Managing Diversity and Equal Opportunities - Essay Example

Conflict Management & Workplace Diversity s Introduction Diversity at workplace implies the incorporation of a varied pool of individuals belonging from distinct social classes and having different cultural backgrounds into the organizations. Workplace diversity management involves effective planning and implementation of organizational system in such a way that maximum output can be enhanced out of the workforce while decreasing conflicts to a minimum. On one hand where diversity in workforce is a striking challenge for major organizations, on the other hand with the market requiring advance level of creativity and flexibility, ensuring diversity is now a crucial entity for the human resource departments. More so, heterogeneous teams ought to offer better solutions to problems and tend to offer a higher level of critical analysis to complex situations (Pary & Tyson 2011:21). This paper exhibits an effective strategy i.e. a four step model to overcome an ongoing conflict between two individuals which demonstrates how the HR department can deal the diversity related issues in their respective firms. The concept of workforce diversity in context to diversity management for the HR departments relates not just the adjustment of the minority groups and classes into the organizational culture, rather it extends to the encompassment of the ideals of peace and respect for the individuals. It involves offering an organizational culture where diverse groups are encouraged to offer solutions based on their background where they must have the freedom to practice the ideals they believe in, also where their opinions aren’t just heard, rather incorporated into the policy initiatives (Toner 2011: 32). For this reasons, the business managers in the human resource department are required to handle the complex task of planning and executing a diversity strategy, with an effective mechanism to handle conflicts. To prove the point, let`s take an example of a law firm with a serious issue between two individuals belonging from distinct cultural backgrounds. Both individuals A and B are senior partners in the firm, while individual A belongs from an ethnic Asian background while individual B belongs from a liberal White background. These two individuals are equally competitive being assets for the firm and have often worked on same cases in the past as well where they have had heated arguments over religion, society, ethics and morals. Individual A deals with financial aspects of cases while individual B is the most influential closer for the firm, thus both being significant actors for the firm. With both of them having acquired a strong position in the firm, the arguments have taken the form of serious conflict between the two, which is also affecting the output of the firm. For this reason, a strategy needs to be developed involving the mapping of a blueprint or game-plan to offer appreciation to the diverse staff alongside the ability to effectively handling the conflict at hand. Also, since the other employees of the firm are also being affected by the conflict as lobbies are being inherently formed, the firm needs to take serious action. Conflict management relates to the diversity management closely, as a conflict arising from diverse workforce due to differences in opinion may affect the output of the firm as is happening in this case as well (Findlay and Warhurlst 2012). Disagreements resulting from cultural differences are sensitive issues as they may get too personalized, owing to which they must be handled carefully since the reputation of the organization is also at stake. For this reason, the first principle which must be incorporated by the firm at all costs in to be fair, objective and unbiased during the management of any emergent conflict (Sheridan 2012:11). A careful investigation must be conducted to get to the root of the problem, since the resolution of the issue will set a benchmark for the resolution of similar issues in the future. For this reason, adequate research on the area reflects a few recommendations and suggestions which may be helpful in getting over conflicts owing to workplace diversity. Research indicates that incorporating few or all of these steps in an organization have proved to effectively resolve complicated diversity related issues in a department. STEP 1: Determining behavioral patterns of parties involved in the conflict The most significant step leading towards the resolution of conflict in a workplace deals with accurately testing the assumptions made. In a case of this conflict, the manager must ensure triangulation of data to ensure that the assumptions are accurate to rule out chances of error of misdemeanor towards any party (Beham, Straub & Schwalbach 2012: 21). Also, another important technique which the HR manager assigned the task of manager must employ is to get to know both the employees. This technique will help the manager in understanding the history of behavioral patterns in the firm and thus, the manager can deal with the situation well since he would personally know the employees well enough to identify why both the parties are so antagonistic towards one another. To achieve the objective, various tools can be utilized for instance, recreational trips can be arranged and similarly other social events can be arranged to get to personally know the behavioral patterns exhibited by both the employees (Scott & Byrd 2012). Similarly, another perspective which must be incorporated into the HR strategy in this case includes keeping the viewpoints open for further new opinions. It must, at all points, be kept in mind that fairness and equity are the deriving principals of any strategy and decision at hand, and on no cost could they be compromised. Step II: Reinforcing Company Policy of Diversity Management In this case, after having followed step I, the HR manager is aware of the fact that though both individuals are in isolation quite friendly and accommodating, their interactive patterns have exhibited bitterness. Since both of them get personal about the social life, where individual A points out at the outspoken and lavish lifestyle of individual 2 on moral grounds, on the other hand the individual 2 deems the other one as outdated and keeps telling him that he belongs back to his hometown since American lifestyle is too fast for his standards. Though the environment of the firm in general is quite accommodating and moderate enough to accommodate differences, yet the organizational policies are still strict on the adherence to the guidelines reflecting respect towards the culture of others. Just like all other similar firms, this one also implies that any kind of offensive comment or insensitive joke against any individuals would be dealt with seriousness and must be stopped before the issue gets serious (Diamond 2012: 15). In this case, thus, the HR manager must personally have a word with both the parties himself, also ask the higher management to dictate the company policies to both distinguished lawyers to prohibit them from passing personal statements against each other. Also, a friendly note, a suggestion corner or a blog solely for the employees of the organization, particularly focusing on diversity management can also be incorporated by the management to further reinforcing the company guidelines on diversity. (Findley & Warhurlst 2012). STEP III: Mediation However, once the conflict has taken place, it is crucial to employ mediation handling skills to control the severity of the issue at hand. Mediation in itself required a complicated strategy and a systematic process which must be developed beforehand by the HR department to resolve the conflict between parties. The first step towards mediation is the identification of the issue, i.e. whether it is the people who are causing the problem, or the performance, or rather their attitudes causing issues related to cultural differences. In this case, it is more of the arrogant attitudes of both individuals which has been identified as troublesome in the first two steps by the HR manager. The second step concerns with communication paradigms in the organization to develop effective interaction patterns between the conflicting parties. Firstly, therapy sessions can be conducted with both the parties where an expert can mediate. After that, an effort must be made to allow communication between the two parties with mediation from the managers to ensure that a message of good-will is exchanged. (Delcampo 2011) Thus, following the mediation strategy will further help in at least developing a positive energy between both the individuals, which was earlier quite negative. Step IV: Application of HEAT Model Moreover, the H.E.A.T model is highly recommended in case of this conflict where four steps are involved to effectively manage the conflict. The first step implies that the manager must be quiet and listen to the stories after both the parties have passed through the earlier stages i.e. therapy and communication patterns. Furthermore, on the basis of the feedback, an effort will be made to develop an understanding and agreement amongst both individuals. Secondly, the manager must speak, that is, voice his opinions on the issue by apologizing from the behalf of the other party and thus, positing the opinion from their point of view as well. That is, they must narrate their understanding of the issue so far, and point out towards how the manager feels about both the parties. It will be a huge success on the part of the manager to explain the cultural position of both the parties effectively to make them understand the complexity of the situation. The third step deals with taking action, i.e. presenting legal documents before both parties or taking punitive action if the issue still doesn’t get resolved. This step implies that on one hand where a positive aura must be exhibited on part of the manager, on the other hand the manager must also exhibit that he may take negative action as well if the behavior isn`t controlled. The fourth step relates to the outcome where either the issue has been resolved or one of the parties has been deemed responsible for the act, in case of a deadlock, where punitive action has been taken. It is expected that in this case, both the individuals would be positively affected and would overcome the conflict. Furthermore, in case of a conflict, it is suggested for the managers to focus more on the similarities rather on the differences between the employees belonging from diverse backgrounds, and thus creating an environment to make the employees see these similarities amongst them as well. Also, in all case, the firm must practice and preach the principal of logic before emotions, especially in case of conflicts, where it must be considered as an obligation to bring logic into a debate or an issue to find a more reasonable solution to be problem. However, in all cases, it must be kept in mind that it is the problem or the behavior which must be addressed and not the person himself, as the manager doesn’t want to create another personal issue out of the process of mediation (Citkin & Speilman 2011). Moreover, a compromise must in all cases be offered whenever possible to resolve the conflict as soon as possible and without causing any further damage, either to the people involved or the reputation of the firm. An HR manager in this case will, in this case, take up the role of a policy maker or a diplomat who will analyze the position of all parties involved and strategize on how each party may come at peace, and offer the most desirable compromise acceptable to both parties. However, it must be kept in mind that the higher the stakes, the harder the compromise will be. Conclusion & Recommendations Thus conclusively, in the changing market conditions and the innovating environment, it is impossible to hire a homogenous workforce for any kind of firm dealing with any kind of business. In the case exhibited in the paper, the conflict between these two individuals was leading towards decreased productivity for the firm. Thus, a four step strategy has been carved out i.e. firstly determining behavioral patterns exhibited by both individuals, secondly, reinforcing the firm`s policy on diversity, thirdly, applying mediation techniques of therey procedures and developing communication pathways between both individuals and lastly, the application of HEAT model on part of both the individuals to reap positive results. Works Cited: BEHAM, B., STRAUB, C., & SCHWALBACH, J. (2012). Managing diversity in organizations. Wiesbaden, Germany, Gabler. http://dx.doi.org/10.1007/978-3-8349-3869-5. CITKIN, F., & SPIELMAN, L. (2011). Transformational diversity why and how intercultural competencies can help organizations to survive and thrive. Alexandria, Va, Society for Human Resource Management. http://site.ebrary.com/id/10559349. DELCAMPO, R. G. (2011). Managing the multi-generational workforce: from the GI generation to the millennials. Farnham, Surrey, Gower. DIAMOND, A. 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(2011). Workforce skills and innovation an overview of major themes in the literature. Paris, OECD Directorate for Science, Technology and Industry. http://www.oecd.org/dataoecd/19/10/46970941.pdf. Read More