Managing Diversity Essay Example for Free

Managing Diversity Essay Various literatures indicate that managing diversity within today’s labor force has become a primary concern for companies and organizations today. According to the Bureau of Labor Statistics (2012), compared with the labor force of past decades, today’s labor force is older, more racially and ethnically diverse, and composed of more women. Over the next decade, the labor force will become even more racially and ethnically diverse (Bureau of Labor Statistics, 2012). Non-Hispanic whites made up 67.5 percent of the U.S. labor force in 2010 (Bureau of Labor Statistics, 2012). Bureau of Labor Statistics (2012), projects that this group will compose 62.3 percent of the labor force in 2020, a decline of 5.2 percent. By 2020, the Hispanic, Asian, and African American labor force are all supposed to make up 18.6, 5.7, and 12.0 percent, respectively (Bureau of Labor Statistics, 2012). The only way that diversity can be managed successfully is in an organizational culture that values diversity (Sidel, 2009). According to Kulik and Roberson (2009), when an organization values diversity, the people work better together. If people don’t work well together, the organization does not work well (Kulik Roberson, 2009). The purpose of this paper is to explain the difference between the terms managing diversity and valuing diversity, and the four key components that make up diversity management. Differences between Managing Diversity and Valuing Diversity In order to better understand how diversity management fits into an organizational culture that values diversity, certain distinctions must first be made. One must know the difference between diversity management and culture of diversity. Diversity management involves establishing long term goals to develop, promote, and utilize the skills of a diverse workforce (Marquis, Lim, Scott, 2008). By culture of diversity, it is meant that an institutional environment is built on the values of fairness, diversity, mutual respect, understand, and cooperation (Loden Rosener, 1991). A culture that values diversity emphasizes the importance of employees of different races, cultures, ages, genders, sexual orientations, values, beliefs, ethics, and abilities to work together effectively (Lussier, 2012). Diversity Management with an Emphasis on Valuing Diversity There are four main aspects of diversity management are the support of top management, diversity leadership, policies and procedures, and diversity  training (Lussier, 2012). There must be an emphasis of valuing diversity into each of the four aspects of diversity management: management support, diversity leadership, policies, and training. Management Support Diversity management begins with support from top management. While valuing diversity most often begins at the bottom in organizations, it must involve those at the top if it is to succeed long term (Loden Rosener, 1991). Fostering the right organizational culture is one of the most important responsibilities of a chief executive (McDermott, 2001). Billings-Harris and Anderson (2010) state: The CEO’s understanding and willingness to engage and challenge the organization’s leaders with respect to the vision, business strategy, financials, goals, and objectives are critical for survival. This is no less true for the CEO’s involvement with the inclusion and diversity strategy. When led effectively, these initiatives are embedded in the overall strategy and can act as one of a few powerful people-focused catalysts that drive business results. (p.28) Cox (2001), asserts that to ensure management support in diversity initiatives, an organization should create a separate senior executive position focused on diversity objectives. This diversity director should be involved in all aspects of the firm and should attempt to make diversity an overall business requirement (Cox, 2001). Loden and Rosener (1991) state that once diversity is accepted as an organizational value, a new set of assumptions begins to operate within the organization, and that these assumptions are based on the positive contributions that diversity is perceived to offer. As part of a long-term strategy aimed at changing the corporate culture, many executives participate in team building sessions and other activities designed to encourage open dialogue among employees about diversity issues (Lod en Rosener, 1991). Diversity Leadership The second key aspect to diversity management is diversity leadership. Leaders should be able to influence employees to work toward the organization’s objectives (Lussier, 2012). The organization’s leadership should cultivate a mindset that acknowledges that diversity requires long-term cultural change and interprets diversity to include all people (Loden, 1996). Loden (1996) states that rhetorical statements advocating  diversity will not by themselves motivate change, and extensive leadership involvement is needed to help diffuse the principles of diversity throughout the organization and into the attitudes of employees. This involvement requires time and energy on the part of senior leaders and is the most significant sign that diversity is a high priority in an organization (Loden, 1996). Policies and Procedures Policies and procedures of an organization regarding diversity make up the third aspect of diversity management. â€Å"EEO is a legalistic response to workplace discrimination originally mandated by law. Affirmative action programs are outgrowths of equal employment law.† (Loden Rosener, 1991) Loden and Rosener (1991) conclude that while these programs have led to changes in the composition of the labor force, they have not been linked to an organizational culture change. They state that valuing diversity builds on the basic premise of equal employment law and affirmative action, and that by focusing on the quality of the work environment, valuing diversity moves beyond affirmative action (Loden Rosener, 1991). It acknowledges that hiring and promoting diverse people does not automatically lead to mutual respect, cooperation, and true integration (Loden Rosener, 1991). Diversity Training The last aspect of diversity management is diversity training, also sometimes referred to as awareness training. Diversity training programs aim to make people more aware of the issues and the opportunities that exist in reducing differential treatment, including awareness of attitudes behaviors, and biases (Morrison, 1992). According to Morrison (1992), focusing on theories, principles, demographic changes, and organizational benefits of increased diversity is common in diversity training, but it is unlikely to cause individuals to examine their personal values, attitudes, and behaviors. Diversity education is not achieved by one or two workshops, but requires a consistent, continuous effort to understand diversity concepts (Thomas, 2005). Diversity or awareness training for most organizations should consist of three major steps: (1) Begin with leadership education. (2) Follow up with general manager and employee education about stereotyping and the dimensions of diversity. (3) Continue with ongoing seminars in  managing diversity as a vital resource, understanding the dimensions of diversity, career development/efficacy of training for diverse employees, and so on (Loden Rosener, 1991, p. 204). Accountability for Diversity Even though it is not one of the four main aspects of diversity management, it is important to talk about rewarding behavior that values diversity. As efforts to create the culture of diversity evolve, Morrison (1992) states that the three most commonly revised administrative procedures to hold employees accountable are performance evaluations and resulting financial rewards, succession planning, and promotion systems. Employees and management at all levels should be held accountable for nurturing a culture that values diversity, and responsibility must be distributed throughout the organization if diversity goals are to be achieved (Morrison, 1992). Even in cases where employees do not personally endorse the philosophy, their workplace behavior should still be expected to support this change (Loden Rosener, 1991). Conclusions In conclusion, diversity management does not focus on recruitment and hiring practices. Recruitment and hiring polices, such as Equal Employment Opportunity and Affirmative Action, are short term objectives and do not address organizational growth and development (Marquis, Lim, Scott, 2008). Diversity management is a long term focus on developing and utilizing the skills of a divorce labor force and focuses on striving to achieve organizational objectives while creating a positive work environment (Marquis, Lim, Scott, 2008). However, diversity management is only effective if the culture of the organization values diversity (Sidel, 2009). An emphasis on valuing diversity needs to be implemented and supported by top management, and the leaders of an organization need to cultivate the belief and value of diversity (Loden, 1996). Programs and policies must go above and beyond the minimum legal requirements for recruitment and selection (Loden Rosener, 1991). Training and awareness pr ograms should include education about differences in beliefs, cultures, and opinions (Morrison, 1992).

Essay --

The Partition of India in 1947 illustrated what the real situation for decades with conflicts of religion and dominance as India gained independence from the British Raj. The process of dividing the subcontinent along sectarian lines resulted to the establishment of Pakistan as the predominantly Muslim sections of India; and the establishment of the Republic of India composed of the southern and majority Hindu section of India. Religion played a major role in the conflicts that existed between Hindus and Muslims aggravated by British imperialism. The Hindus were unwilling to accommodate Islam and the conflicting religious views between Hindus and Muslims made it extremely difficult for their peaceful co-existence. Hinduism is a strict hierarchical structure that is separated into thousands of castes to isolated units. Hinduism as a closed society commands loyalty from the implemented system of each caste with the presence of outsiders considered as the barbarians. Any connection with such outsiders through intermarriage and any other kind of relationship or by simply sitting, eating or drinking with them are forbidden because such outsiders would only pollute the purity of Hindus. Hinduism principles are primarily directed against those who do not belong to them and all foreigners even if such individuals referred to as Maleccha are inclined to their religion. Hinduism in its strict intolerance of other faiths led to the rejection of Hindus to assimilate Indian Muslims and ensured of a barrier that always divided Hindus and Muslims. The religious differences were fundamental to the separation of Muslims and Hindus and the hostility that constrained the possibilities of cooperation between them. The Muslims shared a se... ...ions of right and wrong and has placed the British in a very ugly world impression of Britain’s evil capability of stirring up hatred and doing nothing to suppress the consequences of division the imperial power orchestrated; and thus left the Hindus and Muslims in conflict and an absolute despise of the British. The scheme of winning wars using the troops of India clearly benefitted the British Empire even with the result of the loss of millions of Indian soldiers. The British were the great benefactors of the conquered peoples who generously gave in to promises to address the natives’ sentiments for independence. The British Empire was fed a boost for its international power with the ordinary public playing the no role in international politics except its consent to continue the illusion of popular mandate in the conception of state power by modern democracy.

Commandant Reflection Paper

COMMANDANT REFLECTION PAPER (CRP) â€Å" Reflection, in the context of learning, is a generic term for those intellectual and affective activities which individuals engage to explore their experiences, in order to lead to new understandings and appreciations. It may take place in isolation or in association with others† Boud, Keogh & Walker, 1985, p19. INTRODUCTION 1. The 15-week Command and Staff Course (Executive) at Goh Keng Swee Command and Staff College exposes officers with myriad of learning opportunities in professional military education and training.Correspondingly, the different modules conducted throughout the course serve as touch points for officers to reflect on their personal learning and development journey. 2. Consequently, officers need to dedicate time to journal their reflections at each juncture of the course not just for record purpose but more so to gauge their progress in professional and personal development and growth. OBJECTIVE 3.The objective o f the Commandant Reflection Paper (CRP) is for the officers to take ownership to reflect, journal and share on their professional and personal learning, development and growth throughout the 15-week Command and Staff course (Executive). REFLECTION TITLE 4. The reflection is titled â€Å"Are you ready to Lead? † 5. In your reflection, you should consider the following questions: a. Referring to the CSC(E) Graduate word picture (See Figure 1), how has attending the GKS CSC prepared you to Lead? What aspects of the course have developed and prepared you for your future roles in the SAF? b.How much do you think you have developed in both the professional and personal competence? Figure 1 Organisation Knowledge Comprehend changes and trends in strategic environment Adaptive to organisational challenges that arises Military Technology Adept at applying military technology in developing innovative operational concepts and capabilities and fully appreciate the impact of future techno logy trends and developments Military Operations Comprehend military operations in a Joint environment Decision Making Competently arrive at timely decisions based on systemic analysis of the relevant context, factors and values Life-Long LearningInspire to life-long learning Develop self awareness & personal mastery CSC(E) Graduate Word Picture c. Apart from the course curriculum, what else have you learned and developed in this journey that you feel will better prepare and serve you in the years ahead? d. What would be your leadership and values philosophy? and e. What other aspects do you think are needed to further prepare you to Lead? DELIVERABLES 6. Officers are to journal and share their reflections at the end of the course at syndicate and course level.Insights gleaned from syndicate and course levels sharing will help to further strengthen individual CRP. 7. Details on the paper are listed below : a. Word Count. 2000 – 2500 words. b. Presentation and Submission. (i)End of Course. Officers are to share your reflections in relation to the CRP title at the end of the course at Syndicate level on 22 Nov (Thu) from 0830 to 1020 hrs and at Course Level from 1030 to 1220 hrs. (ii)Submission of Paper. Officers are to submit the paper, both in hard and soft copies, by 23 Nov 2012 (Fri) 0830 hrs. c.Officers are strongly encouraged to develop the habit to pen down reflections regularly such as at a daily or weekly basis, or after each lesson, sub-module or module to chart your reflection paper. Mapping your reflections as a frame is a suggested method as you could build on the frame going through the course. CONCLUSION The CRP serves as a self-reflection on how each officer has developed and grown during the CSC(E) journey, in preparation to lead. Officers should also capitalise on this process and internalise it as a culture of reflection in the course of their military career and beyond. Prepared By : LTC Terence Goh

Explain Natural Law Theory Essay - 1128 Words

Explain Natural Law theory In this essay, I will discuss the theories behind Natural Law, as well as the qualities it is seen to possess. I will explain Aquinas’ concepts and theory on Natural Law, discussing eudaimonia and the doctrine of the double effect. Finally, I will reflect on some of the positive and negative aspects, in summarising Natural Law theory. It is important to highlight that Natural Laws differ from acts which occur naturally. There are many aspects to Natural Law, the first being the concept that it is absolute; therefore it includes set rules to follow. Thomas Aquinas believed that these rules were the primary precepts, along with the secondary precepts, which are obtained from natural morality within humans.†¦show more content†¦This means humans have an innate understanding of the concept â€Å"That good is to be done and to avoid evil†. This natural reasoning, helped to form the basic principles for how to determine the right action within a situation. As previou sly mentioned, Natural Law was originally based upon the idea that all humans strive for eudaimonia, although Aquinas had his own interpretation of this concept that upheld Gods satisfaction should be the true purpose of life for humans. In order to achieve eudaimonia and follow Gods plan, Aquinas observed five main aims that he felt were inbuilt in humans, due to God creating us with the ability to reason, these were named the Primary Precepts. The Primary precepts are: ‘Worshiping God’, ‘Fulfilling an ordered society’, ‘Reproducing’, ‘Learning’, and ‘Defending the innocent’. It is from following these five rules; we derive the concept of Secondary precepts. These rules cannot be broken, and are absolute, as well as being universal. The secondary precepts are there to set out a pathway for the primary precepts to be implemented. As an example, the Primary precept ‘worship god’ may be supported by the Sec ondary precept ‘set one day a week aside for worship.’ When actively applying Natural Law theory to individual situations, the word Causistry is used. If Natural Law is followed, then for a doctor, terminating a patient wishing to be euthanatized would be morally wrong. However, if the doctor injects the patient with a large amount ofShow MoreRelatedExplain the Theory of Natural Law1808 Words   |  8 PagesJanuary 2001 Explain the theory of Natural law (25 marks) The theory of natural law originates from Aristotle’s idea of goodness as fitness for purpose and stoic’s concept of a universal law of reason which is in agreement with nature. What we now call human nature. 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