MDIO Unit II Project

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

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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

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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