Assignment Six
kokr
Mgmt3700ch11.pptxMgmt 3700
Chapter 11: Creating Inclusive Climates in Diverse Organizations
Rank in the Workplace: An Unacknowledged "Ism"
Within almost every organization there is a hierarchy among the employees that is based on position, title, role, and function. In some organizations, distinctions are made between exempt and non-exempt employees, union and nonunion employees, those who work with their hands and those who work in an office setting.
In university settings, the distinction may be between faculty (tenure, non-tenured, lecture, visiting), administrative, and staff positions. The hierarchy may relate to university-funded positions and county-funded positions, and agents, program assistant, and education advisor positions. Even in organizations that claim to have a "flat organizational chart," there are still three categories of employees--the "tops," the "middles," and the "bottoms" (Esty, Griffin, & Hirsch, 1995).
Rankism
Robert Fuller in Somebodies and Nobodies (2003) suggests that rank divides us into "somebodies" and "nobodies."
More than most care to admit, we treat others--and are treated by others--based on our relative rank.
The truth is that each of us has felt like a somebody some times and a nobody at others.
A key to feeling like a somebody is being recognized by others. Without recognition from others, we may feel discounted, disconnected, marginal, or even invisible.
Our position in the hierarchy
If you think about it, one of the first questions people ask when they first meet you, both in and out of the workplace, is "What do you do?“
Regardless of the answer, everyone from top to bottom has a strong desire for dignity and a feeling of connection.
Rankism Has Consequences
Rank is an important and necessary tool in the management of organizations. Within the area where it has been earned, rank deserves and commands our respect. However, rank-based mistreatment in the workplace can result in disrespect, inequity, discrimination, ridicule, and exploitation of those at lower ranks. Too often, classism in the workplace, or "rankism," goes unchallenged.
Left unchallenged, resentment builds among those in the lower ranks. For many, however, who simply work in quiet desperation, their frustrations are translated into lower levels of job satisfaction and performance, and lower levels of loyalty and commitment to the organization.
Additionally, large class-like distinctions in the workplace limit communication. Oftentimes, those in lower ranks possess information that would be helpful to those at higher ranks. Respect and open communication across levels may contribute to the accomplishment of important organizational goals.
In class exercise
Please utilize the tools from chapter 11, to address how you would as a diversity leader reduce rankism in the workplace. What tools, policies or practices would you make a part of your inclusion strategy.
You only earn points for accurate solutions that have been discussed in class or throughout the textbook thus far.
Reducing Rankism in the Workplace
Recognize
Recognize the work that each employee contributes.
Include
Include lower-level employees in major organizational social events.
Avoid
Avoid unnecessary distinctions that may make certain groups feel like second-class citizens.
Provide
Provide opportunities for employees at lower ranks to offer suggestions about how to do the work better. Listen to their responses.
Include
Include several levels of employees on committees and task forces, where appropriate.
References
Esty, K., Griffin, R., & Hirsch, M.S. (1995). Workplace diversity: A manager's guide to solving problems and turning diversity into a competitive advantage. Holbrook, M.A.: Adams Media Corporation.
Fuller, R.W. (2003) Somebodies and nobodies: Overcoming the abuse of rank. British Columbia, Canada: New Society Publishers.
