Ecosystems Model of Mo Barak - Literature review Example

Introduction Contemporary organizations operate in a very dynamic global environment and as such have learnt to value diversity in the workplace in order to sustain a competitive edge. However, embracing diversity alone is not enough to lead to sustainable success. What are needed are the organizations that want to be on top of the game to ensure an inclusive workplace environment so that the fruits of diversity can be enjoyed. Diversity refers to “ representation of multiple identity groups and their cultures in particular organization or workgroup” while inclusion is “creating, fostering and sustaining practices and conditions that encourage and allow each of us to be fully ourselves—with our differences from and similarities to those around us—as we work together” (Ferdman, 2013, p. xxii).Ferdman asserts that the goal of inclusion is the psychological sense that we matter and that our voice and contributions are important. This inclusion begins with everyone recognizing the fact that we are made up of many components, characteristics and identities which are intertwined and make us whole. Just like an organism whose parts function differently but make up the whole thing and if one part is missing the organism cannot function properly, so are individuals in the workplace. They all come from different ethnic and cultural background, race, religion, sexual orientation, gender, national origin, and marital status, physical or mental disabilities among others and also have different experiences inside and outside the workplace. We must appreciate these differences and recognize that they matter and make us who we are; our identity hence self inclusion before including others. This in turn enables one to bring all his/ her experiences and authentic self to workplace and combined with those of others, then success is a sure thing. People can learn from each other different things and build one another. Moreover, one feels loved, respected, honored, trusted, and accepted thus feels free to exploit all the potential for the well-being of organization and for self. This leads to overall organization success in terms of high morale, low turnover and absenteeism, avoidance of costly litigations and career advancement. Practicing inclusion is a proactive and never-ending process and also dynamic and cyclical and begins with first embracing our multiple identities. This paper is going to discuss the practice of inclusion in workplaces using the ecosystems model of Mo Barak (2000; 2011). This model is based on the idea that diversity includes not only the organization itself, but also larger systems that constitute its environment. It thus involves analyzing macro and micro levels as well as intervention approaches. The inclusive workplace in this model is defined by Mo Barak (2011, p. 8) as one that values and utilizes individual and intergroup difference within its work; cooperates with and contributes to its surrounding communities; alleviates the needs of disadvantaged groups in wider environment and collaborates with individuals, groups, and other organizations across national and cultural boundaries. As such, it is not only the organization itself that matters but also the stakeholders and surrounding communities. This is equivalent to being a socially responsible workplace. The macro level consists of the factors external to the workplace such as international and national laws and regulations that govern labor relations and affect diversity in the workplace. In other words, the international community and specific governments set laws that require workplaces to ensure diversity by avoiding discrimination of any kind and exclusivity. Different countries have different cultures as evidenced by Hofstede’s five cultural dimensions (Hofstede & Michael, 2010). Some like the U.S are individualistic in nature while others like Germany are collectivist thus embrace teamwork. Since modern organizations operate in this global environment they have to understand the different cultures of the countries in which they operate in. Although some companies prefer to send individuals to those foreign companies to instill their culture and norms, this does not often work and is not good for business. Embracing diversity is important for success of the multinational company hence most successful companies consider allowing individuals have freedom or authenticity in foreign companies and learn and embrace the culture of that country. This is what leads to a globally inclusive workplace. Mo Barak (2011, p. 4) argues that “a deep understanding of individuals who live in other national and cultural contexts, and ability to work within a global team framework is critical for an inclusive workplace.” Such globally inclusive workplace is evident in Chinese culture which views a successful manager as one who is able to combine the qualities of different classes which include: Shi (scholars who are learned and visionary), Nong (farmers who provide basic needs), Gong (artisans who are creative) and Shang (merchants who have ambition and drive to succeed and amass wealth). Diversity is the foundation of inclusion and the key that will open the door to new wealth of 21st century (Kennedy, 2008, p. 9). As such, to have an inclusive workplace diversity has to be present in the first place especially at a time when the world is becoming increasingly diverse as a result of economic, demographic and legislative trends especially involvement of women and large number of immigrants. This is why legislation is important in ensuring all groups of individuals are involved in the workplace hence equality and diversity and with an inclusive environment, the workplace is sure to succeed. The International Bill of Human rights and the consequently the Universal Declaration of Human Rights in 1948 is the basis of legislative work to ensure equality and diversity. It takes note that all human beings are created equal and have inalienable rights to liberty and equality and also as rational beings, to certain freedoms and rights (Mo Barak, 2011). Article 2 of the Universal Declaration prohibits any form of discrimination based on race, color, sex, age, religion, political opinion, national or social origin, property, birth, language or other status. Failure to observe any of these criteria is considered as discrimination. The International Labor Organization defines discrimination as “any distinction, exclusion, or preference made on basis of race, color, sex ….. Which has the effect of nullifying or impairing equality of opportunity or treatment in employment or occupation (Mo Barak, 2011, p. 60)? This discrimination may result from explicit policies that generate inequality or implicit side effect of another policy. It may also be by a single person or the act of the organization either intentionally or unintentionally. Workplaces which discriminate workers based on any of the categories are liable to legal litigations which may be financially damaging to the organization. Observing such laws thus is the beginning of embracing diversity and ending exclusion in the workplace. The challenge is dealing with countries whose culture and laws propagate such kinds of discrimination. For example, laws regarding religious attires such as the hijab for Muslims have been discriminatory in nature. Though the Bill of Rights prohibits discrimination on basis of religion, some countries like Turkey and France have banned wearing of hijab in schools and workplaces. This is supported by European Court of human rights which upheld that banning headscarf is not a violation of human rights (Mo Barak, 2011, p. 19). It is therefore, for the managers to decide what is best for their employees in enhancing inclusiveness. Such Muslims are bound to feel unwanted and not part of the organization if they are not allowed to dress freely. It is such a delicate balancing between the laws and what is considered just or appropriate in the workplace. Most countries have ratified this declaration as well as different international covenants to enhance equality in workplace. Different countries prohibit discrimination based on criteria underlined by the Universal Human Rights but other countries go further and in enlarging such criteria. According to Mo Barak (2011, p. 26) more than 88% of countries have one or more of these protections. Extended protections include HIV status, marital status, pregnancy, Aboriginal, and family status. Workplaces are supposed to ensure equal pay for equal work especially with the number of women increasing in the modern workplace (Cox 1991). For example, the U.S has the Equal Pay Act of 1963and the U.K has the Equality Act of 2010 that prohibits various forms of discrimination. Those companies that do not value women often pay them less for same work as men and in most cases women are relegated to caring jobs such as nursing and teaching and not managerial work due to gender stereotyping especially in Asian countries. However, inclusive workplace recognizes women for who they are and appreciate the contribution they make in the workplace just as men are appreciated (Mo Barak, 2000). The U.S has gone as far as passing the Lilly Ledbetter Wage Bill to tighten the equal pay for equal work legislation and ease the process of litigation for wage discrimination. Other countries also prohibit sexual harassment in the workplace to ensure women employees are able to work effectively without fear hence feel included in the workplace. In addition to legislative framework, countries also do employ affirmative action to protect marginalized groups such as women, those with disability and minority races. The goal of affirmative action is to right past wrongs and increase representation of disadvantaged groups. An example of an affirmative action is the U.S Executive Order 11246 (1965) that gives preferential treatment for employers who have put in place affirmative action (Mo Barak, 2011). The European Commission also offered a Directive in 2000 to ensure equal treatment (EC Directive 2000/43/EC). India on the other hand, employs quotas in job allocations to ensure equality of opportunity. Though this measure is effective in ensuring that previously marginalized groups are now more represented, it is also criticized for causing the same discrimination it is trying to eliminate (Cox 1991). Some critics argue that it hinders progress of the marginalized groups since they do not get chances due to merit. Moreover, they are resented and stereotyped on such grounds hence do not feel secure or comfortable in their jobs. They feel that it discredits their efforts. However, such a measure is temporary as it is supposed to be withdrawn as soon as equality is achieved. Though good policies and laws may be put in place, this is not enough without an inclusive environment. Inclusion is more than equal opportunity as it allows individuals to be themselves at work, valuing difference and letting them know that their contribution is valued (Kennedy, 2008). To quote the U.S Office of Personnel Management while signing the legislation to promote diversity and inclusion in the federal workforce, America was founded on the ideal that from many, we are one, a whole that is greater than the sum of its parts. We make every employee feel welcome and motivated to work their hardest and rise through the ranks. We must affirm that we work better together because of our differences, not despite them (Opm.gov, 2014). This is a good reflection of what inclusion in the workplace is all about. The same sentiments are echoed by Ferdman (2013, p. 3) who argues that “diversity is not a problem to be solved but a rich resource to be tapped and enjoyed.” This requires good diversity management hence leadership in the organization is crucial. For Kennedy “people are number one source of new thinking and new ideas needed for change and betterment of business and society” (2008, p. 11). As such, leaders need to know people and their differences as well as master how, when and where to tap the invaluable resource of unique ethnic origin, cultures, global know-how, creative talents, and wide range of experiences. They can do so by using various strategies such as rich communication, teamwork, effective leadership, and fair appraisal, work/family life balance. Communication in the workplace is very important as it is the means by which diversity is exercised and fosters employee empowerment and authenticity. This also depends on the organization structure as bureaucratic organizations hinder effective communication and team work (Miller, 2010). For diversity to work, employees need to communicate effectively with each other and freely with the management and this can only be possible in flat organizations where communication is in all ways as opposed to top bottom approach of bureaucratic organizations. Mo Barak (2000, p. 343) argues that an inclusive workplace applies continuous two-way communication methods such as open management involving employee meetings and e-mails systems to learn of its employee concerns and expectations. By understanding employees, the employer is able to recognize their unique needs and consider them while making decisions and drawing policies. Communication allows workers to share ideas and learn from each other thus enriching their self diversity. This is due to the fact that an individual’s identity is composed of the various experiences they encounter both in the workplace and outside. It also enables workers to contribute in decision making thus feel that they are valued and respected. However, contributing to decision making is not enough, for inclusion to succeed, employees decisions need to be taken into account while arriving at final decision (Ferdman 2013). Communication is especially important in teamwork as workers build relationships. Wrench (2013, p. 250) argues that groups go through four stages; dependency and inclusion, counterdependency and fight, trust and structure and work. At each stage, they make progress towards the task, forge relationships and confront group culture. Cross-functional teams comprising of men and women both young and old and from different racial or ethnic background can also be effective in enhancing inclusion through interactions. Inclusion also involves expressing oneself freely without fear of being reprimanded (Ferdman, 2013). Management in this case can apply various communication strategies for employees to express themselves such as suggestion boxes, survey methods, meetings, workshops and briefings. When employees feel that they are free to communicate, they can share the new ideas that they have hence innovation and creativity would be the order of the day. This consequently would benefit the organization in terms of talent pool and increased productivity (Wrench, 2013). Other methods of collective communication such as use of unions and work councils are a requirement of the law especially in European Union countries but organizations can go further in enhancing such methods; for example by acknowledging union representatives and not discriminate them on that basis. People have multifaceted identities resulting from various sources such as group memberships and individual traits and characteristics (Ferdman, 2013). Enhancing teamwork in the workplace is therefore a good starting point for inclusion as it is where most individuals have a chance to contribute to their full potential. Different people have different talents and these can be leveraged by working in teams in different projects especially cross-functional teams. How a team gets chosen thus is critical to the success of the team (Kennedy, 2008). Individuals of same sex, age, gender, and religion. National or ethnic origin or similar qualifications cannot be put together as no growth can take place. The management while forming teams need to understand each and everyone’s background and capabilities so as to mix different people so that they can learn from each other. Those poor performers need to be mixed with high performers in order to learn and progress their careers (Aquinas, 2006). Different skills if combined together also allow learning to take place. Inclusive workplaces are thus learning organizations and consequently high performing. However, high performance does not result automatically unless individuals are willing to employ their full potential. This can be enhanced by the group leader listening to ideas from all participants and involving them in making decisions that affect them. Also by fulfilling their needs and making them feel valued and part of the team. The management also needs to set clear goals for the team and give them resources to achieve such goals so that they can feel committed and engaged. This consequently leads to job satisfaction, high morale and high performance. Effective leadership is a must for diversity to be harnessed. It is the leaders who provide the direction for the company and define what it is and in turn define employees. An employee’s identity is as much as who he is as what he does and where. If an organization is recognized as reputable, most people would like to work there and to be associated with it but if not reputable, not many employees would like to work or be associated with it. This all depends on the leadership of the organization. There some leaders who like dictating everything to juniors and never let them say anything or express themselves leading to communication breakdown (Aquinas, 2006). Such autocratic leaders are a hindrance to the success of inclusion. Inclusion requires that the leader be reachable and interact with workers to understand their needs and their high points so as to leverage them (Kennedy, 2008). The leader should not make employees feel that they need to hide part of their identity for fear of reprimand. Transparency, openness and honesty are key to inclusiveness. Sometimes, the leader should offer appreciative remarks to employees to encourage them to work harder and be themselves hence feel valued and cared for. Leader should be able to listen deeply and carefully, foster transparent decision making, understand and engage with resistance, and model bringing one’s whole self (Ferdman, 2013, p. 42). The leader is also liable for creating an inclusive culture. This is due to the fact that organization culture is most of the time created by leaders especially the founders. If the leader is one who does not honor legal obligations or rights of employees, then the organization will develop a non-compliance culture which is damaging to the image of the company. Moreover, the leader is entrusted with the task of ensuring that he/she liaises with the stakeholders and surrounding communities hence make sure the company is socially responsible (Mo Barak, 2000). He can do so by engaging the employees in community events, especially charitable events, by managing the workplace effectively, caring for the employees and suppliers and sourcing from surrounding areas as well as reducing impact on environment. The benefits derived from an inclusive workplace are many. First, the employees feel valued, engaged, accepted, respected, fulfilled and authentic in the working environment (Ferdman, 2013). By this, employees are able to leverage all their identities and talents as opposed to a place they are not valued and this is a benefit to the company in improving the bottom line. Moreover, the employees feel secure hence remain in the company for long thus reducing turnover and absenteeism. This is an advantage to the company as it leads to high productivity and cut in costs of hiring. Employees also are motivated and satisfied with their jobs hence high performance. The workplace is also able to escape legal litigations and tribunals and associated costs as non-compliance is a non-issue (Mo Barak, 2011). The company’s image is also built up hence it is able to attract a pool of talent especially women and minority groups in a competitive environment and also improvement on company stock standing. It also drives business growth by leveraging the many facets of diversity; for example, it can market more effectively to minority communities. It also leverages the benefits of increasingly global market place by employing workers from different nationalities (Mo Barak, 2000). Inclusion also ensures better value to customers, clients, tax payers and other stakeholders (Opm.gov, 2014). Most importantly, the workplace becomes a learning organization and high performance workplace. Conclusion Diversity and inclusion are vital for contemporary organization. Diversity is the foundation of inclusion and entails having multiple identities while inclusion entails creating a work environment that leverages diversity for the benefit of the organization and individuals concerned. Inclusion is based on the belief that we all have multiple identities that make up one’s whole self and hence it starts with ourselves and then spills over to others. Once we accept and embrace our different sides, then we can be able to understand and appreciate others for mutual gain. It is also the only way workers can be able to exploit their full potential for the benefit of the organization. As such, instead of treating diversity as a problem, we should embrace it and treat it as a rich resource to be harnessed. References Aquinas, P.G (2006). Organizational Behavior: Concepts, Realities, Applications and Challenges. New Delhi: EXCEL Books. Ferdman, B.M (ed). (2013). Diversity at Work: The Practice of Inclusion. SanFrancisco, CA: John Wiley & Sons. Hofstede, G and Michael M. (2010).Cultures and Organizations: Software of the Mind. 3rd ed. New York: McGraw-Hill. Kennedy, D (2008). Putting Our Differences to Work: The Fastest Way to Innovation, Leadership and high Performance. SanFrancisco, CA: Berrett-Koehler. Miller, F.A (2012). The Inclusion Breakthrough: Unleashing the Real Power of Diversity. Santa Barbara, CA: ABC-CLIO. Mo Barak, M.E (2000). The Inclusive Workplace: An Ecosystems Approach to Diversity Management. Social Work, 45 (4), pp. 339-355. Mo Barak, M.E (2011). Managing Diversity: Towards a Globally Inclusive Workplace. 2ed. Thousand Oaks,CA: Sage. Wrench, J.S (ed) (2013). Workplace Communication for the 21st Century: Tools and Strategies that Impact the Bottom Line. Santa Barbara, CA: ABC-CLIO. Read More