Manage and promote diversity

  • Category:
    Management
  • Document type:
    Assignment
  • Level:
    High School
  • Page:
    2
  • Words:
    1416

Cultural Diversity in the Workplace

Answer the following short answer questions:

  1. Explain how you could act as a role model for others at work through individual behaviour so that you demonstrate respect diversity?

Understanding the cultural and individual diversity among workmates is the first step. Knowing various diversity among colleagues in the workplace, I can take the variation through a SWOT analysis to help in understanding what such behaviours may bring in the workplace, how they may help me or the firms achieve its objectively amicably. Subsequently, I will learn how to incorporate the good one within the work environments, respect those colleagues hold on them but, may be unbeneficial to the firm, and encourage members on the need to incorporate and embrace other members behaviour that may help the firm and the workmates move forward and choose to appreciate their culture, though tame certain behaviours that may cause harm to the organization with a key focus to standard of operations and ethics in the workplace which may incorporate through training (Hudson, 2010 p3).

  1. How could you as a manager successfully implement diversity policy in the workplace?

Implementing diversity policy is a notch higher unlike valuing and understanding diversity. A manager should embrace diversity to remain competitive and distinguish your firm being a socially responsible leader in the business realm to the enterprise communities, customers, and employees. Thus, successful implementation ought to integrate three fundamental overlapping segments organizational structures, organizational markets and the organizational workforce. In coming up with a diversity inclusion policy, the framework ought to enshrine such elements as workforce origin, sexual orientation, mental or physical abilities, age, gender, ethnicity and the race. Thus, the policy tries to overcome barriers and embrace open behaviour, communication and attitudes that strengthen the organization in the three key aspects. The policy ought to bring in the fact that greater insight comes from diverse workforce that help puts light on the diverse communities and customers’ needs. Hence, more effective work relation is built via removing structural barriers (RBC, 2003 p3).

  1. How can you assist and coach colleagues in ways of accepting diversity in relation to both colleagues and clients?

Help the coach colleagues, in understanding the various aspects of diversity in the workplace and among clients. Educate them on ways to eliminate discrimination and bias in the workplace and among customers. Such will include: decision-making inclusion, free culturally insensitive signage, posters and literature in the workplace, ensuring workplace committees are cross cultural employee represented, and ensuring the presence of cross cultural work teams are in place. Understanding various communication strategies and their cultural diversity sensitivity and implication towards smooth teaching and presentation whether, signage, written, posture, appropriate physical, facial and gestures expressions and verbal or use of interpreter is crucial. Ensuring my coach colleague understands that work practices termed as culturally appropriate are free of prejudice, racism, stereotyping and bias and non-discriminatory (Commonwealth of Australia, 2012 pp8-9).

  1. How would you develop work practices and undertake planning in a manner that shows respect for workplace diversity?

  1. Value and understand diversity:

  • Speak and write using sensitive and respectful language

  • Adapts to ever changing business and demographics needs

  1. Create effective listening skills

  • Encourage open dialogue in reference to diversity and sharing learning and personal experiences

  • See people differences as potential and valuable assets

  • Recognize own assumptions, biases and prejudices and understand privilege impact

  1. Work for a change:

  • Ensure that the plan and practices challenges the norm and takes risks

  • Deals with inappropriate behaviour and conflict in a timely manner

  1. Develop, coach and mentor others

  • A plan and practices that makes decision of development having in mind desire, talent and input and does mentor other people giving back feedback in time. Subsequently, it should help teamwork among diverse teams as it motivates and empowers others.

  • A plan and practice that embeds within its framework cultural sensitivity promoting a range of styles, perspectives and ideas realizing there are myriad ways of undertaking an activity successfully (RBC, 5).

  1. Expain: how you could encourage a supportive workplace by valuing and promoting the benefits of a diverse workforce to those working in the workplace in accordance to relevant policies?

By developing diversity competence principle which is made up of four critical areas: Action or behaviour, skills, knowledge and awareness.

The workplace need to embrace awareness that helps them recognize differences not as environment inappropriate responses or abnormal behaviours rather as diversity. Also, the workforce should respect the behaviours and values diversity benefits to the organization and the people. Further, each individual ought to realize that each culture finds some more desirable behaviour and some more important values than others.

Knowledge, work hard to learn other people cultures, through asking fellow workmate, read books, watch movies and go an extra mile of learning a unique language among your workmates to help understand some factual detail on other cultures backgrounds.

Skills: work hard to learn various fundamental skills that may necessitate cultural diversity cohesiveness co-existence such as problem-solving, conflict management skills, cross-cultural communication and create a personal initiative to understand the world from other cultural perspectives and respond to difference with cultural maturity.

Behaviour or action: incorporate cultural difference topic in workforce training, short courses and continuation departmental or organizational training examinations. Put in place mentors of other cultures and be patience as change takes course (Patreese 2001, p9-10).

  1. Explain the differences between direct and indirect discrimination.

Direct discrimination refers to unfair treatment following any attribute under the law of protection in any given nations such as age, sexuality, sex, race, disability and pregnancy among other attributes. Focusing on indirect discrimination, it emanates when a rule or a requirement is seen as neutral to all people although it has an element of disadvantaging another person with any or some of attributes that the laws against discrimination put forth. The effect of disadvantages to the other party is unreasonable. For instance, assuming that a concert ought to be attended by those with the company’s ticket and a blind person is unable to access the website and upon ringing to the company to make a direct purchase the company tells the caller that tickets are only accessible via the company’s website, which is not accessible, thus due to the client’s disability is denied purchasing the ticket (Australian Capital Territory, 2010, p1).

  1. You are in an organisation with a diverse workforce and client base. What actions could you take to encourage respect, deal with problems arising from diversity and assist in using diversity as an asset to your workplace?

I would put in place various platforms, as Wmbui, Wangombe, Muthura et al., (2013, p202) points out:

Step 1: Come up with a recruitments strategy that puts more insight on diversification significance in an organization. The organization should come up with guidelines and policies for conduct of staff and service each employee with a copy.

Step 2: Take the recruitment staff through a training to equip them with diversification knowledge and skills.

Step 3: Enforce appropriate conflict management and cultural sensitivity training management and model good behaviour for the managerial staff.

Step 4: Put efforts in ensuring all staffs have cultural sensitivity training to promote tolerance and facilitate better communication among the staff members. The program should encourage the staff to appreciate their diverse experience, education and skills.

Step 5: Arrange channels that necessitates periodic feedback such as staff survey, or questionnaire or appraisals. Upon the information analyses communicate to the staff portraying changes embraced and existing gaps.

Step 6: Put emphasises on the need of teamwork and open communication across work function, by encouraging horizontal communication via use of social media platforms that encourages only members of staff and clients to integrate.

Step 7: come up with an annual event that brings together staff and or clientele to improve their morale and break-down formal barriers such as informal gatherings and retreats.

References

Australian Capital Territory, 2010. Discrimination. Human Rights And Discrimination Commissioner ACT Human Rights Commissioner, pp1-2. [Internet]. http://www.hrc.act.gov.au/res/Discrimination_T2%20Dec10.pdf

Commonwealth of Australia, 2012. HLTHIR403C Work Effectively With Culturally Diverse Clients And Co-Workers. Community Services and Health Industry Skills Council,pp1-9. [online]. https://training.gov.au/TrainingComponentFiles/HLT07/HLTHIR403C_R1.pdf

Hudson, C. 2010. Respect, Equity and Diversity Framework. ACT Public Service. [Internet]. http://www.cmd.act.gov.au/__data/assets/pdf_file/0005/171869/redoverview.pdf, accessed, 5/3/2016.

Patreese, D. 2001. An Overview of Diversity Awareness. Pennstate College of Agricultural Sciences.

Royal Bank of Canada, 2003. Diversity Behaviours: What We Can Do. Diversity and Employment Equity RBC Financial Group

Wmbui, T. W., Wangombe, J.G., Muthura, M.W. et al., (2013). Managing workplace diversity: a Kenyan perspective. International Journal of Business and Social Science, 4(16):119-218.