Fluent Essays

In Unit VII, the comprehensive report was presented to the Fig Technologies Executive Leadership Council (ELC). A PowerPoint presentation that summarizes your findings based on the comprehensive report. In the presentation of your findings, be sure to describe advances in organizational diversity developed from legislation, and explain paradigm shifts in the Fig Technologies organizational environment from increased diversity legislation. Include citations and references from at least three sources used in your presentation (these may be from the earlier components).While sources and information from previous assignments are appropriate sources to inform and guide the development of the video or PowerPoint, this assignment requires original content that demonstrates mastery and understanding of the course material. Do not simply copy and paste any portions from previous assignments.The PowerPoint should consist of a 10-12 slide presentation (not including the title and reference slides) with proper APA formatting. Include charts or graphics as necessary to effectively present your findings.I have attached all previous assignments from this course along with study guides. 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 BSL 4000, Managing Diversity in Organizations 1 Course Learning Outcomes for Unit VII Upon completion of this unit, students should be able to: 2. Assess the benefits of organizational diversity. 2.1 Summarize steps for improving organizational diversity in an executive summary. 8. Critique federal legislation related to workplace discrimination. 8.1 Compare legislated workplace issues to ageism in youth and elderly populations. Course/Unit Learning Outcomes Learning Activity 2.1 Unit Lesson Unit VII Project 8.1 Unit Lesson Chapters 13 and 14 Unit VII Project Required Unit Resources Chapter 13: Age, pp. 358-379 Chapter 14: Physical and Mental Ability, pp. 384-403 Unit Lesson Society requires participation from all people to continually advance. For a community to aspire to its greatest ability, all must be active, engaged, and invested. The story by Dr. Seuss of Whoville, a world living on a speck that lands on a flower in the Jungle of Nool in the children's classic Horton Hears a Who, goes far beyond a simple story. "A person is a person, no matter how small," according to Horton (Dr. Seuss, 1954, p. 6). He understands that no matter who we are, individuals matter. We have a responsibility to protect those who cannot speak for themselves (Bell, 2017). This premise holds true in business and in life. The government at all levels in the United States establishes legislation as a structured guideline with regard to rights and protections for those who are diminished in the capacity to speak for themselves. Populations such as the unborn, the aged, and children need representation to serve and protect their needs. The case of Mary Ellen Wilson in the 1870s was the first court case in the United States on child abuse. Up until this point, there were no child abuse laws, thus no premise for a court case. The precedent was founded on the laws for the protection of animals from cruelty and abuse. The United States had laws to protect animals before it had laws to protect human children. Societies treat the elderly in a wide variety of ways. Many Asian civilizations treat the elderly with great respect. The elderly are valued for their knowledge, wisdom, and experience. The elderly are held in high regard; they are honored and treated as valuable. In some cultures when the elderly and infirm people are no longer capable of contributing to the community, they are released from the community to go out on their own, thereby no longer burdening the community. The infirm or disabled can be viewed as a strain on society. The view is that if the individual cannot contribute to society, then he or she is a drain on the community, requiring resources that can be used better elsewhere for greater results. Past generations have demonstrated across cultures and national societies how to be contributors in different ways. The use of technology has improved opportunities for those who before would be considered incapable. How disabilities are viewed impacts thinking and perception because American UNIT VII STUDY GUIDE Ageism and the Disabled BSL 4000, Managing Diversity in Organizations 2 UNIT x STUDY GUIDE Title society teaches us to strive for perfection. The commercialization of the perfect body image and perfect personality portrayal inundate the mind; the image of the perfect employee or client is shared through the different media outlets. Competitions for who is prettiest, strongest, or most fit fill publications, the Internet, and video outlets. Rarely do we hear of the smartest, the over-comers, or the disabled who rose to challenges and surpassed the odds. The occasional story of the individual who competes in Special Olympics, is the oldest competitor, or overcame a deadly diagnosis is heartwarming. The media will often portray these images as stories of overcoming imperfection. It is not uncommon that these stories are followed by an endorsement of some product that has helped the individual with overcoming the perceived disability. The news becomes an advertisement that places emphasis on a more perfect image. Talk shows are filled with how to improve our looks or fitness. Every individual is unique, but striving for perfection is subjective. One individual's concept of perfection is not another's, thus invalidating both individuals and proving imperfection. Perfection is not to be attained by its very definition. Everyone is unique in physical, mental, and emotional characteristics (Bell, 2017). Intelligence is measured not only by standardized tests but also through skills, traits, and abilities. An individual may not be strong in math, reading, or writing, but the individual's intelligence according to leading theorists may be in other areas such as kinesthetic, interpersonal relationships, or art. Stories of individuals such as Abraham Lincoln, Albert Einstein, and Henry Ford have told us that they were not considered educable, frequently scoring the lowest marks in their classes. Each of these examples soared in other areas of their lives, achieving greatness others could only dream of. Intellectual ability was not discoverable in the way they were tested or taught by a handful of individuals. Each of them overcame obstacles, and they rose above the criticism to succeed—even though they were told they never would. The United States has had only one president elected to be a four-term president: Franklin Delano Roosevelt. While he was not able to serve his fourth term, he did nearly complete his third term before passing away. FDR was elected to office in 1932 after being diagnosed with a disabling type of polio, greatly limiting him physically. He went on to lead a nation out of a depression and a world war (The Office of the White House, n.d.). Stephen Hawking, one of the most famous physicists of the late 20th century, contracted motor neuron disease (Stephen Hawking Foundation, n.d.). The disease, which limits his physical and speech abilities, has not negatively impacted his intellect, which is ranked among the most advanced in human abilities. Hawking continues to write, publish, and present globally even though his disability limits his actions. To the world, he is considered severely disabled, yet he is one of the greatest minds of the late 20th century in physics, math, and cosmology. An individual may see his or her psychological diagnosis as a death sentence. Comic entertainer Robin Williams made an amazing career despite his attention deficit disorder. He used this to his advantage as his mind often processed so quickly that his improvisation abilities were staggering. His thought processes would move quickly, becoming a whole train of thought before most would get the first joke. Other entertainers and business professionals have used their perceived cognitive disability to focus where they were strongest. Disabilities are in the eye of the beholder. Society states that a disabled person is someone physically, intellectually, or emotionally incapacitated. Legislation over recent years has addressed empowering individuals with diagnosed disabilities to receive treatment or accommodations that allow the individual to be included in the workforce. Discrimination and prejudice will continue if disabilities are subjective. According to Bell (2017), many accommodations for an individual cost less than $50 and few amount to a cost over $300. An employer cannot ask questions regarding the cause or details of one’s condition. In most cases, the organization is not qualified to assess these issues. The organization is charged to provide accommodation for the individual. One’s condition is not the reason he or she is hired but their assets that will effectively contribute to the bottom line. The generation known as the baby boomers are nearing retirement age. There are some from this generation who are leaving an organization they worked at for years to reinvent themselves in a new career. Retirement will look very different for this generation. There will be the wealthy who travel or develop an enterprise. Some retirees will consult, not wanting to be tied to an employer and all that it entails. Other baby boomers will need to supplement their income just to make ends meet or to give some breathing room. Retired individuals also may choose to find a job of lesser responsibility or that is different from what they did for a career. These individuals may choose to perform these activities to stay active and keep their minds sharp. The attitude of it BSL 4000, Managing Diversity in Organizations 3 UNIT x STUDY GUIDE Title is better to wear out than to rust out is the mantra. Older employees bring a wealth of knowledge and experience that creates a knowledge base to become a resource for the organization. Blending older employees with younger employees builds communication, and mentoring each other bridges the respected resourcefulness and potential for innovation. Technology provides creative solutions for all workers. Technical solutions may assist with voice activation; tactile and kinesthetic controls may also open opportunities to be successful where significant difficulty existed previously. Individuals with limited physical abilities may be able to work remotely in their own home or work setting with hours that would adjust for the needs of the employee who may require eight hours of work over a longer timeframe with frequent breaks. The key is emphasis on what can be done instead of what cannot be done. Young employees are a product of a society that has shifted as more low-paying, blue-collar, physical-labor- oriented positions are offered to older employees, thus gaining work experience creates a unique challenge. Younger employees may have education but lack experience. Youth will frequently not be aware of these limitations; however, the young employee may bring in ideas and innovations that older, established employees might not consider. The younger employees will focus on the possibilities instead of what has happened in the past. Young employees of the current generations have less loyalty to an organization as they have seen organizations become less loyal to their employees due to rightsizing or corporate restructuring. Younger employees understand that options are available, and they are entrepreneurial and might not depend on a single source of income. Legislation addressing age discrimination generally is towards the older employee. Discrimination of younger employees citing inexperience may not be accurate as they have education and cross-functional skills. Opportunities of job skills training in fields such as fast food, newspaper, service delivery (pizza, newspaper), or general business are offered to adults with families they are supporting in a low wage position. Legislation for raising wages in these positions is being introduced at the state and federal level, and organizations are responding to these potential rising costs by reducing the work force and introducing more technology. In places where technology cannot lower costs and workers are not customer-facing, labor costs are being outsourced. Legislators continue to listen to the expressed needs from the advocates for those who cannot speak for themselves. Meeting the needs of special populations is an ongoing issue. Laws such as the Americans with Disabilities Act and age discrimination for those 65 and older serve a unique purpose. There is a need for such legislation rather than allowing businesses to self-govern. The question becomes this: when does government intrude on private corporations’ affairs regarding hiring practices and maintaining quality employees and human resources? Legislation is not going to address every possible situation, scenario, and population. Common sense and sound reasoning as to what is right and what is wrong on an ethical and moral basis should be determining factors; otherwise, we support greater government control in business and society. The key is to shift the paradigm to balance the needs of society with the needs of different populations and how they can impact the workforce in the communities in which individuals with disabilities reside. Legislation is intended to empower, not entitle. Business owners and senior leadership have a responsibility to capitalize on the resources available to them and look beyond appearances to see what is true potential and opportunity. References Bell, M. P. (2017). Diversity in organizations (3rd ed.). Cengage Learning. Dr. Seuss. (1954). Horton hears a who! Random House. The Office of the White House. (2016). Franklin D. Roosevelt. https://www.whitehouse.gov/1600/presidents/franklindroosevelt Stephen Hawking Foundation. (n.d.). Home. http://www.hawking.org.uk/ BSL 4000, Managing Diversity in Organizations 4 UNIT x STUDY GUIDE Title Suggested Unit Resources In order to access the following resource, click the link below. The following article offers a glimpse into how discrimination can affect the hiring process. Sink, J. K., & Bales, R. (2016). Born in the bandwidth: "Digital native" as pretext for age discrimination in hiring. ABA Journal of Labor & Employment Law, 31(3), 521–536. https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/logi n.aspx?direct=true&db=bth&AN=118547713&site=ehost-live&scope=site https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=118547713&site=ehost-live&scope=site https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=118547713&site=ehost-live&scope=site UNIT VII PROJECT BSL 4000-16G-1A22-S1 Managing Diversity in Organizations. 1 UNIT VII Project Justin Erby 228342 BSL 4000-16G-1A22-S1 Managing Diversity in Organizations UNIT VII PROJECT BSL 4000-16G-1A22-S1 Managing Diversity in Organizations. 2 UNIT VII Project MD&O: Younger Workforce The findings of age demographics within Fig technologies are as follows: 11% between 18 and 25 years, 31% of the workforce is between 26 and 39 years, 34 % between 35 and 55 years, 18 % between 56 and 69, and 6 % above 69 years. Hence the demographics indicate that there are more older people working for the company as compared to younger workers. However, the extremes, the youngest, and eldest have lower percentages of the workforce, and individuals between 26 years and 55 years are the majority with a total of 65% of the workforce. Our diversity and generational differences may be a strength or weakness for the organization, depending on how it will be tapped. Young people can be suitable at one area or department in the organization and also the middle age or older one can play important roles in the organization. Developing either age group in various positions within the organization is also crucial. Thus, when coming with positions at work, all people regardless of their age difference should be included. In addition, youths are mostly not considered into the workforce because they are believed to lack work ethics, have no interest to extend working hours, don't have respect for authorities, and lastly don't have the need to grow up. However, the mention beliefs are false as most youths are possessed with a self-centered focused work ethic, are ready to invest time for doing the work but not interested in facetime and lastly, they do respect authority and loyalty but only when it is earned (Reddy, 2020). UNIT VII PROJECT BSL 4000-16G-1A22-S1 Managing Diversity in Organizations. 3 Advantages and Disadvantages of Younger Workforce There are advantages and disadvantages of establishing a younger workforce in both professionals and non-professional positions. Younger people are generally more vibrant and enthusiastic towards earning or being part of the organization in general. According to Reddy (2020), this population is experimental and, at the same time, more comfortable to supervise. Developing the younger workforce in non-professional positions allows them to grow within the organization while handling other related tasks to print them within the workplace. Similarly, developing a workforce of people aged 65 and above in professional and non- professional capacities has its merits and demerits on organizational culture. Hence young workforce adapts easily and learns things quickly. They take the shortest time possible to have the necessary skills as mostly they are familiar with skills taught at colleges. Most top managerial and leadership positions are occupied by employees older than 40 years old, indicating that professional capacities are more popular among the older workforce. This would happen due to the focus and provable experience that older people have (Reddy, 2020). But the best thing about the Young workforce is that they recreate the workplace and make the working environment refreshing and inspiring. Besides, having a young workforce in professional positions reflects on the institution's seriousness and allows them to utilize their experience in making decisions about the organization UNIT VII PROJECT BSL 4000-16G-1A22-S1 Managing Diversity in Organizations. 4 running. In non-professional capacities, this age group may feel disrespected and intimidated, making it hard to keep them around. However, some disadvantages come with hiring young people. They include lack of stability as they have no clear vision of their careers, lack of skills for some specific roles in the organization, increased cases of discipline as most of them are unaware of the work culture environment, failure to handle work pressure, frustration, irresponsible as they don't have much awareness of the business, depend much on technology hence expecting results smartly -this can lead to company loss, and lastly lack of supremacy when they are given roles of managing experienced peers(Reddy, 2020). Age legislation Age legislation such as the Age Discrimination in Employment Act (ADEA) of 1967 limits the biases and discrimination faced by workers within an organization due to their age differences. However, such law protects employees above 40 years and only favors those already in an organization rather than accommodating those who may be locked out of employment due to old age (Carter, 2019). More so, it applies to businesses and organizations with over 20 people. In Fig, this Act would influence how the careers of those above and under 40 years are developed within the organization. Executive Summary UNIT VII PROJECT BSL 4000-16G-1A22-S1 Managing Diversity in Organizations. 5 Organizational diversity breeds the need to accommodate each member regardless of their differences as a way to embrace a unique organizational culture. Improving the culture entails incorporating diversity as much as it requires forgetting differences and embracing similarities such as shared goals. Gender and work-life balance are also crucial aspects to address in the face of diversity and consider different functions of FIG technologies. Gender, much like ethnicity, is a distinction that has influenced differences throughout history hence must be addressed as part of competency training (Marcinko, 2020). Age demographics are crucial in such an organization since the workforce’s success mainly relies on diversity in this aspect as much as on skill and expertise. This report presents the steps towards improving organizational diversity in Fig Technologies, and as the Executive Leadership Council, the task relies on your approval and implementation. UNIT VII PROJECT BSL 4000-16G-1A22-S1 Managing Diversity in Organizations. 6 References Carter, S. D. (2019). Increased workforce diversity by race, gender, and age and equal employment opportunity laws. Gender Economics, 200-225. https://doi.org/10.4018/978- 1-5225-7510-8.ch009 Marcinko, A. (2020). Diversity as I say, not as I do: Organizational authenticity and diversity management effectiveness. Academy of Management Proceedings, 2020(1), 14306. https://doi.org/10.5465/ambpp.2020.189 Reddy, C. (2020, June 8). Hiring young employees advantages and disadvantages. WiseStep. https://content.wisestep.com/advantages-disadvantages-hiring-young- employees/ BSL 4000, Managing Diversity in Organizations 1 Course Learning Outcomes for Unit VI Upon completion of this unit, students should be able to: 3. Explain the historical background behind specific diversity-related legislation. 3.1 Describe the challenges of legislating diversity. 3.2 Compare historical legislation of diverse populations to more recent diversity legislation. 3.3 Explain diversity legislation that impacts ethnic, orientation, and gender groups as well as those of age, appearance, and perceived disability. Course/Unit Learning Outcomes Learning Activity 3.1 Unit Lesson Chapters 4, 5, 6, 7, 8, and 9 Unit VI PowerPoint Presentation 3.2 Unit Lesson Chapters 4, 5, 6, 7, 8, and 9 Unit VI PowerPoint Presentation 3.3 Unit Lesson Chapters 4, 5, 6, 7, 8, and 9 Unit VI PowerPoint Presentation Required Unit Resources Chapter 4: Blacks/African Americans, pp. 98-104, 118-122 Chapter 5: Latinos/Hispanics, pp. 134-139, 157-159 Chapter 6: Asians/Asian Americans, pp. 166-172, 188-190 Chapter 7: Whites/Caucasians, pp. 196-209 Chapter 8: Native Americans and Multi-Racial Group Members, pp. 226-230, 240-241 Chapter 9: Sex and Gender, pp. 248-250, 273-275 Unit Lesson Nations around the globe encounter significant challenges concerning diversity. How a nation adjusts to the needs of ever-changing societies and communities guides the foundations of the nation. A nation of laws will look at treatment of those who compose the nation. A government develops laws based on the collective morals, beliefs, and ethics of the nation or those in power. The United States has a history of changing laws regarding child labor, the disabled, and those of minority ethnic groups. For generations, the United States prided itself on being “the Great American Melting Pot.” Individuals, families, and groups have come to the United States to flee oppression and persecution. The United States is a nation of immigrants. Many nations over generations have offered sanctuary to those who were being discriminated against or sought out for extinction. The United States, like other countries around the world, has its moments in history that, upon reflection, may not be a shining beacon of model diversity. The country has a history of child labor abuses. The nation has a UNIT VI STUDY GUIDE Legislation of Diversity BSL 4000, Managing Diversity in Organizations 2 UNIT x STUDY GUIDE Title history of enslavement of minority ethnicities. The nation has a history of placing U.S. citizens of Asian heritage in encampments during World War II. U.S. history tells the story of a growing and evolving nation. The laws of the United States have continued to evolve as the nation has grown and developed. The Emancipation Proclamation abolished slavery legally. Laws towards civil rights, affirmative action, and the Americans with Disabilities Act are all examples of how the country has continued to adopt laws to meet the needs of the people, in turn advancing the nation as a diverse population. The government adopts these laws as a new standard to which the population is expected to adhere. The laws during their infancy may meet with resistance as change is being implemented to alter the philosophy and practices of the societal culture. The government at the different levels, based on the stated needs of the population, drafts legislation to improve the quality of life for those in the nation. Such legislation includes the previously mentioned legislation as well as issues of one person-one vote and women's right to vote. As the needs of modern society shift, the legislation is drafted as a bill. The constituents have the opportunity to contact their representatives whether local, state, or federal. Does the legislation represent the people? Representatives of a cause or expressed need will meet with lawmakers to get the bill introduced. In concept, the government representatives will work with those who express the needs, others in their region, and additional lawmakers to develop and introduce the legislation for further consideration. After multiple revisions, the federal legislation may clear both houses of Congress. After continued debate, if it has not been dropped or delayed, revisions of the amended legislation will be voted on in the houses of Congress and potentially become law. Other countries may have different versions of how legislation becomes law; most democratic nations will follow a similar process. How, then, is it determined that legislation is needed, and at what level? Not all laws are at the federal level. An ordinance or a city, county, or state law may be more impactful. One of the challenges is funding and enforcement. A law that cannot be enforced has little value. A law that has little support by the population will meet with significant resistance. Lyndon Johnson signs the 1964 Civil Rights Act (Stoughton, 1964) BSL 4000, Managing Diversity in Organizations 3 UNIT x STUDY GUIDE Title The concept of legislation to support diverse population needs is often for protection of the stated population and similar scenarios that set precedence. The laws are intended to improve quality of life and overall community. Some laws are passed on a basis of ethics and moral value. When the Civil Rights Act of 1964 was passed, there was an ethical basis for improving relations and opportunities for minority ethnic groups. Reports of discrimination, prejudice, and segregation continued in some parts of the country (Bell, 2017). Constituents in these areas were not as supportive of these laws as they promoted a way of thought, action, and belief that was not commonly accepted previously. Enforcement of these laws promoted change and a shift in the common moral fabric. Were these actions correct in the sight of the local population? The question of federal legislation in local communities is a significant factor. Federal law, in most cases, supersedes local or state law. The federal law was implemented based on a certain belief system that all people are created equal and deserve fair treatment. What prompts legal action and government intervention to be necessary? The purpose can be for many reasons. U.S. history is filled with waves of immigrants choosing to leave their home country to pursue what is perceived as a better opportunity. Due to poverty, governmental shifts, religious beliefs, military coups, wars, or economic suppression, individuals, families, and groups have chosen to leave what they know as home to come to what they believe will be a better life. There is a history in the United States and other countries of human beings being used as a commodity. As such, there were population groups that were brought to a country or region against their will. Some may have been bought or sold in order to provide for a family back in the individual's homeland. There are stories of such events occurring in Great Britain, Russia, and Asia generations ago. Reportedly, similar behaviors are still occurring in countries other than those previously listed. Laws are in place to prevent such behaviors, but enforcement takes a different perspective. Government leaders, enforcement agencies, advocacy groups, and regulatory agencies all provide some degree of monitoring, management, and enforcement. In addition, interpretation of the law, personnel management, and lack of resources impact the ability to effectively enforce the laws as stated. The challenge, then, is not the law itself. Implementation of the stated law is complicated if funding does not accompany the law. If funds are not clearly allocated, the resources may then be directed to other projects deemed important at the local levels. Throughout history, community activists, neighborhood watch groups, and even the authors of the Bill of Rights have advocated for the rights (e.g., freedom of speech, right to bear arms) of those who have been unable to stand independently. Once the laws are passed, the community will stand up and be counted; the paradigm shifts. If the government enforcement agencies with limited resources locally support the law, alternatives can be formed. Communities of ethnic groups form neighborhoods and small communities within the larger community to strengthen and support each other. The ability to support each other under the law rather than live independently with no legal recourse or protection creates a dramatic shift in the dynamics of the community. The socio-behavioral pattern is altered under the conditions of the legislation being passed. The same holds true for employment and vocational opportunities. Bands of like-minded individuals support each other. Whether the legislation concerns orientation, ethnicity, or gender, legislation empowers those treated unfairly to an added degree of equality. The law provides the foundation, but the platform is only built when action is taken and society acclimates. Adaptation comes in time and practice, and legislation does not guarantee all of society will freely accept and adjust willingly. Legislation serves a purpose to set precedence as the societal paradigm shifts. An issue can also be over- legislated to a point of obstruction or hindrance, limiting possibilities to the protected group and others as a standout with special needs. Balance between legislative needs and social norms that are accepted is a fine line. Consideration of how much legislative intervention is required becomes increasingly challenging as people, groups, and communities of people will strive for greater influence or impact. Where there are no advocates or the dialogue becomes accusatory, slanderous, or judgmental, the matter becomes an issue of the people, of the community, and of societal perspective. BSL 4000, Managing Diversity in Organizations 4 UNIT x STUDY GUIDE Title Legislation serves a purpose, but legislation is not a one-size-fits-all solution. A foundation is constructed. The unity of a nation of diverse cultures stepping up to support and empower each other is what strengthens and adapts to the shifting paradigms of an advancing nation. References Bell, M. P. (2017). Diversity in organizations (3rd ed.). Cengage Learning. Stoughton, C. (1964, July 2). Lyndon Johnson signing Civil Rights Act, July 2, 1964 [Photograph]. Wikimedia Commons. https://commons.wikimedia.org/wiki/File:Lyndon_Johnson_signing_Civil_Rights_Act,_July_2,_1964.jp g Suggested Unit Resources In order to access the following resources, click the links below. The following article profiles a diversity and inclusion officer in an organization and looks at her contributions in helping the company embrace diversity. Capital One chief diversity and inclusion officer. (2016, Winter). Profiles in Diversity Journal, 14–15. https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/logi n.aspx?direct=true&db=bth&AN=119273147&site=ehost-live&scope=site The following article offers some different perspectives on finding diverse leaders for organizations. Celistan, D. (2016). Diversity at the top. Credit Union Management, 39(12), 22–23. https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/logi n.aspx?direct=true&db=bth&AN=119660221&site=ehost-live&scope=site https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=119273147&site=ehost-live&scope=site https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=119660221&site=ehost-live&scope=site Unit VI PowerPoint Presentation Justin Erby 228342 BSL 4000-16G-1A22-S1 Managing Diversity in Organizations Introduction Diversity includes a wide range of human differences such as color, ethnic origin, sexual preference, gender identity, sexual orientation, age, financial position, physical abilities or traits, religion beliefs system, nation, and political views.  Racism and ethnic discrimination are two of the most common forms of prejudice. To begin, cultural diversity is described as the presence in a community of a substantial proportion of people of different ethnic backgrounds. There was virtually little representation, in particular, for workplace diversity. Gender, age, marital status, financial position, handicap, sexual orientation, religion, character, ethnic origin, and culture are some of the obvious and unseen differences that exist in the workplace.  To name a few differences, workplace diversity recognizes the reality that people differ in a variety of ways (kossek, et al., 2005).To be successful, a company's workers must have the necessary skills, expertise, and talents to ensure the company's long-term success. A diverse staff allows a business to flourish and rise to the top of the market, benefiting all stakeholders. Benefits of workplace Diversity When workers from various backgrounds, ethnicities, and countries, as well as from various views, cooperate, they each bring a little different perspective to the job and issue at hand, which is beneficial. And this is beneficial in terms of success. Increased Creativity: Workplace diversity has been proven to boost creativity. You will restrict your company's ability to grow and create new ideas if you only hire diverse groups of people – that is, workers that share similar countries, philosophies, and socioeconomic backgrounds. Employees with different backgrounds, on the other hand, will bring a variety of views to bear on a shared objective, such as yours. Increased Productivity: Workplace diversity fosters innovation and increases productivity. Because diversity increases productivity: the more varied your staff, the more diverse your brainstorming sessions, and the more diverse your ideas, the more diversely successful your company becomes. Improve Your Company's Image: To begin, variety fosters a sense of belonging. After all, when you hire a diverse staff, your company represents the community in which it operates – and, in certain cases, the community in which it provides services. Furthermore, a national and worldwide reputation for inclusion may aid in the development of your firm's credibility in your sector and the promotion of your organization as a well-known brand. History of Diversity Based Legislation The United States was founded on the principle of equality for everyone, and diversity was virtually non-existent, particularly in the workplace. Employers, on the other hand, are increasingly employing individuals with disabilities, cancer, and other serious illnesses, in addition to a balanced population of men and women and members of minority groups (Kossek et al., 2005, p. 54). Title VII of the Civil Rights Act of 1964 defines workplace diversity as "everything not prohibited by law" (EEOC 1). • The Equitable Employment Opportunity (EEO) Act compels businesses to recognize workplace diversity based on color, ethnicity, gender, religion, equal pay, handicap, age, national origin, or genetic information (Celistan, p. 22). March 6, 1961, President John F. Kennedy issued Executive Order 10925, mandating government contractors to "take affirmative action to guarantee that applicants are recruited and employees are treated equally regardless of race, creed, color, or national origin." n.d., "Executive Order 10925." (Executive Order No. 10925.) History of Diversity Based Legislation Cont. The Civil Rights Act of 1964 is a major piece of civil rights and labor legislation in the United States that prohibits discrimination based on race, color, religion, sexual orientation, or national origin. It forbids racial discrimination in voter registration and racial segregation in schools, jobs, and public accommodations.“ In 2018, both the Civil Rights Act of 1964 and the Age Discrimination In 1965, President Lyndon B. Johnson signed Executive Order 11246 requiring any government contractor and subcontractor to offer equal opportunity in increasing any employment opportunities that may affect minorities. The order was subsequently overturned. As previously mentioned, 11246 was also amended to include females. Richard M. Nixon, who was in head of the labor department at the time, issued Executive Order No.4 in 1970. While there is some worry about minorities being underutilized by government contractors, the aim was to be flexible. President Jimmy Carter of the United States issued Executive Order 12138, which created a national women's commercial enterprise strategy and an institution devoted to advancing equal opportunity for women in business. in Employment Act were passed. History of Diversity Based Legislation Cont. • President Ronald Reagan signed Executive Order 12432, which directed federal agencies to create a (Mbe) minority business enterprise strategy, which was implemented in 1984. • President Bill Clinton examined all of the equal opportunity standards in 1995, with the aim of promoting a program that would provide equal opportunity for minorities. President Clinton declared the policy of "mend it, don't end it" in a speech. • The Glass Ceiling Commission (GCC) made a recommendation in 1995, stating that corporate America should take advantage of every opportunity to guarantee that highly qualified individuals have access to and the capacity to compete for well- paying positions. THE CIVIL RIGHTS ACT OF 1964 The Civil Rights Act of 1964 was passed to ensure that you may exercise your constitutional right to vote. It would provide district courts in the United States the authority to award remedies in certain cases involving discrimination in a public place. Furthermore, the Attorney General is given the authority to file lawsuits to protect the rights of people who attend public schools or use public facilities, and the term of the Commission on Civil Rights (CCR) is extended to prohibit discrimination in any program receiving government money or support. Title vii of the Civil Rights Act of 1964 prohibits discrimination against women during pregnancy, delivery, and any medical conditions that may present at the time of the discrimination. All employers must treat pregnant women equally and equitably, regardless of their position. An employer has no power to refuse to hire a woman simply because she is pregnant at the time of employment. Pregnant women who can perform their work duties will not be denied future employment chances. An employer cannot force a pregnant employee to miss work if they are capable of meeting their employment duties and responsibilities. Health insurance must cover a pregnant employee's costs in the same way as it covers other medical problems. The Civil Rights Act Of 1964 Cont. When President John F. Kennedy proposed the Civil Rights Act in 1963, it quickly became a divisive issue in the United States. Despite Kennedy's inability to secure approval of the bill in Congress, a tougher version was eventually approved at the insistence of his successor, President Lyndon B. Johnson, who signed the bill into law on July 2, 1964, after one of the longest debates in the history of the United States Senate.  In response to the act, white nationalists and other anti-integration activists organized a robust response that included protests, increased support for anti-integration candidates for public office, and incidents of racial violence. The constitutionality of the legislation was immediately challenged, and the Supreme Court upheld the challenge in the test case Heart of Atlanta Motel v. United States (1964). The act gave federal law enforcement officials the power to ban job discrimination based on race, voting, and the use of public facilities. Challenges of Legislating Diversity Communication- Ineffective communication of business objectives as a result of cultural, linguistic, and perceptual differences.  Resistance to change – Some employees are unable to accept changes in their cultural and social backgrounds. The business must gather data from all employee evaluations and statistics in order to create a tailored system that would accommodate all employees and applicants.  The company's success in managing diversity is dependent on the development of a culture of variety that is permeable across all departments.  Workplace diversity evaluation- After embracing diversity, an assessment of workplace diversity becomes an important component of the company's activities. This may result in an increase in management expenses. Development of workplace diversity- The business is required to conduct regular reviews of its diversity structure. This necessitates the development of an achievable, thorough, and quantifiable strategy. Workplace diversity execution: The business must guarantee that the management and senior teams are committed to the initiative. Impacts of Diversity Legislation Diversity practices and experiences impact on personal behavior - there is legislation that aids in ensuring that prejudice and unfair treatment of other which may influence personal behavior such as name calling, etc. Interpersonal relationships, - increased diversity and acceptance of other cultures had increased relationships between people of different cultures, which further reduces stigma and prejudice and increases understanding. Perceptions - with increased understanding and personal experience with different cultures, perceptions can be based on more accurate information rather than on assumptions therefore potentially reducing prejudice.  The social expectations of others in the workplace - equality and fairness is now generally a large component of workplace policies and practices, with prejudiced behaviors not tolerated. Impacts of Diversity Legislation Cont. A company's ability to recruit and retain employees of varying ages, abilities, and experiences is critical to ensuring quality at all levels (Urwin et al, 2013)Certain groups, however, such as the elderly, have a tendency to "obstruct" the recruitment and development of younger employees (Urwin et al, 2013).Diversity The company may use laws to level the playing field for all organizational members to contribute to the organization's profitability. Companies with a higher female executive ratio outperform their respective industry averages ( (Urwin et al., 2013)a female-owned business In some cases, restrictions may prevent board gender diversity, which may have financial ramifications (Eagly, 2016) However, the ability to address causal links may be hampered in a company with a diverse workforce. Gender-balanced work environments contribute to a positive working environment for all. References • Celistan, Dwain. diversity at the top • Eagly, A.H., 2016. When passionate advocates meet research on diversity, does the honest broker stand a chance?. Journal of Social Issues, 72(1), pp.199-222. • Guillaume, Y.R., Dawson, J.F., Woods, S.A., Sacramento, C.A. and West, M.A., 2013. Getting diversity at work to work: What we know and what we still don't know. Journal of occupational and organizational psychology, 86(2), pp.123-141. • Kossek, E.E. and Pichler, S., 2007. EEO and the management of diversity. Oxford Handbook of Human Resource Management, The, p.251. • Kossek, E.E., Lobel, S.A. and Brown, J., 2006. Human resource strategies to manage 11 workforce diversity. Handbook of workplace diversity, pp.53-74. • Urwin, P., Parry, E., Dodds, I., David, A.H. and Karuk, V., 2013. The business case for equality and diversity: A survey of the academic literature. Slide 1 Introduction Benefits of workplace Diversity History of Diversity Based Legislation History of Diversity Based Legislation Cont. History of Diversity Based Legislation Cont. The Civil Rights Act of 1964 The Civil Rights Act Of 1964 Cont. Challenges of Legislating Diversity Impacts of Diversity Legislation Impacts of Diversity Legislation Cont. References BSL 4000, Managing Diversity in Organizations 1 Course Learning Outcomes for Unit V Upon completion of this unit, students should be able to: 5. Examine workplace diversity data. 5.1 Analyze the demographics of gender in the workplace regarding position, pay, and expectations. 5.2 Explain the advantages and disadvantages of flexible schedules and work responsibilities. 5.3 Explain work-life balance as it relates to achieving greater results for the organization. 7. Discuss the effects of employer-provided child and elder care on employee satisfaction and turnover. 7.1 Determine the potential human resources benefits of offering child and elder care in an organization. Course/Unit Learning Outcomes Learning Activity 5.1 Unit Lesson Chapters 9 and 10 Unit V Project 5.2 Unit Lesson Chapter 10 Unit V Project 5.3 Unit Lesson Chapters 9 and 10 Unit V Project 7.1 Unit Lesson Chapter 10 Unit V Project Required Unit Resources Chapter 9: Sex and Gender, pp. 249-276 Chapter 10: Work and Family, pp. 285-304 Unit Lesson Sam, the Human Resources Director, has placed an ad in local social media and on the company website for two project managers. She has received several applications. After reviewing many resumes, she has narrowed the choices to five applicants to interview. She sets up the individual interviews. McGuire Consulting provides contracting services in business consulting, finances, and technology. The firm was started 60 years ago by the father of the current president of the company. Several of the family members work in the firm, and some family issues carry over into the business. Pat is a 38-year-old veteran with 20 years of service working as a signals operator. He completed his Master of Business Administration (MBA) degree with a Management of Information Systems concentration. He is looking to transition to the private sector as a project manager. He holds a certification from the Project Management Institute. He has no prior project management experience in the private sector. He retired as a noncommissioned officer. He is applying for a project manager position working on a large office rollout for UNIT V STUDY GUIDE Gender and Work-Life Balance BSL 4000, Managing Diversity in Organizations 2 UNIT x STUDY GUIDE Title the new office of a premier client. Pat would be answering to the director of technology projects: the brother- in-law of McGuire’s president. Savannah has applied for a project manager position as part of a systems administration project. She has her MBA in Project Management with a Bachelor of Arts in Computer Science and Math. She chose to leave her old employer of 10 years as a project lead, primarily running a call center for trouble tickets within the organization. She is returning to the workforce in a paid position after taking six years off to raise her children, who are now in preschool and first grade. She is nervous about being gone all day, five and six days per week. She would answer to the director of contracted services—the youngest sister to the president of McGuire. The interviews go well. They meet with existing project managers in similar work and with Sam to insure a quality and objective interview. The interviews of the five candidates conclude, and these two are selected. The on-boarding process begins. They complete their operation and meet their respective directors in a cursory fashion. Savannah and Pat begin the 90-day probationary period. The process starts, and they settle in. Pat finds he is working with multiple small teams in all aspects of the project with unskilled labor. They work as runners and assist in running cable, setting up the closets and racks, and placing equipment. The team further grows to installers and cabling techs. Finally, there are the system engineers and testers who configure the network equipment to talk to each other and access the necessary resources. Pat finds that some team workers have minimal education and experience, some have worked in the technology field for many years, and some have come from other industries and found a new career in information technology. Pat is a little uncomfortable as nobody is former military or reserve. He has a very different organizational perspective regarding leadership, management, and implementation. His approach can sometimes be direct and a little rough, per some of his teams. A few team members have complained to the project director regarding Pat’s direct style. His communication can be very rough around the edges, and some say he is too uptight, but he is always professional. Pat is called into the project director’s office to discuss progress on the project as well as some of the stated concerns by his teams. The director has instituted very structured expectation guidelines in order for the leader and the team to work effectively and efficiently. Pat is adhering to these guidelines to the letter. The director reminds him that it is not so much a literal translation but a figurative guideline. Pat is unclear on this as he is used to very clear guidelines and structure based on his prior military history. This is a new leadership style for him, and he is not familiar with this approach and working with those who are resistant to completing the work in a timely and efficient manner. Savannah has returned to the workforce after several years off to raise her kids. She finds that the hours are sometimes very long. She is learning that periodic travel is required to get the job done, thus she is not always onsite. A few of the team leads who have been assigned to her team had been eligible for the job and did not even get the interview. Savannah was not aware of this when she was hired. Some of the workers have expressed deep concerns that she does not know the company way. She does not understand the company ethics and processes for how work is to get done. She is constantly checking with the sitters and after-school care and teachers while on the job instead of doing the job. Clearly, Savannah is struggling with how to do the job and balance personal life in addition to the project she is assigned. Savannah is called in to her director's office to discuss progress as well as some of the complaints that have been escalated to the director who is monitoring Savannah's work and progress. Savannah explained that it has been very difficult returning to work while her kids are in school and childcare. She is curious if it is possible to begin to work from home some days, a few days per week, while being on site other days. This is an unprecedented protocol for the company. However, the client who she is working with has a very open policy about working with new moms in the workforce. The director, having raised her three children, is open to this idea as she has also read about the value this can add to improve productivity if the right person is given this opportunity. We understand that blending work with life and social activities can be very difficult to balance. When we look at the dynamics and expectations of individuals based on gender, age, orientation, and skill level, this creates some unique challenges in the workforce and the organizational environment (Bell, 2017). How these issues are addressed creates additional areas for improvement. In the hiring process, screeners of applicants should BSL 4000, Managing Diversity in Organizations 3 UNIT x STUDY GUIDE Title question what the applicant wants to get out of the job. The applicant can choose to provide a response he or she believes the representative wants to hear or give an honest answer. The applicant’s truth and disclosure or made-up response can be the juncture in the process that determines the difference between a good hire and a bad hire. Understanding the needs of the organization, the position, and the applicant in trying to determine fit and greatest potential results is critical on all counts. The needs of the team involve personality, skills, ability, and engagement as well as achieving results, and understanding these needs will have a direct impact on the team and on team members. The better the match, the better the potential results. As a team manager or project manager, it is a matter of developing the right team and the right scenarios to continually improve. Understanding what that need is may well be the deciding factor. If we allow genetics, orientation, or any other area of diversity that may cause division rather than unity, the organization and the team have a much greater obstacle to overcome (Bell, 2017). Understanding what the dynamics are and how to draw the best out of each team member and the collective team is the united, strategic goal. There are, generally speaking, three types of workers. Each type of worker has a different level of commitment to the organization. 1. The first is the individual who thinks of the organization as their family. Employees are family members. How they come and go will impact the organizational family as a birth, adoption, death, or divorce would affect any family. This perspective, while very harmonious in many ways, can also have devastating results. If loss is experienced, the worker treats the situation accordingly. As new people come in, they will be made to feel very welcome, and individuals will engage and invite them in. If the family starts to be torn apart at the seams due to dissension or rebellion from the family standard, this will create a greater issue that will need to be dealt with at the micro and macro levels throughout the organization. 2. The second perspective is the employee who understands he or she has two families: the work family and the personal family. Work and personal families will not intermingle. When the employee is at work, he or she is with the work family. Employees often spend more time with their work family than they do with their personal family due to requirements of the job, time, and the organization to perform at a higher level. They hold the values of the personal family very differently than they do those of the work family. At work, they hold the values of the organization; at home, they hold the values of the family unit. These approaches involve very different perspectives. 3. The third type is the individual who sees work as a means to an end. They come in; they do the job that they are assigned; they do no more and no less. They do exactly what is expected of them. They will do enough to not be fired or disciplined. They can then leave the job and go do what they want to do. We envision these individuals as those who are simply working to obtain a paycheck. The scenario may not be completely true because there could be job satisfaction in the work that they do, but work is work—nothing more. Most individuals will fit into one of these descriptions of the employee, and they may even fit into more than one. Consider the challenges of a gender issue, such as a single mom working. Consider the newly divorced dad or husband. Consider a widowed individual or one who is now empty nesting. Along with those, there may be a brand-new parent. As much as we talk about leaving our personal lives at home, there is the impact of personal extenuating circumstances that can impact our ability to function at our highest levels of engagement, participation, and productivity (Bell, 2017). How the organization chooses to address these concerns can make the difference between a valued long-term employee and a short-term disgruntled worker. An intentional goal in the hiring process is to determine a best fit and what is necessary to have a long-term commitment from both the organization and the individual. It is far less expensive to maintain a long-term employee than to have high turnover in a position or aspect of the organization. High turnover in a position or business unit is a business approach and strategic method in and of itself. Creating a low-turnover position or business unit also is a strategic approach. Both will have a strong impact on the organization and those in the organization. Depending on personality, perspective, and organizational goals, either approach can be highly significant in the results. It is important as an organization to understand who you are hiring and what you are hiring along with the individuals (Bell, 2017). BSL 4000, Managing Diversity in Organizations 4 UNIT x STUDY GUIDE Title If a fast food business unit is hiring individuals with little or no job experience, there is likely a high turnover. Some business units will commit to training an individual to become an exceptional leader in the field. While this may not be the long-term ambition of the individual, he or she will learn skills such as leadership, team- building, organizational skills, and business practices. These are valuable skills that are highly transferable. Some employees, a little less than 10%, will choose to go on and increase their status within the organization by becoming an assistant manager, a manager, or an even higher position. There is value in these individuals in whom the company has invested. Often, an individual who has been nurtured in his or her growth and aspirations concerning work and life balance will tend to be loyal and have a greater dedication to the organization. The organization that chooses to take a more open stance and make investments in the employees’ work-life balance, such as personal struggles or challenges that they may be facing, will make a difference in the lives of the individuals and those around them. The greater the understanding and synthesis, the greater the potential for maximum results. Aligning the needs of the individual with the abilities of the team to adapt in different situations is a critical factor. Pat brings tremendous experience and knowledge from his time in the military as well as his technical expertise. He has also achieved academically to open opportunities for advancement. The team comes from a well-rounded and diverse situation. He will need to manage some differently than he does others to yield the greatest possible results. The more adaptable he can be, the better. His director pointed out that while Pat was in the military, he often had a change of station in his duty assignment. It is a strong possibility that these were in different organizations, under different leadership, in different locations. It was this diversity that brought a dramatic difference to whether Pat got the job or someone else because he had a very eclectic background. Now is the time to practice this and put this into good use. There will be those who, as the director puts it, are knuckleheads and will do very little—often only enough to prevent getting fired. There are others who would dedicate themselves completely to doing the job night and day as they truly love what they do and want to see tremendous results in a very quick manner. One of Pat’s jobs is to balance these things while being encouraging and motivating. As such, Pat must find peace and balance in the work that he does and with the people on his team to continually improve. Savannah sits down and talks with the director about the concerns. Savannah has significant knowledge and experience to do this job. She has extremely high recommendations from her former bosses. During the six years that she was raising her children, she often volunteered in parent organizations as well as in lay leadership at her community and religious organizations. While she was not in a paid position, she was continually enhancing and improving her organizational skills as well as her project management skills. These things made her uniquely qualified for the position. The director, instead of immediately saying no to the telecommuting, asked what would be the value to the organization. What would that look like, and how much does it improve overall results? Savannah was prepared for these types of questions and had a valid presentation put together to address the needs. The director did choose to consider and review the idea and take it up with the other directors as there were valid points that might better suit many of the employees, allowing for greater job satisfaction, thus creating overall greater results and productivity. The director took the idea under advisement. Organizations are continually looking for ways to improve employee relations. By understanding the needs of gender, family circumstances, work, and other aspects of people’s lives beyond the organization, the work environment can be improved. The resources provide greater results. Accessibility does not always have to be face-to-face and on site. Flexible work schedules may be an opportunity that can solve some issues and allow for greater dedication on the job when the person is onsite as well as working remotely. Savannah presented an idea of being able to work early from home to get her kids to their designated locations. The time that she saved by not having to drive into the office or the worksite allowed her to achieve far more such as administrative and follow-up phone calls in a quiet, interruption-free environment a few days a week. When she was on site, she could dedicate herself to the employees and the client in order to achieve that greater understanding, building a stronger relationship. Savannah and Pat are both great examples of what is possible. One was a little bit older than the other and had slightly different needs. Both were transitioning into a new position and doing a new kind of work. This is often the case when we change jobs, locations, or even employers. There is a need by the employee to gain a greater understanding of what is required as well as what is available. If the employee does not ask, he or BSL 4000, Managing Diversity in Organizations 5 UNIT x STUDY GUIDE Title she will not receive what is needed, and the employer will not consider changing. Most employers will keep the employees exactly where they want them, how they want them, when they want them, and then pay them what they believe they need to pay them just to keep them on the job. When an open dialogue exists, an organization can improve standing and relationships to yield greater results using fewer people and resources. This takes care, finance, and follow-through regarding accountability and responsibility of what can be expected in the form of deliverables. Sex and gender, in association with work and life balance, are all very important components in the workplace today. What the individual, the team, and the organization choose to do about this could make the difference between mediocrity and excellence. The organization that is willing to strive for excellence will often be open to looking at the opportunities of what is working and continually improving from there. As you review the concepts, consider the practices that can be put in place at all levels to achieve greater results, greater productivity, and a dynamic that is unsurpassed. Determine the need of the individual based on circumstance; the need may involve gender, religion, orientation, or position. The needs may also be socioeconomic, financial, or geographic. Skill level, aptitude, and attitude are factors as well. It is important to review expectations and abilities at every level or position. The employee and applicant have a vital role within the organization; otherwise, the position would not exist. Too many companies are trimming the fat and keeping only what is necessary, but these positions may shift in responsibility. A director of operations position in the early 2000s may look very different in the 2020s. The resources, equipment, human capital, policies, and practices all have a valid value that is associated with them. The better we understand this data that is collected through different means, the better we can then adjust the organization accordingly to make the necessary changes and add value for greater end results. Reference Bell, M. P. (2017). Diversity in organizations (3rd ed.). Cengage Learning. Suggested Unit Resources In order to access the following resources, click the links below. The following article offers some different tips to create work-life balance in the organization. Donovan, M. (2016). When work-life balance policies don't work. Leadership Excellence Essentials, 33(8), 37. https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/logi n.aspx?direct=true&db=bth&AN=117502631&site=ehost-live&scope=site The following article looks at financial planning and how it may affect work-life balance and decision-making for individuals. The epic fail of work-life balance. (2016). Financial Planning, 46(11), A6. https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/logi n.aspx?direct=true&db=bth&AN=119252281&site=ehost-live&scope=site https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=117502631&site=ehost-live&scope=site https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=119252281&site=ehost-live&scope=site Unit V Project BSL 4000-16G-1A22-S1 1 Unit V Project Justin Erby 228342 BSL 4000-16G-1A22-S1 Managing Diversity in Organizations Brenda Harper Unit V Project BSL 4000-16G-1A22-S1 2 Analysis of the Demographics of Gender in the Workplace Regarding Position, Pay, and Expectations Women get 80 cents for every dollar that men get in the workplace. Even though several women have joined the workplace for the last few years, women still get lower pay for similar roles, responsibilities, and job roles than their male counterparts (Feeney, 2019). Opponents of this widely criticize that this claim doesn't have valid evidence to support economic discrimination against women in the workplace. Most researchers contend that the gender pay gap is driven by women's voluntary choices and not prejudice. Therefore, occupational differences occur due to the position, pay, and preferences of these women. The gaps in gender pay in workplaces exist for several reasons. First, this gap is mainly driven by women's decisions about their careers, occupations, and society. These decisions do not just happen in the blank but are shaped by the community, which defines women's fundamental roles and responsibilities (Youssef-Morgan, 2019). Women don't like working in jobs that require them to put in long working hours as they dwell majorly on taking care of their family duties. This hinders them from getting the highest-paid occupations. As a result, most of the professions dominated by women usually yield low wages. Advantages and Disadvantages of Flexible Work Schedules and Responsibilities Advantages Flexible work schedules have various advantages for the employees and the organization. First, it helps the employees to adapt to different programs. Flexible working schedules enable employees to meet both personal and family obligations and meet daily errands while finishing work simultaneously (Feeney, 2019). Second, it reduces stress among employees. This is because it provides improved job control among employers. Brenda Harper cite for factual Brenda Harper level one headers should not exceeed one line Brenda Harper Unit V Project BSL 4000-16G-1A22-S1 3 Third, it leads to employee satisfaction. Flexible working hours enable employees to decide what time to finish the duties of the task, which makes them happier and more satisfied. Fourth, it leads to reduced absenteeism (Youssef-Morgan, 2019). This is because the employees can carry out their duties and tasks at their own comfort time and location. This makes them relaxed and more productive. Fifth, flexible working schedules increase employee loyalty. This is because they feel more comfortable in their working environment and adapt faster to the flexible working hours. Disadvantages Contrary to the several advantages, flexible working hours may also present some drawbacks. For instance, flexible working hours may not be pertinent for the employees who deliver the best work in an office setting. They may end up depressed at home, which could lead to low productivity (Youssef-Morgan, 2019). Second, some employees may take advantage of this schedule and relax instead of working from home. This can ruin their concentration, hence, productivity. Last but not least, working from home gives a wrong impression within the community where the employees work. It can cause misunderstanding with the neighbors, friends, or relatives. The Benefits of Human Resources Offering Child and Elder Care within the Organization Some of the benefits recorded by the employers that offer child and elder care programs include decreased employee turnover and absenteeism. Researchers also record increased productivity and improved employee morale (Feeney, 2019). Besides, the employees find it easy to manage the expenses associated with child and eldercare. Onsite child and elder care also offer legal exposure for the organizations. Companies that provide child and more senior care programs may be held accountable for unsafe actions, premises, and toys of the centers' employees. This Unit V Project BSL 4000-16G-1A22-S1 4 makes the employees confident that their company will take care of their children and elder relatives. Work-Life Balances Regarding Achieving Greater Results for the Organization Work-life balance has significant advantages in helping organizations to achieve more excellent results and performance. Introducing policies that encourage work-life balance has several benefits to the employees and the organization, leading to better performance and increased productivity. Work-Life Balance Advantages to the Employees An excellent work-life balance enables employees to have complete control of their lives and professions. It leads to increased employee productivity, less stress, a happier workforce, improved employee engagement and decreased staff turnover (Youssef-Morgan, 2019). It also leads to fewer cases of absenteeism and sickness, improved employee mental health and wellbeing, improved employee loyalty, and employees feeling valued and appreciated. These benefits, in turn, lead to employees achieving excellent results for their prospective companies. Work-Life Balance Advantages to the Organizations The advantages of a work-life balance are not only limited to the workforce but also the entire organization. These policies can also benefit the organization in several ways. For instance, they can lead to increased productivity and competitiveness, boost employee morale, reduced levels of stress among employees, improved customer service, and a more committed workforce that drives towards achieving better results and success (Feeney, 2019). They can also help save the cost of training new staff due to employee turnover. Besides, these policies can help boost the market condition and meet customer demands through part-time working and shift work schedules. Unit V Project BSL 4000-16G-1A22-S1 5 They can also lead to a more dedicated workforce to meet the goals and objectives of the company, seasonal peaks, and furrows in the business, and increase business success. Unit V Project BSL 4000-16G-1A22-S1 6 References Feeney, M. K., & Stritch, J. M. (2019). Family-friendly policies, gender, and work–life balance in the public sector. Review of Public Personnel Administration, 39(3), 422-448. Youssef-Morgan, C. M., & Craig, L. (2019). Work–life balance, stress and well-being: moderating effects of psychological capital. In Creating Psychologically Healthy Workplaces. Edward Elgar Publishing. BSL 4000, Managing Diversity in Organizations 1 Course Learning Outcomes for Unit IV Upon completion of this unit, students should be able to: 1. Summarize how changes in the demographic makeup of the U.S. population affect fair treatment of people with different ethnicities. 1.1 Describe the integration of different ethnicities and cultures in the workplace. 1.2 Contrast the perceptions of workers with acceptance of different ethnicities. 4. Analyze thought processes related to stereotyping, prejudice, and discrimination. 4.1 Explain the implementation of diverse cultures in the workplace and its impact on organizational perceptions and performances. Course/Unit Learning Outcomes Learning Activity 1.1 Unit Lesson Chapter 8 Unit IV Assessment 1.2 Unit Lesson Chapter 8 Unit IV Assessment 4.1 Unit Lesson Chapter 8 Unit IV Assessment Required Unit Resources Chapter 8: Native Americans and Multi-Racial Group Members, pp. 226-242 Unit Lesson Prejudice and Discrimination A teenage girl walks into a privately owned coffee bar. Within a few minutes, several people are in line behind her. Her turn comes, and the barista passes right over her and helps the customer behind her. She realizes the place is busy and does not say anything at first. The barista continues to help the people behind her in line. Nobody stands up for the girl. The other patrons receive their orders. After several customers after her are helped, the teenage girl asks the barista to take her order. The barista ignores her. The other baristas making drinks observe what is going on and say nothing. She tries again to get the barista to take her order. The barista ignores her. She exits the line. As she looks around, she is the only person whose appearance looks to be of her heritage in the coffee bar. A sign over the register states: "We reserve the right to refuse service to anyone." She gets several sideways glances as she walks out of the shop. Discrimination and prejudice come in all shapes and sizes. Bias and separation are available in all colors, genders, and cultures. Misperceptions, assumptions, and justifications can be faulty. How we choose to understand those who appear or behave differently will have a greater impact on ourselves and those around us. An infant does not innately hate or judge others at birth. The infant will learn through his or her senses what is acceptable. As the child grows, he or she will learn based on experiences and social influencers. These influencers will be parents, relatives, and care providers. The young child will learn through observation of those who are part of his or her community and society. The child will learn how to treat others or what will UNIT IV STUDY GUIDE Prejudice and Discrimination BSL 4000, Managing Diversity in Organizations 2 UNIT x STUDY GUIDE Title be expected from media. From these outlets, the individual will begin to formulate his or her own model of beliefs. Children will form opinions and insights based on those around them. Their teachers, after-school caregivers, and coaches shape their thinking. If we hold someone up as if they are of greater value than ourselves, we will emulate this person’s life. If we do not know people or what they are like, we will compare them to what we know (Heck & Krueger, 2016). It is from this comparison that we will form our perception. The person born after 1945 in the United States does not know what a World War is like—other than what he or she reads or studies. The young person born in late 2001 or later only knows a world after the events of 9/11. He or she only knows the United States in the War on Terror. The individual born in a small village that is remote to general society in Korea will only know this way of life. He or she may be told that those living in cities are out to hurt or cheat people. The individual from the country will bring this perspective and be prone to be suspect of anyone from the city. The child living in rural parts of the South in the 1950s and 60s may not have known that people who are not White are of equal value. Unless taught there was a difference, these children would assume they were equal. Many times, parents or influential adults of these children would demonstrate a segregated behavior of inequality. When individuals were questioned as to why they thought this way, their response would often be that it was the way they were raised. If it was good enough for them, it is good enough for their children. The world has shifted the paradigm from 60 years ago. Society, community, and business are viewed very differently regarding treatment of people with diverse backgrounds. The uniqueness of that which brings new perspective can either unify or divide us. Those willing to challenge old paradigms will add to the potential for greater opportunity for all that will risk, step out, and step up (Heck & Krueger, 2016). Those who hold to old ways of thinking will hold to their core foundations, maintaining a line of expectancy. Consider this story: A middle-aged couple was driving through a little community. They stopped in front of a small store where some older locals were standing. The husband asked the men what the community was like. One of the older men asked, "What is it like where you are from?" The husband replied, “The people were great. I loved the people around us. Everyone was friendly. We were sorry we had to leave.” The older man replied, “You would like it here. Everyone is friendly. We help each other. This is truly a wonderful place to live.” The couple thanked the man and drove off. An hour later, another couple is driving through the small community and stops to ask the older local men what the community is like. The older man asked, “What was it like where you came from?” The husband replied, “It was horrible. The people were mean and self-centered. The wrong kind of people moved in and destroyed the community. We could not wait to leave.” The older man stated, “You may as well keep driving; this community is also filled with those kinds of people.” The story illustrates that we are impacted and influenced by our perceptions of those around us. As young children, if we are not exposed to people of different nationalities, cultures, or religions, then our sphere of understanding is that of which we know. If the influencers who have a solid impact on our thinking show bias or prejudice, we may not know it because we will understand this as normal behavior until that understanding and perception are challenged. Media and advocacy groups speak of diversity and inclusion or synthesis of culture, race, and religion. Society talks of bringing people together, yet the same message that unites us is driving us apart. Those who were raised around many varied cultures and personalities will be established in adjusting to increased inclusion and change. Even these individuals may have their own bias based on previous learning and experience. The individual that grew up in an environment of sameness may see inclusion differently. It would be easy to judge what appears to be a simple life of sameness. The reality might be that a community can also see people by their position or personality rather than color, religion, or race. BSL 4000, Managing Diversity in Organizations 3 UNIT x STUDY GUIDE Title Discrimination is often cited as a racial issue. The truth is, discrimination is a form of division based on far more. Some areas of prejudice are rich and poor, well-educated and less-educated, rural and metropolitan, and even inner city and suburban. Judgement is rendered based on each and every one of these areas (Heck & Krueger, 2016). How we respond to others in these different areas will vary based on understanding, perception, and past experience. The different areas shared will carry a value—either high or low. Add to this race, culture, and religion, and the issues are further exacerbated. Further issues arise when we consider if we are competing or working with team members who are dissimilar from us, and there is a predetermined interpretation of the other team members based on this perspective. The professional matter can quickly become very personal. All organizations, large or small, have an environment, working culture, and understanding (whether spoken or unspoken) regarding how things exist. When this understanding is challenged by changes in process, team members, or stakeholders, there will be resistance to the perceived source of change (Bell, 2017). The individual who can bring innovation and creativity to a team may be seen as a troublemaker because of his or her radical ideas and background (Yen, 2005). The lesson has been more of a sociology tutorial than directly related to business based on a surface review. As we contemplate the deeper learning and meta-message, we can see the value here concerning how each individual brings bias, prejudice, and discrimination based on what he or she knows. Discrimination and prejudice are not the root of hate and inequality in business or society. Because an individual loves Ford and would not purchase a Chevrolet, this does not mean he or she hates Chevy. There may well be respect for the Chevy even though he or she is partial to the Ford. Some individuals may prefer city life and think less of those in the suburbs or in rural areas. They may have an understanding of these individuals who live a very different life than what the others know. They choose the city while others would not ever consider the city because they see city people as something other than country people or suburbanites. The straight, White, Anglo-Saxon male Protestant who grew up in Los Angeles, California, may have difficulty understanding the Marchers participate in an affirmative action demonstration. (Joseluis89, 2013) BSL 4000, Managing Diversity in Organizations 4 UNIT x STUDY GUIDE Title perspective of the Caribbean-born atheist female living in St. Barts and vice versa. Both may be gurus at software development or sales, but they come from different places and experiences. To quote a scene from Harry Potter and the Chamber of Secrets, Hermione, a wizard who did not come from a wizard family, is called a filthy mud blood by Draco (Rowling, 1999). He is referring to her being less of a wizard because of her non-wizard bloodline. Hagrid, in a scene soon after this, explains there is hardly anyone who is not some degree of muggle and mud blood. The scene demonstrates a situation we see today in society and in the workplace. Can we tell the bloodline of any person by just looking at the individual? The lines are increasingly blurred. Nationality is not determined solely by color. An individual born in the United States could be dark skinned, light skinned, or somewhere in between. An individual born in South Africa could be dark skinned, light skinned, or somewhere in between. A very light-skinned individual may have a heritage of Hispanic, Portuguese, and Chinese on one side of the family while the other side is English, Dutch, and Syrian. Families who are third generation U.S. citizens may still celebrate the holidays of their ancestry even though they have been in the United States for generations. Discrimination and prejudice serve a purpose in society and organizations, but organizations must not be left unchecked without learning or understanding an ever-changing paradigm of inclusion, assimilation, and advancement of building a stronger society (Bell, 2017). Change and continuing adjustment to work climate, population, and technology require greater insight, study, and acceptance. References Bell, M. P. (2017). Diversity in organizations (3rd ed.). Cengage Learning. Heck, P. R., & Krueger, J. I. (2016). Social perception of self-enhancement bias and error. Social Psychology, 47, 327–339. doi:10.1027/1864-9335/a000287 Joseluis89. (2013, February 12). Affirmative action supreme court demonstration 2003.png [Photograph]. Wikimedia Commons. https://commons.wikimedia.org/wiki/File:Affirmative_Action_supreme_court_demonstration_2003.jpg Rowling, J. K. (1999). Harry Potter and the chamber of secrets. Scholastic. Yen, H. (2005, December 8). Poll: Bias at work for 1 in 6. CBS News. http://www.cbsnews.com/news/poll- bias-at-work-for-1-in-6/ Suggested Unit Resources The following excerpts from the textbook will be covered more closely in future units, but reading them now may help give you a perspective on what these groups face on a regular basis. Chapter 4: Blacks/African Americans, pp. 99-123 Chapter 5: Latinos/Hispanics, pp.134-159 Chapter 6: Asians/Asian Americans, pp. 166-190 Chapter 7: Whites/Caucasians, pp. 196-219 BSL 4000, Managing Diversity in Organizations 5 UNIT x STUDY GUIDE Title In order to access the following resources, click the links below. The following article highlights the findings of two surveys that revealed continued discrimination based on sexual orientation and gender identity. Collins, K. D. (Ed.). (2010). Two studies show gender discrimination in workplace continues. The Diversity Factor, 18(4), 1–6. https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/logi n.aspx?direct=true&db=a9h&AN=56672068&site=ehost-live&scope=site The following article looks at diversity issues and cooperation in production teams in the workplace. Payne, J., McDonald, S., & Hamm, L. (2013). Production teams and producing racial diversity in workplace relationships. Sociological Forum, 28(2), 326–349. https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/logi n.aspx?direct=true&db=a9h&AN=87917511&site=ehost-live&scope=site https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/login.aspx?direct=true&db=a9h&AN=56672068&site=ehost-live&scope=site https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/login.aspx?direct=true&db=a9h&AN=87917511&site=ehost-live&scope=site https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/login.aspx?direct=true&db=a9h&AN=87917511&site=ehost-live&scope=site BSL 4000, Managing Diversity in Organizations 1 Course Learning Outcomes for Unit III Upon completion of this unit, students should be able to: 1. Summarize how changes in the demographic makeup of the U.S. population affect fair treatment of people with different ethnicities. 1.1 Compare the impact of different religious beliefs and practices in the workplace. 1.2 Compare belief systems of heterosexual and homosexual gender orientations and their impact on the organizational environment. 4. Analyze thought processes related to stereotyping, prejudice, and discrimination. 4.1 Describe how religious practices impact the workplace and organizational culture. 4.2 Contrast different sexual orientation practices and their impact on organizational culture. 4.3 Contrast practices of gender discrimination in the workplace. 6. Appraise methods used to improve organizational cultures. 6.1 Describe how inclusion and assimilation of religion improve organizational culture. 6.2 Describe how inclusion and assimilation of gender and sexual orientation improve organizational culture. Course/Unit Learning Outcomes Learning Activity 1.1 Unit Lesson Chapter 12 Unit III Project 1.2 Unit Lesson Chapter 11 Unit III Project 4.1 Unit Lesson Chapter 12 Unit III Project 4.2 Unit Lesson Chapter 11 Unit III Project 4.3 Unit Lesson Chapter 11 Unit III Project 6.1 Unit Lesson Chapter 12 Unit III Project 6.2 Unit Lesson Chapter 11 Unit III Project Required Unit Resources Chapter 11: Sexual Orientation and Gender Identity, pp. 313-331 Chapter 12: Religion, pp. 339-353 UNIT III STUDY GUIDE Religion, Sexual Orientation, and Gender Identity BSL 4000, Managing Diversity in Organizations 2 UNIT x STUDY GUIDE Title Unit Lesson Religion, Sexual Orientation, and Gender Identity The impact that we have on society begins with a personal decision. Our convictions will play out due to our thinking and then our actions. Our upbringing has a powerful impact on our experience, our learning, and our interpretation or perspective of the world around us. If an individual grows up in a rural setting, away from metropolitan life, his or her perspective of the world will be very different than the individual who grows up in the cosmopolitan life of a large city and all that it entails. Human nature is resistant to change. How individuals view change or that which is different from what they know will have a strong influence on their perspective and adaptation. The individual who grew up in a community of like-minded people will struggle to assimilate to those of a different mind, background, and perceived belief system. The individual who grew up in a community of many blended cultures and backgrounds may integrate many various characteristics, traits, and intuitions because he or she was not isolated to a single culture. New cultures and belief systems will be more readily integrated for the individual who is exposed to many cultures (Bell, 2017). This background provides a foundation for accommodating change more readily. Names like Gandhi, King, and Parks (in addition to Shepard, Jenner, and a myriad of others whose names may be lesser known) have stood to be counted as being true to themselves by standing up and stepping out. These are the difference makers who change the way we think. These are the influencers who hold a less conventional perspective of what they believe should be. Diversity under these auspices means opening our minds, our hearts, and our perspectives. If we have a limited perspective and we have been taught to believe one way, a new perspective being presented to us will challenge our beliefs and values. While religious or cultural perspectives are often more prevalent in different regions of the world, some are more accepted in certain areas of the world than others. If we are raised in a Jewish or Christian heritage, often the Hindu or Muslim religions will be very foreign to us. In the United States, we may be brought up under certain religious beliefs and values. These may stem from many religions or no religion at all. Events in recent years have increasingly brought these various perspectives to light. The issues of Christians protesting at military funerals and Muslims declaring jihad are issues we observe on a regular basis. We have seen religion-based attacks on Jews, Christians, and Muslims. There is value in also considering the impact that social media and Internet coverage provide to allow us to encounter these events in near-real time. A bombing or execution can go viral very quickly. One religion denouncing another religion, bombing people and communities because of conflicting beliefs, and making religious or political statements through vicious attacks are issues we are surrounded by in society. We hear of covert military operations, media fire as verbal attacks, and belittling or sarcastic or even violent verbal responses by people in leadership positions. These elements have a heavy impact on the world scene and how we take in information about people, cultures, and communities as well as religion and our belief systems (King et al., 2009). Our values, ethics, and thought processes take in this information. How we process this new information will be compared and assimilated with our established beliefs, then synthesized to become a part of how we react. If we do not take the time to further analyze the information we are receiving, we may gain a jaded perspective based on what, when, where, and how we received the information. The individual who listens to a news report filled with soundbites, not getting the full story, will gain a skewed interpretation of the events that have occurred. The individual may not have enough information to adequately balance his or her perspective in a comprehensive approach. Society continues to change. As technology has opened new opportunities, it has also allowed a broader knowledge of different societies around the globe. Philosophy, behaviors, and values that in some cultures would be ill-considered are widely accepted and vice versa. Dress, language, and interaction by males and females in different settings across cultures vary significantly. When we consider the leading religions of the world and the traditions of these religions, we begin to see the similarities as well as the differences. As there is integration, accommodation, and synthesis of these perspectives, a new degree of acceptance is required for continued progress of how society evolves. The way business is done also changes in respect to BSL 4000, Managing Diversity in Organizations 3 UNIT x STUDY GUIDE Title external and internal forces. Not only are there the religious and cultural differences in respect to nationality, tradition, and position, but also new perspectives as to gender and sexual orientation in the workplace as well as in society. Adaptation and learning take on a new component. Sexual orientation and integration of gender roles in the workplace or organizational culture are not a new paradigm. Organizations are facing new challenges in adapting to new legislation and changes in societal acceptance of the lesbian, gay, bisexual, and transgender (LGBT) community. Gender roles of males and females have brought their own challenges over the past 70 years since WWII. The roles in the workplace were more gender specific in the 1940s. Currently, however, gender roles are no longer limited to traditional male and female roles. Society and the workplace have heterosexual, lesbian, gay, bisexual, and transgender. These roles have taken on a new look, a new meaning, and a new place in the work environment. An organization’s position can have a strong impact on how individuals who identify in these roles are understood or treated. Organizations offer training on understanding roles. Animosity towards particular roles and how they fit within the individual or organizational culture is a shifting paradigm. There will be individuals who will be more accepting, adapting to the roles and the work the identified individuals provide. Other individuals may be less accepting, thus creating a stigma or conflict in the team and organization. How an organization chooses to address these issues will carry with it a strong message from all levels within the organization (Bell, 2017). The corporate office in a large metropolitan city may have a very open and accepting organizational environment. The remote office in more rural settings may have a very different perspective towards individuals who are perceived as different from the norm. Inclusion, acceptance, and assimilation are necessary to develop an effective team. Communication of styles, approach, and the ensuing challenges are necessary for an open dialogue to occur. Breakdowns in these areas lead to misunderstanding, segregation, and separation of teams, which, in turn, causes division, loss of productivity, and resources. Results will be diminished. Training is key, and gaining knowledge and insight is critical—not to judge but to become informed. Asking questions, engaging, and interacting are all part of building the dynamics within the teams and the organization. A shift is continuing to take place as we see more legislation and advocacy for LGBT lifestyles (Herek, 1993). Bell (2017) addresses how relationships are displayed in the workplace, whether casual, personal, or professional. At an after-hours office event, an individual may consider a same-sex couple to be flaunting their lifestyle by coming together or bringing their partner. The mind shift occurs when we ask how is this different from the employee who brings his or her heterosexual partner? The employee is bringing the person he or she values and is committed to in a present relationship. Organizations today focus on projects and teams. The use of affirmative action is less legislative today than 30 years ago. Today’s broad range of potential job candidates transcends color and gender as was considered the case a few decades ago. As society has evolved, diversity now includes gender, race, and orientation. Diversity also entails ethnicity, religion, and beliefs. What and how an individual believes should not negatively impact his or her ability to conduct work or affect how he or she is accepted as a team member (Bell, 2017). The formation of the team should include requesting information regarding recognition of religious or cultural holidays (e.g., Christmas, Ramadan, and Passover). Understanding of the culture and beliefs will impact worker gatherings. Accommodations for religious beliefs may include prayer times and practices in the workplace. All of these things are to be addressed by employers in policy and practice. Assessment and management of any type of discrimination is to be treated as possible harassment and requires investigation and acceptable, consistent actions. The same holds true based on gender and orientation. Diversity has continued to evolve, and no matter how we celebrate diversity, the paradigms are changing. Assimilation and adaptation are necessary. There is a natural tendency to be acknowledged and accepted for who and what we identify as. New trends and thereby new understandings are presented consistently. How we choose to address these issues will have a powerful impact on society, community, and the workplace. BSL 4000, Managing Diversity in Organizations 4 UNIT x STUDY GUIDE Title References Bell, M. P. (2017). Diversity in organizations (3rd ed.). Cengage Learning. Herek, G. M. (1993). The context of anti-gay violence: Notes on cultural and psychological heterosexism. In L. D. Garnets, & D. C. Kimmel (Eds.), Psychological perspectives in lesbian and gay male experiences (pp. 89-107). Columbia University Press. King, J. E., Bell, M. P., & Lawrence, E. (2009). Religion as an aspect of workplace diversity: An examination of the US context and a call for international research. Journal of Management, Spirituality & Religion, 6(1), 43–57. Suggested Unit Resources In order to access the following resources, click the links below. The following article highlights the findings of two surveys that revealed continued discrimination based on sexual orientation and gender identity. Collins, K. D. (Ed.). (2010). Two studies show gender discrimination in workplace continues. The Diversity Factor, 18(4), 1–6. https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/logi n.aspx?direct=true&db=a9h&AN=56672068&site=ehost-live&scope=site The following article analyzes the need for legislation to protect workers from gender-based discrimination in the workplace. King, B. R. (2014). Fired for being gay: Should Arkansas ban this form of discrimination? Arkansas Law Review, 67(4), 1019–1054. https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/logi n.aspx?direct=true&db=a9h&AN=101202907&site=ehost-live&scope=site The following article is a case study of the interaction of transgender people with “gender normals”: Schilt, K., & Westbrook, L. (2009). Doing gender, doing heteronormativity: 'Gender normals,' transgender people, and the social maintenance of heterosexuality. Peer Reviewed Articles, 7. http://scholarworks.gvsu.edu/soc_articles/7 https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/login.aspx?direct=true&db=a9h&AN=56672068&site=ehost-live&scope=site https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/login.aspx?direct=true&db=a9h&AN=101202907&site=ehost-live&scope=site http://scholarworks.gvsu.edu/soc_articles/7 http://scholarworks.gvsu.edu/soc_articles/7 Unit III Project BSL 4000-16G-1A22-S1 1 Unit III Project Justin Erby 228342 BSL 4000-16G-1A22-S1 Managing Diversity in Organizations https://online.columbiasouthern.edu/webapps/blackboard/execute/courseMain?course_id=_122604_1 Unit III Project BSL 4000-16G-1A22-S1 2 Unit III Project Organizational policy report Assessment of diversity issue The religious and sexual orientation issue in Fig Technologies is still in its growing phase, considering that staff still raise their views on the matter. The concern is that it might reach the mature phase, where they might begin to react negatively once they conclude that the company does not consider their dilemma (Bell, 2017). This is a dangerous stage because employees could begin taking matters into their hands by either missing work during the holidays and celebration days, acting out on those whose occasions are recognized, or demotivated by virtue of feeling unrecognized. Plan of action For Fig Technologies to avoid finding itself in a place where its employees feel disconnected, there is a need to design a policy that should be included as an addition to the company’s policy on discrimination and harassment. The importance of doing this is that it will strengthen the company culture. Fig Technologies boasts of its values that include respect, inclusion, honesty, trust, and value centricity, among others. If the organization cannot walk its talk, both the staff will likely begin to break these values, mirroring its leadership style towards them. It is likely that there will be a division that will group employees into privileged and underprivileged categories, and discrimination and harassment will begin (Thomas, 2017). The new plan I propose will stop this from happening by reinforcing the inclusion of the various religious and gender orientation groups. Diversity in the organization happens where inclusion is absent. The two issues facing the company are sensitive. They can easily trigger disputes, dissatisfaction, and high turnover rates that https://online.columbiasouthern.edu/webapps/blackboard/execute/courseMain?course_id=_122604_1 Unit III Project BSL 4000-16G-1A22-S1 3 could affect its profitability as well as negatively impact its reputation. There are three religions that are major: Christianity, Islam, and Judaism. The three are known for their holiday celebrations that require them to register absenteeism from work. While Christians can work during their holidays, they prefer to attend Church on Sundays and celebrate their most significant holidays which are, Good Friday, Easter Monday, and Christmas. Muslims will work on Fridays, but they prefer to celebrate Eid ul Fitr and Al-Hijra away from work. Jews are more adherent and strictly observe the Sabbath every Friday evening throughout Saturday, the Passover, and Yom Kippur. The LGBTQ group, on the other hand, need to attend Pride Day every June 28th. Naturally, companies recognize Christian and Muslim holidays, forgetting to consider the other minority groups. However, this era has empowered them to uphold and demand their rights. Therefore, denying them their privilege could result in strife, dissatisfaction, unproductivity, low employee retention, and a broken company culture. Diversity and inclusion in the workplace create employee equitability, respect, trust, and commitment. My new plan and policy seek to uphold diversity and inclusion in order to reinforce these values. (Thomas, 2017). It will achieve this through the following proposed steps: i) Recognize that every employee as an individual whose affiliation to their religious or social groups builds their identity. ii) Recognize that respect begets respect; in respecting their identity, they will respect back and appreciate the acceptance. iii) Create a work environment that upholds equitability through diversity and inclusion training programs. iv) Eliminate discrimination and harassment by granting these individuals the privilege to attend their special occasions by making effective staffing planning. This way, the company will build a strong team that respects its value- driven culture (Cameron & Quinn, 2011). https://online.columbiasouthern.edu/webapps/blackboard/execute/courseMain?course_id=_122604_1 Unit III Project BSL 4000-16G-1A22-S1 4 References Bell, M. P. (2017). Diversity in organizations (3rd ed.). Cengage Learning Cameron, K. & Quinn, R. (2011). Diagnosing and Changing Organizational Culture : Based on the Competing Values Framework. San Francisco, CA: Jossey-Bass. Thomas, R. (2017). Managing workplace diversity and inclusion : a psychological perspective. New York, NY: Routledge. https://online.columbiasouthern.edu/webapps/blackboard/execute/courseMain?course_id=_122604_1 Organizational policy report Assessment of diversity issue References BSL 4000, Managing Diversity in Organizations 1 Course Learning Outcomes for Unit II Upon completion of this unit, students should be able to: 2. Assess the benefits of organizational diversity. 2.1 Evaluate how organizational diversity promotes creativity and innovative problem-solving. 6. Appraise methods used to improve organizational cultures. 6.1 Describe how organizational cultures are perceived. 6.2 Contrast the benefits and disadvantages of diverse workplace environments. 6.3 Determine the value of establishing a dynamic organizational culture. Course/Unit Learning Outcomes Learning Activity 2.1 Unit Lesson Chapter 10 Unit II Project 6.1 Unit Lesson Chapter 2 Unit II Project 6.2 Unit Lesson Chapters 2 and 10 Unit II Project 6.3 Unit Lesson Chapters 2 and 10 Unit II Project Required Unit Resources Chapter 2: Theories and Thinking About Diversity, pp. 37-54 Chapter 10: Work and Family, pp. 285-304 Unit Lesson Benefits and Drawbacks of Organizational Diversity An organization will have many needs in order to work at its peak performance. Part of this process is understanding the organizational culture as well as that of individuals, groups, and teams and how they interact socially. In order for there to be a sense of unity, there should be an understanding of what it takes for individuals who have their own unique differences to accept others or at least find a way to interact and collaborate (Shen, Chanda, D’Netto, & Monga, 2009). This does not mean forcing someone to accept or adopt someone else’s beliefs and heritage as his or her own. Gaining understanding to appreciate these unique backgrounds and characteristics provides a broader comprehension that can assist in facilitating improved innovation and outcomes. The organization and its components can continually improve through gaining this greater understanding of the different cultures and backgrounds of its individual members. Along with this can be issues of time relevance in addition to the value placed on interaction, relationships, and work completed. How work is completed and under what conditions can also be a part of our diversity (Bell, 2017). An individual who is very self-focused and time-conscious will have challenges in working with an individual or team members who do not have the same time relevance and do not hold the same value for individual achievement. An individual UNIT II STUDY GUIDE Organizational Diversity BSL 4000, Managing Diversity in Organizations 2 UNIT x STUDY GUIDE Title who believes in talking a concern through as a group until resolution is reached will be a source of agitation to the individualistic member. The readings address terms and concepts such as stigma and minority. Are these terms used interchangeably? Are individuals within an organization, a community, and society so grounded in their own values, beliefs, and traditions that when someone who has a variance—perhaps a significant variance from what is considered the norm—they become fearful of the differences because it would elicit change within them and within the dynamics, the homeostasis, and the equilibrium of the established environment that they currently enjoy? If this is the case, then it is not so much the individual but what he or she brings to the table by way of creativity, innovation, and variance from what we already know. Bell (2017) speaks of stigma and how it affects people's lives regarding deviations from the desired norm or particular context. If we are not willing to educate ourselves about paradigms that are not the same as ours, then we are limiting our insight and perspective in order to stay in a comfort zone that may quickly become a very small and confined space in a global and wide-open opportunity. Such thinking will limit the individual, the team, and the organization as it can become pervasive in attitude and action. Diversity can also mean our understanding of the position within the organization. You could have two 20- year employees in a similar position within the organization. Each will have a very different understanding of how work is done and how to achieve and meet the objectives strategically as they have been issued to the individuals and their teams. Consistency throughout the organization is an ongoing challenge. Each individual in a leadership position will have his or her own qualities and approach on how to manage and lead his or her people (Shen et al., 2009). Some of this will be delegated through different forms of leadership and organizational structure. Some of this will be done directly as the individual does not delegate, yet he or she will take responsibility and be accountable for the actions of his or her team. In so doing, the team will have direct interaction with the leader; however, they may risk being micromanaged by a leader who was overwhelmed, depending on positions. The diversity within an organization can also look at the similarities within social groups that impact the organizational environment. It could be something as simple as individuals who grew up in a specific geographic area and share similar interests and likes of that area through which a relationship can be built. The individual who is not from that area or does not understand that culture and society will experience difficulty in interacting with those individuals (Shen et al., 2009). The situation could be as simple as someone who is from New York now living in Texas or individuals from Kansas who move to California. There is often hostility between states. For example, in Texas and Oklahoma, sports are taken very seriously. When teams from each state are playing each other, it does not just impact game day; there is talk in and out of the office—potentially for weeks both before and after the event. This becomes a part of the organizational culture for those who find relevance and value in this part of their interactions and social relationships. This also helps to build some team relationships—whether it be friendly kidding or staunch advocacy. On another level, many cheer with great fervor and advocacy when there is competition on the world stage such as the Olympics or a world championship such as fútbol (or soccer as it is known in the United States). These are simple examples; however, cultural differences, whether we follow a certain religion or a national pastime, will be taken very seriously by some, and not so much by others. If we do not take the time to understand how important these things are, it will combat establishing these relationships, maintaining these relationships, and further developing relationships (Bell, 2017). Diversity in the organization takes on many faces. As we continue to look at what diversity can be, we must measure the benefits and disadvantages. If we do not take the time to assess individuals and teams by their values, their interests, and how they work, there is a very strong likelihood we can miss the mark and develop a work group rather than a high-performing, dynamic team. In so doing, we miss the mark regarding how productive the group could be, and we now have to assign additional resources, personnel, and time to get the job done. Had the team been developed correctly with some simple adjustments, those issues may have been rectified to produce far greater results. Additional areas that we want to look at also include gender and sexual orientation, which can often create a degree of hostility within an organization. Some will be very accepting of a certain gender holding a particular position. Others will look at sexual orientation and have a stigma towards these individuals. Others who portray a degree of acceptance may do so publicly, but they may have their own concerns privately, or they may truly be very accepting based on their background and experience (Bell, 2017). In some parts of the country, there is still harassment of individuals based on their gender or their orientation. Not all areas and organizations are as open and accepting of hiring and working with individuals who do not fit with what they envision as the mold for a position or the organizational culture. However, the individual may be the most BSL 4000, Managing Diversity in Organizations 3 UNIT x STUDY GUIDE Title highly qualified individual. This is often considered work discrimination, and prejudice can begin to play out. The management and leadership of the organization will set the tone for acceptance of individuals who may be perceived as different based on their gender, orientation, or background and beliefs. The leadership truly makes a difference in these matters. How this is portrayed, not just in words but also actions, will set the tone and the environment in which the organization will either respond or react. Diversity in an organization requires research, communication, and an effort at openness in order to gain a greater understanding as to how we can broaden our horizons and take in new perspectives, new ideas, and new innovation that can be applied within the organization from a cellular level to the macro level. It is through this understanding that often we can gain insight from individuals who have worked in the organization or similar organizations or field regarding how things are different and yet how things are the same (Shen et al., 2009). By learning to ask the right questions and then listening more than we talk, we may find that the very concerns that we have are the same concerns others who we thought would not understand our different perspective may have. What will we do to bridge this gap? This is where effective communication, openness, and a willingness to learn come in. In so doing, we can use a new perspective; it is sometimes good to just follow and learn. We may learn something about ourselves and our field. Little differences can make a huge impact on producing greater outcomes. It is through a diversity of thought, perspective, intuition, and insight that we will advance all aspects of an organization. This requires great management and leadership to know how to filter, monitor, and engage where necessary in order to draw out the very best for maximum performance. References Bell, M. P. (2017). Diversity in organizations (3rd ed.). Cengage Learning. Shen, J., Chanda, A., D’Netto, B., & Monga, M. (2009). Managing diversity through human resource management: An international perspective and conceptual framework. The International Journal of Human Resource Management, 20(2), 235–251. Suggested Unit Resources In order to access the following resources, click the links below. The following article highlights some issues of organizational diversity and looks at inclusion strategies and change models in organizations. Katz, J. H., & Miller, F. A. (2016). Defining diversity and adapting inclusion strategies on a global scale. OD Practitioner, 48(3), 42–47. https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/logi n.aspx?direct=true&db=a9h&AN=116584655&site=ehost-live&scope=site The following article discusses organizational commitment and how it is affected by diversity initiatives in the workplace. Kirby, S. L., & Richard, O. C. (2000). Impact of marketing work-place diversity on employee job involvement and organizational commitment. Journal of Social Psychology, 140(3), 367–377. https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/logi n.aspx?direct=true&db=a9h&AN=3308135&site=ehost-live&scope=site https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/login.aspx?direct=true&db=a9h&AN=116584655&site=ehost-live&scope=site https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/login.aspx?direct=true&db=a9h&AN=3308135&site=ehost-live&scope=site https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/login.aspx?direct=true&db=a9h&AN=3308135&site=ehost-live&scope=site 1 Unit II Project Justin Erby 228342 BSL 4000-16G-1A22-S1 Managing Diversity in Organizations 2 Miami, Fl, Assessment Findings Individuals often engage in friendly rivalry at work. Individual differences in the workplace are natural since people vary in various ways, including their preferences, personalities, education levels, cognitive styles, age, racial beliefs, and history. In the corporate world, these differences are referred regarded as "workplace diversity." Variety is essential when it comes to how individuals see others and themselves. Their views of one another shape people's interactions. On the plus side, fierce competition may help companies. Individuals are driven to achieve and perform well at work when they are competing with others. It also enhances one's interest in one's work. The downside of workplace competition, on the other hand, is that if allowed uncontrolled, it may quickly devolve into anarchy. The investigation reveals that Kansas City, Missouri, and Miami, Florida share a long- standing friendly rivalry. In this case, the rivalry is between collegiate and professional sports teams. According to accounts, competition has reached a fever pitch at the headquarters in Miami, Florida. A lot of companies have a lot of sports competitions. It is an important aspect of the corporate culture. Employees' cultural behaviors in sports are defined by their rivalries, preferences, and connections (King, 2010). Rivalry in sports is described as fierce clashes between two or more teams. People who are both sports fans and potential workers are acutely aware of the competition. When competition reaches a fever pitch, riots, hooliganism, violence, and other potentially deadly repercussions, as well as the termination of an employee's or athlete's career, are all too common. The second potential outcome is a widespread exodus of workers to other employment. Naturally, organizations suffer the burden of the repercussions of these conflicts. 3 As a result of the situation, it is likely that a significant percentage of Miami, Florida office employees were recruited from a diverse pool of area inhabitants, including transfers from nearby institutions and recent college graduates. These individuals have a wide variety of cultural interests, which is reflected in their sports team preferences. Membership in these groups may be motivated by ethnic, racial, or religious considerations. To intervene in the current conflict effectively, a pattern for such interventions must be established. Because of cultural differences, the presence of a dispute may be advantageous to an organization. This is because organizational variety promotes problem-solving and creative thinking. When it comes to addressing an organization's numerous issues, diversity brings together a wide variety of views, knowledge bases, and beliefs (Hsiao, Auld & Ma, 2015). These thoughts may be conveyed creatively as well. Assessment of Findings in Kansas City, MO; Diversification has a broad reach and may include disparities in sexual orientation and other inequities among individuals (Mamman, Kamoche & Bakuwa, 2012). The Kansas City, Missouri office exemplifies how treatment and organizational structure differ based on sexual orientation. Several workers have already begun sharing their sexual orientation, relationships with various partners, and experiences with gay partners, among other topics. One of the three factors contributing to the sensitivity of these kinds of conversations is the fact that a petition is now circulating in Kansas City calling for the ban of such debates. True, this is a sensitive subject to bring up in public. Employees at the Kansas City, MO office, must be familiar with the state's laws and regulations. This is significant since various states have adopted different rules and regulations regarding sexual orientation, which may land workers in hot water if they do not adhere to their state's conventions and laws. 4 People of various sexual orientations will inevitably be present in a company with a diverse staff. On the other hand, employees in the situation are completely equipped to deal with these disparities. To begin with, it is inappropriate for workers to engage in such discussions at work. While such discussions may be entertaining to some, they may be frightening to others. Employees may easily share a similar point of view and openly agree on certain topics when working together, but they may also fight when they do not. Conflict is likely to develop as a result of these disparities. It's conceivable that these workers attribute their sense of satisfaction and pleasure to corporate culture. It allows people to openly express themselves about personal problems in a safe and comfortable environment. The leadership styles of their managers also influence employee perceptions of corporate cultures. Organizational diversity should not be seen as a source of conflict but rather a driving force in accomplishing an organization's objectives. It may be tough to change one's cultural connections (Greenberg, 2009). However, owing to its variety, it is not one of the potential answers to internal organizational disputes. What the dependent software developers are doing will fail in the end. Cultural diversity has a significant impact on how an organization behaves and thinks about itself. Because of the nature of call centers, cultural differences are on full display when workers interact with consumers. As a result, it is critical to emphasize these distinctions while avoiding prejudice. Recommendation for Addressing These Findings to The Executive Leadership Council (ELC) For Review. The fact that most people feel uncomfortable with the concept of competition is an unavoidable fact of life. When a rivalry or competition becomes sour, it hurts work performance. It led to higher stress and decreased output, as well as management issues. As a result, managers may benefit from understanding what drives workers and encouraging healthy competition to minimize 5 the bad emotions that may develop when people become excessively competitive in their employment. When competitive tensions arise, employees should attempt to relieve them via sports. If the tension cannot be managed, employees should take steps to separate themselves from their opponent or rival. To maintain control over specific company activities, management is responsible for establishing and executing effective organizational rules and regulations. To reduce the risk of conflict, they should ensure that diversity is recognized and welcomed inside the company. All workers are obliged to follow certain rules and regulations, and severe penalties are imposed if these rules and regulations are not followed. Human beings need rules to help them understand differences and cope with confrontation and conflict; without strict and enforced rules, workers are uncertain of what is expected of them, and misunderstandings often develop into confrontations (Mitchell, 2016). When a disagreement or rivalry amongst employees arises, you, as a manager, must act quickly. It is important to participate in a conflict as soon as possible because once a disagreement has started, emotions may run high, making it difficult for management to defuse a potentially dangerous scenario. Diversity training should be provided by management to raise knowledge of diversity problems, eliminate prejudices and preconceptions, and impact employee behavior. 6 References Greenberg, J. (2009].Diversity in the Workplace: Benefits, Challenges, and Solutions. Retrieved from http://www.multiculturaladvantage.com/recruit/diversity/diversity-in-the- workplace- benefits-challenges-solutions.asp Hsiao, A., Auld, C., & Ma, E. (2015). Perceived organizational diversity and employee behavior. International Journal of Hospitality Management, 48, 102-112. King, B. (2010]. What makes fans crazy about sports? Retrieved from http://www.sportsbusinessdaily.com/Journal/Issues/2010/04/20100419/SBJ-In- s Depth/What-Makes-Fans-Crazy-About-Sports.aspx a Mamman, A., Kamoche, K., & Bakuwa, R. (2012). Diversity, organizational commitment and organizational citizenship behavior: An organizing framework. Humane Resource Management Review, 22(4), 285-302. http://www.multiculturaladvantage.com/recruit/diversity/diversity-in-the-%20workplace-benefits-challenges-solutions.asp http://www.multiculturaladvantage.com/recruit/diversity/diversity-in-the-%20workplace-benefits-challenges-solutions.asp BSL 4000, Managing Diversity in Organizations 1 Course Learning Outcomes for Unit I Upon completion of this unit, students should be able to: 1. Summarize how changes in the demographic makeup of the U.S. population affect fair treatment of people with different ethnicities. 1.1 Distinguish which cultures and demographics make up society in the United States. 1.2 Diagnose the challenges of one dynamic culture group working in both an onsite and remote environment with two other diverse cultural groups. 5. Examine workplace diversity data. 5.1 Identify demographic data in the workplace. 5.2 Explore the differences in culture, perspective, and experience. Course/Unit Learning Outcomes Learning Activity 1.1 Unit Lesson Chapters 1 and 3 Blandin, D. M. (1991). Unit I Project 1.2 Unit Lesson Chapter 1 Blandin, D. M. (1991). Unit I Project 5.1 Unit Lesson Chapter 3 Unit I Project 5.2 Unit Lesson Chapter 1 Blandin, D. M. (1991). Unit I Project Required Unit Resources Chapter 1: Introduction, pp. 3-27 Chapter 3: Legislation, pp. 63-91 In order to access the following resource, click the link below. Blandin, D. M. (1991). Strategies for a diverse and competitive America. Vital Speeches of the Day, 57(6), 181–185. https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/logi n.aspx?direct=true&db=bth&AN=9101282051&site=ehost-live&scope=site UNIT I STUDY GUIDE Diversity in Perspective https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=9101282051&site=ehost-live&scope=site BSL 4000, Managing Diversity in Organizations 2 UNIT x STUDY GUIDE Title Unit Lesson The term diversity has about as many definitions as there are people that use the term. For the purpose of this course, we will use the textbook’s definition. Diversity is defined as actual or perceived differences among people in areas including race, ethnicity, sex, age, and other identity-based characteristics that impact their relationships and interactions (Bell, 2017). The term is often used to describe our differences rather than how we are similar. How, then, are diversity and discrimination so often used in the same sentence? Organizations talk about diversity training or cultural sensitivity training. Employees are mandated to attend these trainings on their differences in order to be considered all the same. Is this irony? The next several units will take a more in-depth look at this issue from different perspectives. Diversity will often be considered when we look at physical and cultural or religious characteristics. As this course is about diversity in organizations and managing diversity, perhaps we should then broaden our perspective to include the perceived differences among people in the workplace as to positions, departments, professional backgrounds, and experience. A marketing specialist is not a software engineer. An accounting manager is not a service call center manager. While the titles may appear similar, they require a very different understanding of the work they are doing. It is this uniqueness that makes us different and allows better collaboration for a greater end result. A human resources representative is likely not a good shop lead. The two will need to work together to fully understand the dynamics in play to create a better workplace and what is needed for continuous improvement including workplace environment, working conditions, equipment, processes, policies, procedures, and systems. We started with a working definition of diversity. Over the course of our time, we will likely stretch our understanding of what diversity is and what it is not. Diversity is not a reason to capitulate on the differences and how to segregate individuals, classes, or cultures of individuals or groups. Diversity is not a reason to separate our society. Diversity in the United States will be different from how diversity is understood in Japan, Germany, Argentina, and Iran. The same holds true within the United States with how Californians view diversity versus how New Yorkers view it. How is Washington state’s view of diversity different from Mississippi’s? Do we all see and believe the same things? We do not. While we seek similarities, we also celebrate our uniqueness. As we look through the readings for this unit, several things may stand out or strike a nerve for you. Ideally, the course will challenge you to consider how you think about the people who surround you, the positions they hold, and how you interact with them. It is not enough to know there are distinctions; we must know how Cooperation and unity handshake (Johnhain, n.d.) BSL 4000, Managing Diversity in Organizations 3 UNIT x STUDY GUIDE Title to communicate, interact, engage, and embrace people with diverse characteristics in the work environment, meeting places, and alliances—whether they be vendors, clients, or stakeholders (Thomas, 1991). The lessons will not follow the textbook precisely. The intent of the various resources offered in the course is to provide a broad perspective, even invite controversy in a safe setting in which these topics can be discussed in order to understand why we think and act the way we do. The textbook will provide many excellent studies and research opportunities along with practical exercises. The lessons should mix these well and invite some challenging ideas and concepts. The exercises, assessments, and assignments should offer a challenge to present the application of these concepts, as we understand them, in a practical manner that encourages us to grow, develop, and advance in the field. A historical perspective of fairness regarding different ethnicities is a lesson in U.S. history as well as world history. The reality is that by understanding the past and present perspectives, we can then impact the future of diversity and its application at all levels. We can look at U.S. history and how those of different cultures and nationalities were treated in their societies, communities, and the workforces. We can look at industry, manufacturing, and farming (such as the use of Africans in farming along with the Chinese building the railroads). We have a history of children working in factories—sometimes inside the machinery while it was running or completing repairs or maintenance. There is a history of immigrants migrating from other countries to a land of opportunity and prosperity or to escape oppression in their home countries. People of all nations and cultures have come to the Great Melting Pot to escape cultural, religious, or economic persecution and to have the chance at a better life. Along with these unique ways of entering the country and the workforce, individuals as well as groups of people from different nations, backgrounds, and lifestyles have immigrated to the United States. These groups brought their own culture and creativity. They brought their innovations and understandings of the world from their own perspectives—not necessarily that which would be representative of the nation they called their homeland. It is these individuals, families, groups, and organizations that are still coming today that make a country, a workplace, and society diverse. The United States has a history of welcoming people of all walks of life and backgrounds. Some were brought here against their will. Others left their homes, their families in the dark of night, and all that they knew to come to America and do anything because they knew they could better their lives. We are a nation of diverse interests and backgrounds. We can look at world history and study the conquerors of the past who would invade a nation or territory for conquest, for slaves, for treasure, and for religion. It seems the names and the geography have changed over time, but persecution, discrimination, and diversity of ideas, values, and beliefs are all still in play today. We can look at the history of the last 30 years with Georgians, Syrians, Kuwaitis, and Afghanis all being freed from the oppressive governments or religions that, in the eyes of a Westerner, are mistreating their people. History continually demonstrates that we as humans do not always learn the lessons being taught the first time. As George Santyana has been quoted many times, “Those who cannot remember the past are condemned to repeat it.” Time after time, we have learned that oppressing a people, class, or gender does not produce the desired results in the long term. There will be uprising and unruliness as the oppressed speak out or others speak out for them. We would do well to learn from the messages of the past. We see the same traditions with workers in manufacturing, outsourcing, and offshore enterprises that are free from the laws of one country in order to provide their product or service more economically and efficiently. We send work to nations where the standard of living is far less than in a typical Midwestern U.S. community. We may raise the standard from what the factory or office workers know in that country yet maintain a lower standard of living from what the same employee would get in the United States. If we are to look at the historical perspective of diversity, we really should consider the bigger picture as has been laid out in this lesson. Diversity in society and in organizations is a pressing concern today just as it has been for the last 50-plus years and as it likely will be for the next 50-plus years. If we are to change, the process starts with us today in this course. Let’s begin. BSL 4000, Managing Diversity in Organizations 4 UNIT x STUDY GUIDE Title References Bell, M. P. (2017). Diversity in organizations (3rd ed.). Cengage Learning. Johnhain. (n.d.). Handshake regard cooperate connect unite [Image]. Pixabay. https://pixabay.com/en/handshake-regard-cooperate-connect-1830762 Thomas, R. R. (1991). Beyond race and gender: Unleashing the power of your total workforce by managing diversity. AMACOM. Suggested Unit Resources In order to access the following resources, click the links below. The following article offers some different perspectives on diversity from the view of European business schools. Nonet, G., Kassel, K., & Meijs, L. (2016). Understanding responsible management: Emerging themes and variations from European business school programs. Journal of Business Ethics, 139(4), 717–736. https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.proquest.com.library resources.columbiasouthern.edu/docview/1843032096?accountid=33337 In the following article, the concept of diversity being driven by clients and customers enhances the notion of diversity being good for overall business. Ross, L., & Morales, J. (2016). Can clients best drive agency diversity? PRWeek, 19(11), 20. https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.proquest.com.library resources.columbiasouthern.edu/docview/1841957742?accountid=33337 https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.proquest.com.libraryresources.columbiasouthern.edu/docview/1843032096?accountid=33337 https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.proquest.com.libraryresources.columbiasouthern.edu/docview/1843032096?accountid=33337 https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.proquest.com.libraryresources.columbiasouthern.edu/docview/1841957742?accountid=33337 UNIT I PROJECT BSL 4000-16G-1A22-S 1 Unit I Project Justin Erby 228342 BSL 4000-16G-1A22-S1 Managing Diversity in Organizations Brenda Harper UNIT I PROJECT BSL 4000-16G-1A22-S 2 Composition of the Three 10-Member Teams in the Sites The team comprises ethnically diverse individuals from different countries including Asia, Africa, UK, Mexico, and the United States. It also comprises workers from different ethnic groups including whites, African Americans, Hispanics, Indians, and Native Americans. The workers are of different age groups and demographics including the millennials, x-generation among others (Maddock, 2012). The business is mostly accomplished through team building by the team members. The members of the team contribute to organizational success by presenting different skills set needed for the effective completion of the organizational processes within the firm. There are different cultures within the team. They present different perspectives, values, and experiences shared across the team. However, failure to recognize the differences in the perspectives and experiences of the employees from different cultures may significantly lead to frustrations and conflicts. The most common differences emerge from communication styles and individual preferences and frames among the cultural diversity (Ross, 2016). For instance, employees from Mexico are willing to put in extra hours without additional pay while the African Americans and whites are not willing to do the same. Furthermore, they differ in how these employees from different cultures view humanity, nature, achievement and activity, interpersonal relationships, and time among other qualities. Work culture in these countries is either collective or individualistic. For workers coming from Asia and Africa, they have a collective work culture as they focus on the goals and objectives of the entire group. They aim at establishing long-term relationships and recognizing the team's success. A Short Assessment Tool for Measuring Assimilation Brenda Harper Brenda Harper UNIT I PROJECT BSL 4000-16G-1A22-S 3 This research study uses a cultural competence self-assessment checklist as an assessment tool to evaluate the assimilation of different cultures into the work processes. This assessment tool is designed to evaluate the cultural competence of employees within the workplace (Maddock, 2012). Its main purpose is to help employees from diverse cultures to consider their knowledge, competence, skills, and individual awareness into interactions with others within the organization. It also helps them to determine some of the activities they can do to actively engage in a diverse environment. Assessment Questionnaire Interviewer: What is your ethnicity? Employee: Hispanic Interviewer: How well do you understand English? Employee: Average. English is my second language. Interviewer: Can you actively communicate your needs to others in English? Employee: Not quite active. I mostly use non-verbal communication to get others to understand my needs better. Interviewer: Do you think you can improve your knowledge in interpersonal communication within the workplace? Employee: Yes! With effective training and development, I can improve my communication skills and cultural competency within the organization. The Assessment Results The results of the assessment demonstrate that assimilation is a direct process of continuous adjustment and improvement to the American community. The overall assumption is driven by the advancement of social and economic development that enables immigrants to assimilate the Brenda Harper you were to create the questions UNIT I PROJECT BSL 4000-16G-1A22-S 4 American culture (Ross, 2016). This helps them to learn English and become more American than overcome cultural and language barriers. They gradually shed the old culture and acquire new ways of life by acquiring new skills for actively engaging with other colleagues within the workplace. Challenges of the Three Dynamic Cultures and Perspectives towards Work The results of assimilation show three major challenges to assimilation. The first challenge is the communication barrier that hinders active interactions either through calls, emails, and other forms of communication. This barrier is brought about by the language barrier that hinders active communication between individuals from different cultural backgrounds (Nonet, 2016). Second, low productivity may hinder active assimilation into a common organizational culture. This is because some team members may fail to actively use their time towards team building but focus on learning how to socialize with others from diverse cultures and ethnicities. Last but not least, a lack of trust may hinder successful relationships. This may arise due to different cultural values and beliefs. Demographic Data and Cultures Making up the Organization The demographics in the American workforce consist mostly of ethnically and racially diverse demographics in the last few years. Asia is the biggest source of immigrants working in the US organizations today, followed by Mexicans then African Americans (Mensi-Klarbach, 2019). Young adults and millennials born between the years 1980 and 1995 are the most in organizations. Women's roles are also increasing in the American workforce today. These results depict that culture and demography have a huge impact on developing ambient relationships in American workplaces today. UNIT I PROJECT BSL 4000-16G-1A22-S 5 Analyzing the Data Obtained from the Assessment Tool The results obtained from the assessment tool can be analyzed through demographic analysis. Demographic analysis is an approach used to establish and understand the age, cultural differences, sex, sexual orientation, racial and ethnic composition, and other characteristics of the workforce (Nonet, 2016). It develops the national population estimates by age, culture, ethnicity, sex, and other qualities and uses this information to analyze the coverage in the census. Three Approaches for Improving Assimilation Onsite The three approaches that can be employed to improve assimilation include organizational culture, gender management, and work-life balance. Fig Technologies can use organizational culture to address the cultural issues and concerns identified in its offices by increasing diversity inclusion (Mensi-Klarbach, 2019). The company can also use gender management to address the gender inequality problem by balancing the males and females working in certain positions within the company. Finally, it can utilize the work-life balance to ensure that the employees manage their professional and personal lives effectively. UNIT I PROJECT BSL 4000-16G-1A22-S 6 References Maddock, S. (2012). Modernization requires transformational skills: The need for a gender- balanced workforce. Women in Management Review , 17 (1), 12-17. Mensi-Klarbach, H., & Risberg, A. (2019). Diversity in Organizations: Concepts and Practices . Red Globe Press. Nair, N., & Vohra, N. (2015). Diversity and inclusion at the workplace: a review of research and perspectives. Nonet, G., Kassel, K., & Meijs, L. (2016). Understanding responsible management: Emerging themes and variations from European business school programs. Journal of Business Ethics, 139(4), 717–736. https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http:// search.proquest.com.library resources.columbiasouthern.edu/docview/1843032096?accountid=33337 Ross, L., & Morales, J. (2016). Can clients best drive agency diversity? PRWeek, 19(11), 20. https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http:// search.proquest.com.library resources.columbiasouthern.edu/docview/1841957742? accountid=33337 https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.proquest.com.library https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.proquest.com.library