Unit V Project MD&O

2

Unit II Project

Justin Erby

228342

BSL 4000-16G-1A22-S1

Managing Diversity in Organizations

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.

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.

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 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.

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.