Fluent Essays

InstructionsAge Demographics, Executive Summary, and Compile ProjectThe Fig Technologies Executive Leadership Council (ELC) has asked you to compile a report regarding the age demographics within the organization. Your findings are that employees between the ages of 18 to 25 comprise 11% of the workforce, employees 26 to 39 comprise 31%, employees 35 to 55 comprise 34%, employees 56 to 69 compose 18%, and the remainder are age 69 and above. You have been asked to compile a report regarding the advantages and disadvantages of developing a younger workforce in both professional and nonprofessional positions as well as for older employees 65 and above. Be sure to discuss age legislation and how this will affect any decisions the company may face. You must include a minimum of one outside resource for this component. This component of the report should be one to two pages included into the final report.The second part of this assignment is to submit the comprehensive research that you have compiled throughout your consulting contract over the past seven units. You are to provide a comprehensive report of the previous studies. Please add an executive summary of the steps for improving organizational diversity to the report being submitted to the ELC. The executive summary should be approximately half of a page. The report is the compilation of the previous project assignments. Please review these assignments, making any corrections based on instructor feedback. Add any transitions along with headers and sub-headers. Specific headings and sections should include the following:Executive Summary,Fair Treatment of Ethnicities,Benefits of Organizational Diversity,Improving Organizational Culture,Gender and Work-Life Balance, andAge Demographics.Your comprehensive report should include a title page and reference page. All sources used, including the textbook, must be referenced; paraphrased and quoted material must have accompanying citations. All references and citations used must be in APA style.Attached all previous 6 weeks of work 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 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 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 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. 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