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The past eight units have provided a wealth of information regarding diversity within organizations. How will you use this information and knowledge and apply it to your current and future work? What are some specific lessons you learned from this course? BSL 4000, Managing Diversity in Organizations 1 Course Learning Outcomes for Unit VIII Upon completion of this unit, students should be able to: 3. Explain the historical background behind specific diversity-related legislation. 3.1 Describe advances in organizational diversity developed from legislation. 3.2 Explain paradigm shifts in organizational environments from increased diversity legislation. Course/Unit Learning Outcomes Learning Activity 3.1 Unit Lesson Chapter 16 Collins, E. C. (2012). Unit VIII Final Project 3.2 Unit Lesson Chapter 16 Collins, E. C. (2012). Unit VIII Final Project Required Unit Resources Chapter 16: Global Diversity, pp. 434-455 In order to access the following resource, click the link below. Collins, E. C. (2012). Global diversity initiatives. International Lawyer, 46(4), 987. http://go.galegroup.com.libraryresources.columbiasouthern.edu/ps/i.do?p=AONE&sw=w&u=oran9510 8&v=2.1&it=r&id=GALE%7CA327356518&asid=f3458266e283f23412a0d5b60b54670c Unit Lesson Organizations are constantly in a state of flux. Change comes in the form of technology, economic influence, and shift in workforce. The needs and the culture of organizations are continually shifting. The workplace environment is also constantly flexing and adapting to the paradigm shift it has experienced in the form of human capital and personnel management. The influence of external forces such as legislation, community, and societal change have a powerful impact on organizations as well as industry (Bell, 2017). In recent years, we have seen advocacy and watchdog groups carefully monitoring manufacturing and production for U.S.-based companies that are using labor from overseas and developing nations. These changes are having a unique impact on how organizations are being operated. The organizations are able to reduce labor costs by using a more global workforce in non-skilled labor, skilled labor, and technology (Bell, 2017). Organizations are going where there is a sufficient pool of qualified candidates who can be hired at the most efficient and cost-effective price. Global economies and global communities have evolved in order to level the playing field in the area of technology. The same shift is occurring with respect to personnel management and human capital. The U.S. labor force is expensive, and there are individuals who believe that they are entitled to certain treatment and benefits; however, workforces in other nations and outsourced environments do not hold the same values or beliefs. Some U.S.-based organizations are choosing to move their operations to other communities and societies that hold different work ethics and values. As such, jobs are leaving the U.S. territories as organizations are UNIT VIII STUDY GUIDE Global Diversity http://go.galegroup.com.libraryresources.columbiasouthern.edu/ps/i.do?p=AONE&sw=w&u=oran95108&v=2.1&it=r&id=GALE%7CA327356518&asid=f3458266e283f23412a0d5b60b54670c BSL 4000, Managing Diversity in Organizations 2 UNIT x STUDY GUIDE Title choosing to move certain jobs to other nations that will provide a greater impact on their bottom lines (Dobbs, 1996). In trade, some organizations strive to bring certain jobs back to the United States where our workforce is best suited to assist with increasing the bottom line. It is a matter of shifting the work where the best resources are available at the most acceptable cost. Organizations from around the world will often cross borders to a host country or territory in order to bring industry to areas with differing political systems and economies. Interests such as mining and manufacturing, production and technology, and call center services have picked up over the years in order to shift the workforce, lowering costs and improving overall service levels. By using a global approach, call centers that operate seven days per week and 24 hours a day are able to shift the workload accordingly without incurring overtime in a single location. The workforce on a global basis also tends to follow different schedules. Vacation time, sick time, holidays, and national pride are all factors in how the organization can operate globally. A diverse workforce locally as well as globally has great influence on the maximization of effectiveness and profitability within the company. We no longer see only made in America or made in China on items being produced. Items are often assembled in a certain country while components come from the global community of either alliance partners, strategic partners, vendors, or internal operations. Companies such as Microsoft use their global reach to provide software development, manufacturing, and logistics. Many technology centers use programmers, information technology specialists, and troubleshooters from around the world. They can dispatch experts to key areas more quickly and effectively as well as bring up services when necessary. When a catastrophic event happens in one part of the world, much of the work can be shifted to other sites that are not immediately impacted in order to provide substantial services to compensate for any potential losses. The concept of diversifying our interests as well as spreading out our operations has taken on an increased meaning and ability due to technology and the diverse workforce that is now so readily available. Societies that were considered underdeveloped or emerging a generation ago have stepped up and are now able to compete at a whole new level, offering a different marketplace. These dynamics are continually changing and modifying the way the work gets done. These variations significantly Business globalization image (PeteLinforth, 2016) BSL 4000, Managing Diversity in Organizations 3 UNIT x STUDY GUIDE Title impact operations and organizations in the set up and execution of strategic plans in order to achieve the vision and mission for the organization. Throughout history, waves of immigrants from various parts of the world impacted the workforce. These individuals and families escaped adversity, persecution, or death. Others were kidnapped, stolen, or sold from their home country and brought to a new country to work. Some family members were sold in order to give them a chance for a better life because their family was unable to provide for them, or the money of the family member being sold provided resources to the remaining family members (Bell, 2017). These practices have occurred for generations. Puritans, Catholics, and Protestants have escaped religious persecution. In recent years, those of Muslim faith have been persecuted in Western societies due to terrorist activities tied to a few extreme political and religious groups. Religion has caused workforces to shift for generations, and acceptance is slow in coming. The Irish, Indians, and Africans have immigrated outside their national borders in order to pursue a life of acceptance and tolerance, which is different from what they knew in their home countries. They sought opportunities where possible in order to achieve a greater quality of life. There are many atrocities scattered throughout history from Biblical times to present day. There are societies that have acted shamefully in retrospect. There are leaders who have been tyrannical. Other leaders have opened their arms and opened their borders to provide opportunity to those who have been oppressed and persecuted, who are seeking asylum, sanctuary, and opportunity for a better way of life. Throughout history, organizations have opened their doors to provide opportunities to those who have left a life of oppression and persecution. There are immigrants who make up the diverse cultures that are enjoyed across many nations globally, each adding their unique ingredient and flavor to the melting pot of these nations (Bell, 2017). Some nations are less accepting of those who are not considered nationals (Dobbs, 1996). Others do not provide citizenship; individuals who come in are immigrants or considered visitors. Acceptance is not always forthcoming, and rights may be restricted. History has demonstrated that cultures are not always accepting and compassionate of those outside their norms. Organizations have diversities that range from nationality to expertise and skills. How an organization chooses to establish the workplace environment often is dependent upon those in the workplace. Personnel management and human capital play a vital role. Team building dynamics, individual responsibility, and acceptance and tolerance of those who think, act, and believe differently are necessary in order to create a more desirable work environment. Not all individuals are going to agree with other cultures, lifestyles, or beliefs, and acceptance should not be forced upon anyone. The workplace environment will continue to evolve, and some will resist. Some will be overly accepting, and blindly follow. A balance between the two will often be the norm. Some may need to consider their role and the responsibilities that they hold because a shift may be necessary. Creating a greater workplace environment can result in achieving so much more through innovation and creativity by having a broad and diverse culture that brings perspectives from many different angles and understanding. A rich history across generations and cultures brings in new ideas and refreshes the old. Change is the one constant that can be counted on to continue. Organizations, nations, and societies are all impacted by continuous change. Politics, the military, religion, and business all have a significant impact on the culture, the demographics, and the attitudes towards others. Acceptance levels are often based on personal perspective. Personal perspective is often based on experience, learning, and background. The more familiar we are with something, the more accepting we often will become over time—even if it is not something with which we agree. Experience often compensates for discomfort. When a new wave of individuals or cultural groups emerges on the scene, there will be a resistance to change. Change is natural, and resistance is natural. Upsetting the status quo can, consequently, cause conflict. Conflict is a good variable; conflict creates change and potentially positive outcomes if managed well. Diversity of new cultures, new technologies, and new expertise creates acceptance as we work through the change management processes organizationally and operationally (Dobbs, 1996). How an organization chooses to address their diverse populations, clients, vendors, and employees can impact outcomes for the organization and those who are touched by their new station, such as stakeholders. Acceptance is necessary. BSL 4000, Managing Diversity in Organizations 4 UNIT x STUDY GUIDE Title Agreement may not be mandatory. Becoming knowledgeable about people, places, and positions that are different from those which we know is critical to the mission success of an organization. A generation ago, the concept of a chief information officer or chief technology officer at a major organization would be unrealistic. Today, most major organizations could not exist without such a position. Information management, social networking, cultural diversity, and awareness are all critical factors within an organization and are needed in order to achieve ongoing success in the global economy and global community. References Bell, M.P. (2017). Diversity in organizations (3rd ed.). Cengage Learning. Dobbs, M. F. (1996). Managing diversity: Lessons from the private sector. Public Personnel Management, 25(3), 351–368. PeteLinforth. (n.d.). Globalisation, economics, business, economy, marketing [Image]. Pixabay. https://pixabay.com/en/globalisation-economics-business-1706081/ Suggested Unit Resources In order to access the following resource, click the link below. The following article from the Business Source Complete database in the CSU Online Library shows some issues that global companies face in implementing diversity programs. Turner, L., & Suflas, A. (2014). Global diversity-One program won’t fit all: Customize inclusion programs for international workforces. HR Magazine, 59(5), 59–61. https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/logi n.aspx?direct=true&db=bth&AN=95712502&site=ehost-live&scope=site https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=95712502&site=ehost-live&scope=site https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=95712502&site=ehost-live&scope=site