Manage diversity in the workplace Essay Example

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Table of Contents

1.0: Introduction 2

22.0: Manager role

32.1.: Manager’s diversity profile

33.0: Recommended management style

34.0: Role of staff

45.0: The Discrimination law

45.1: Age discrimination

55.2: Disability discrimination

55.3: Racial discrimination

55.4: Sex discrimination

55.5: Human rights

65.6: Equal opportunity

66.0: Hyatt diversity policy

77.0: Staff grievance procedure

77.1: Procedure

88.0: Diversity training Program

99.0: Australian awards for workplace diversity

910.0: reflection of diversity mix

911.0: conclusion.


1.0: Introduction

Diversity is a common thing in the universe that defines each group’s and individual’s in a unique way. In the workplaces employees have different backgrounds and personalities that need to be catered for by the management. Management policies and strategies that consider the employees’ uniqueness and brings equality provide a good image to employees, clients and the general public. These differences among individuals can generate low self-esteems, anxiety and low performances at workplaces that lead to general low productivity if not well attended to by managers the differences include educational achievements, religion, political affiliation, ethnicity, gender social classes among others. This paper provides policies that I would use in my business to manage the junior staff better (Ely et al., p no. 229)

2.0: Manager role

This assignment chose scenario 2 of the assignment involving the manager of a hospitality business of a large restaurant. My role as the manager of the restaurant is; firstly, to set goals for the business for instance the targets of the business operation. Secondly, coordination of the tasks to reach the objectives of the business. This involves allocation of resources and assigning roles to the junior staff. Thirdly, motivation of the staff through effective communication to the staff and from the staff to the manager’s office since an organized flow of information within an organization is a symbol of efficacy. Lastly, developing individuals into better performers and professional through training. My aim as a manager is to make the work and the workplace a satisfying environment to all individuals despite their diversity and to encourage diverse staff to pride room for developments of different ideas to be incorporated for the success of the business (Arbuckle et al., p no. 484).

2.1.: Manager’s diversity profile

I am a female manager of Colombian Origin. I am affiliated to the Roman Catholic Church. I am 28 years old. I am an aboriginal lady whose roots are traced back to Canada in North America working as a hospitality manger of a large restaurant in Australia.

3.0: Recommended management style

According to my understanding of management, concerning diversity of the workers, managers ought to incorporate several management styles to better manage their staff to enhance high productivity of the workers within the organization. The autocratic style of leadership is required in some situations that involve crises and conflicts where the manager makes a just and considerate decision that must be followed by the subjects (Moskovich et al., p no. 30). However, the democratic style works better in diverse group to allows each member with their own uniqueness to give their views during the decision-making process. This makes everyone feel appreciated and involved in the operations from day-to-day. Whenever there are alterations in decisions, democratic environment allows the junior staff to accept the decisions arrived at and therefore owns the resulting programs and working schedules (Bamiatzi et al., p no. 627).

4.0: Role of staff

The junior staff should undertake all activities that would bear fruits for the restaurant. That is, performing the tasks allocated to them within the time frame that has been prescribed. No member of staff is allowed to undertake strenuous work either wilful or forcefully. Promotion of the staff members will be based on working experience, professionalism and performance evaluated through quality assurance programs. High levels of integrity are required from each member of my staff which involve honesty, respect for others, and hard work (Pryor & Robert p no. 40). Tasks performed in the restaurant should not be fixed. The staff should be allowed to undertake different tasks as a way of breaking monotony at work. As per this, work divisions should be equal among all individuals despite gender, race or religious differences presents at the workplace. Female gender inferiority has been an issue that has affected many social settings and therefore as a manager I expect some resistance from the male members of the workforce (Kimmel & Michael p no, 81). There is a likelihood of complaints from the older members of the staff following equal divisions of tasks as they may demand fewer tasks compared to the young people. This attitude may be cultivated by presence of younger part timers who would be expected by the full-time workers to do more. My Christian personality may also be viewed as a stumbling block by the members of the Muslim and Hindu communities.

The working atmosphere in my management style will ensure favourable conditions for everyone. The system will present equal opportunities for all the workers and promote involvement in the decision making process. For example whether the member of staff is male or female, European of Asian, they will have equal opportunities right from employment to promotion basing on competencies (Anderson et al., p no. 787).

5.0: The Discrimination law

The laws that would guide policies of considering diversity include

5.1: Age discrimination

The Age Discrimination Act 2004 requires equal treatment of the people of all ages. Therefore my management style will ensure equal distribution of opportunity to all ages from employment of new staff to conditions of dismissal. My workforce will all be treated fairly despite their age bracket young part timers or older full time staff.

5.2: Disability discrimination

Since the Disability Discrimination Act 1992 requires employers to accommodate workers and applicants with disability, my managing policy would consider the disabled including the deaf, those affected with cancer, physical disability and mild mental disorders among others. Disabled people will be hired, and fired on the same basis as the normal persons. Pay, the fringe benefits and educational training will be provided to all.

5.3: Racial discrimination

Racial abuse is against the law and therefor my managing style would ensure that all races are treated with equality. The working conditions, pay rise, benefits and promotions would be distributed in equal proportions for grabs by all the members of the staff as required by the law

5.4: Sex discrimination

Sexual harassment is not allowed under this Act in the Australian law. The Sex Discrimination Act 1984 prohibits discrimination basing on sex marriage, pregnancy among others is against the law. The management has to ensure that this [provision is observed to the letter.

5.5: Human rights

All the actions regarding the handling of the workers issues should put onto consideration the rights of the workers according to the Australian Human Rights Commission Act 1986. People at work or seeking employment should not receive unfair treatment because of their religion, race and colour among many other bases.

5.6: Equal opportunity

Equal opportunities shall be presented to all people seeking employment or those employed as required by the law. Promotional criteria shall be based on qualifications of the persons whatever the gender, age or race.

6.0: Hyatt diversity policy

Hyatt encourages diversity at their workplaces by encouraging individuals to be themselves. Their centre of interest is individual Authenticity around which the entire diversity policy is tied. This has enables the workers to provide authentic hospitality in their hotels to their clients.

The aspect of individual and mutual respect is effectively applied at my workplace. Respect is one of our key elements in our diversity considerations. We develop the individuals too into better workers yielding higher and more motivated to carry out duties of the business just as does the Hyatt Hotels. For example the individual’s views are warmly welcome during meetings and formal communications on important operational issues and the communications be it up-down communication or vice versa are dome with mutual respect

The promotion of individual authenticity in my setting is not well applied as it is applied in the Hyatt policy. Instead, the emphasis in my setting are laid on the entire hospitality entity rather than the individual. The set of our operations are aimed at promotion of the business commitments more than the individual’s originality and attributes.

The diversity policy of my workplace should be given both narrow view, touching the individual work within the workplace setting to the broad view of consumers of our services. We can employ the three pillars at Hyatt, for example, to give our diversity policy a broader and more diverse perspective.

Bullying and subtle racial discrimination can be solved by this diversity may be through encouraging and sustaining individual authenticity and inclusive environment at the workplace. Creating informative programs on respect and appreciation of others would help erase racism especially on the people of Aboriginal origin (Larson, et al., p no. 322).

Beyond Blue organisation are deeply rooted in social issues affected people at their workplace and homes. My strategy would be achieving more through education programs from organisation such as Beyond Blue. Educating the staff on matters of discrimination would help promote a sense of diversity awareness and hence promote coexistence.

7.0: Staff grievance procedure

As a manager, I belief in simple grievance procedures that can be mastered by everyone within a short period of time and that can help find resolution faster (Lewin & David, p no. 137).

Personnel on the disciplinary panel

The disciplinary panel is necessary for the hearing of far reaching grievances chaired by the Grievance Resolution Officer and assisted by one member of staff acting as a mediator. The panel’s executive shall have a secretary for recording of resolution proceedings.

7.1: Procedure

  • In the event of conflict, the offended party should report the instance through a mediator who solves the dispute if it is minor. Is the issue is beyond the mediator the dispute is forwarded to the Grievance Resolution officer.

  • The complaint is required to fill a Complains Form at this stage and submit it to the Grievance Resolution Officer.

  • On receiving the form, Grievance Resolution Officer convenes a meeting of the disciplinary panel to hear the dispute and solve it.

  • The resolutions arrived at this meeting is to be observed by the involved parties. Their progress is closely monitored by the Grievance Resolution Officer

  • Conflicts that go beyond the panel are a subject to discussion by then entire staff where further decisions will be made.

The above procedure serves as the formal complaint procedure for the entire junior staff. A formal complaint procedure follows a particular procedure laid down and may involve paperwork. While, an informal complaint is on in which staff members solve problems amongst themselves without involving the administrational procedures (Lewin & David p no. 281).

8.0: Diversity training Program

Training on diversity should be a continuous process that promotes awareness and understanding among people that enables them appreciate others. Internal training training programs can be effective in capturing the workers in their working centres by experts from organisations such as Beyond Blue. This can be done through mass meeting or face-to-face conversations.

Seminars are one of the effective methods of creating awareness among people. They should involve camping to enhance the strength of the purpose of such a seminar. This is where people are taught on self-respect and esteem as well as appreciating others around them. Seminars promote coexistence among people who socialize in a learning situation hence developing the workers socially. Social relations may promote or undermine working of workers. Health social relations breeds high output of workers (Ehrke et al., p no. 2006).

9.0: Australian awards for workplace diversity

Australian Centre for Leadership of women is an organisation committed to empower women, the Aboriginal people among other diverse groups of people to give them a sense of belonging and better life of equity throughout Australia.

The ACLW offers the Diversity award to show the aim to owner individuals and groups that are marginalised. My hospitality entity can also win the award through empowerment of the women, consideration of elder people, the disabled among others in provision of services, employment and managing staff.

10.0: reflection of diversity mix

The contemporary management is now increasingly employing diverse staffs for what they bring to the organisation. There re are a number of benefits that are brought in by diversity that enriches a business’s competitive advantage over others. Firstly, a diverse staff would present a pool of talents that can be tapped for the benefit if the organisation. Secondly, diverse staff have varied ideas that can help improve systems of operation. Thirdly, creative and innovative solutions can be harnessed from the variety skills and high competencies from a diverse staff to improve the product involved. Lastly, diverse workforce have higher levels of appreciations and respect for one another due to coexistence and therefore show reduction in the cases of discrimination.

11.0: conclusion.

Conclusively, the organisation should enrich their workplaces with diversified staff members to promote equality among people with different shortcoming. In so doing, the organisations will get a harvest of better ideas due to having a range of skills, attitudes and knowledge in one pool where they can tap for development.


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