholders to access information and opportunities that they are entitled. Moreover, stakeholders should never be denied necessary and constructive information supported by critical feedback for learning success and mistakes. It is important to follow certain steps to ensure that a power and successful diverse can be implemented in an organisation. Many companies assess and evaluate their diversity process that integrates part of their management system. This can be achieved through carrying out survey that reflects on the requirements of employees (Konrad, Prasad & Pringle, 2006). This survey provides management team with understanding obstacles and challenges that will result in determination of policies that can be included or eliminated. After implementation of the diversity plan, it is important to re-assess the impact of implementation. The diversity plan should incorporate all fundamental constituents of an organisation that may include features such as attainable, comprehensive, and measurable. Thus, the organisation should set a time scale that all diversifications requirements are fulfilled. When implementing organisation plan, it is important to ensure that managerial and executive teams. This means that managers and leaders should include all factors of diversity in the function and purpose of an organisation. This is because change or diversity originates from top down the administration ladder. Thus, management participation and cooperation should be encouraged and included in the implementation of the plan through ensuring the culture is conducive for change (Stockdale & Crosby 2004). Generally, in Australia, diversity is the norm since culture and language defines tradition and behaviours of Australians. Australian workforce is multicultural since more than two hundred languages are spoken while the population comes from different countries. Moreover, there are more than two hundred and fifty indigenous languages (Cieri 2007). This array of languages, religions and cultures is represented by Australian born people and immigrants. For example, the most common religions affiliation has been Buddhism, Hinduism, Judaism and Islam. This means that those organisations that appreciate culturally and linguistically diverse (CALD) workforce provide an opportunity to an organisation to reflect the changing Australian population. Most organisations have seen the importance of appreciating diversity and have developed strategies that can respond to this such as encouraging employees to use more than English when they are communicating with customers, creating multilingual call centres, and developing appropriate links with CALD communities. Therefore, organisations and companies have recognised benefits associated with CALD workforce. Maximising internal talent, result in companies contracting fewer external translators extending this provision to the markets that are easily accessible. Moreover, the employees feel valued and appreciated because of their uniqueness and it may create and increase morale and thus better productivity just because of supporting differences (Konrad, Prasad & Pringle, 2006). The requirements of marketplace and changing world reflect the requirements of diverse workforce. The diverse workforce in an organisation increases the value of the given enterprise. It is important to appreciate and respect individual differences will be beneficial to the workplace through creating an increasing work productivity and competition edge advantage. Management of diversity usually benefits stakeholders through creating a safe and fair environment where all the stakeholders can access to challenges and opportunities that are associated with the given workplace. Management solutions in a diverse workforce should ensure that all the employees are trained and educated on importance of diversity bringing into consideration include regulations and laws. Since most organisations bring together diverse employees, it is important to learn how to adapt to successful collaboration. References Cieri, H. 2007. Human Resource Management in Australia: Strategy, People, Performance, 3rd Ed. New York: McGraw-Hill/Irwin Publishers. Debrah, Y. & Smith, I. 2001. Work and Employment in a Globalised Era: an Asia Pacific Focus. London: Routledge Publishers. Debrah, Y. & Smith, I. 2002. Globalisation, Employment and the Workplace: Diverse Impacts. London: Routledge Publishers. Konrad, A., Prasad, P. & Pringle, J. 2006. Handbook of Workplace Diversity. New York: Sage Publishers. Stockdale, M. & Crosby, F. 2004. The Psychology and Management of Workplace Diversity. Sydney: Wiley-Blackwell Publishers. Read More