BUSN304 Working With Diversity And Conflict: Roles of leaders

 

an demographic differences like religion, race, orientation, socio-economic status and physical disability (Daya, 2014). The organization considers personality, characteristics, lifestyles, family composition, opinions and many more as diversity components in health and safety policies.

Inclusion is different compare to diversity as it holds a wider range of demographic characteristics that not generate a difference in organization bottom line unless individuals do not fall in any demographic feel. It refers to cultural and environment feeling. These can be assessed as an extent to which employees are valued, accepted, respected, and encouraged to participate in the organization. Employees within the organization feel appreciated towards the unique characteristics and comfortable to share ideas and features of its accurate and reliable selves in policies of health and safety (Cunningham, 2019).

The commitment of leaders to diversity and inclusion management

Leadership recognizes the diversity and inclusion to process work effectively for more members of the group. The commitment of leaders is very essential to adapt to the processes of the group to honor diversity and inclusion management. This is very useful to know about cultural views and helps to assist and improve diversity leadership (Cottrill, Lopez, & Hoffman, 2014). The following points will cover the leader’s commitment towards diversity and inclusion management that are evident in the procedure/policy.  

• Equality

Leadership recognizes a member of a group to prefer orientation and adapt strategies appropriately. This generates equal opportunities to get success in life and establish the right to participate in the public domain and share ideas. Leaders within the organization by the support of diversity and inclusion management develop the right and responsibility to participate in decisions of the community.  

• Collective orientation

Diversity and inclusion management recognize employees to prefer orientations and adapt strategies more appropriately. These focus on the degree of social and reinforce individual to collect achievement and build effective relationships. Higher individualism orientation presents individuality and rights within society. This also helps the society to form a relationship with higher expectations.

• Control environment

The work of diversity and inclusion has no difference. These both are known as one thing. It is also known as a priority for leaders of business. Dissecting and analyzing progress made it significantly equal to approach the future with humility and identify areas for improvement.

Roles of leaders

Leaders within the organization have the responsibility to generate an effective organizational climate and culture in the structure of the policy. Leaders manage diversity and deliver sensitive training to employees and appreciate a diverse workforce/ multicultural world. This is established through a leader's actions and behavior. Leaders of the organization play a big role compare to any other type of training session (Graf, et al., 2012).

• Communication

Employees within the organization like to know about the organization's state. Leaders instruct the employees and prepare the workforce for change. The strategy of communication about diversity is very effective to get success.

• Strategy

This is the responsibility of the organizational leaders to apply the strategy. Strategic plans help to shape organizational goals through functional steps to put strategies in action. Leadership develops a strategic plan to exemplify organization philosophy on diversity. Leadership is responsible to create a foundation in a diverse workplace.

• Support

Leaders within the organization support workplace diversity. This generates belief within the employees to support diversity and follow suit. Employees within the organization become capable to agree with the principles of leaders and support the imperative role of leaders regarding diversity.

• Policy

Management of the organization is responsible to construct the organization's policy on diversity. Equal employment policies are crafted by the organization's higher management to signify commitment level to workplace safety policies. The diversity policy of an organization comes from the organization's leader. Management of the organization is responsible to build policies on diversity and include in workplace policies.

Recruitment practice and long-term retention strategy

The organization leaders need to have the strategy for recruitment and long-term retention of organization employees. These all make sense to have different perspectives and backgrounds on the contribution of new and diverse ideas to solve issues and drive innovations. Workplace diversity is the idea that an organization should reflect to make effective relations. The leaders need to have the following strategies to implement appropriate guidelines (Das & Baruah, 2013).

• Auditing of job advertisement

This is the most effective way to recruit diverse candidates by the audit of the previous recruitment advertisements and amend the changes according to the wider range of candidates. Leaders should notice the languages and gear to a particular demographic experience level. It is important to find more ways by appealing more candidates from different backgrounds. Organizations leaders are more specific regarding demographics to boost diversity recruiting and retaining strategy.

• Internships

The organization started to diversify programs that offer an internship to a candidate from particular backgrounds. It is a very effective way to encourage candidates within the industry to join the organization and get experience. Communities within the organization area are helpful to determine and make connections with the employees to recruit and retain employees.

An initiative of HR/ managers

HR/managers play a very sensitive, balancing, and strategic role in diversity and inclusion. This is also the responsibility of the HR/ managers to take initiatives to lead an inclusive and sensitive workforce. The long-sighted initiative generates more opportunities within the organization to prevent employees from the truly accepting diversity gene of the workplace (Reynolds, 2012).

• Train and sensitize employees

It is also known as the most effective element in the diversity strategy of the organization. Views and opinions on diversity at the workplace are generated more effectively by the management of engagement activities of employees. It also builds an effective mindset by training of awareness, education, and cultural sensitivity. HR leaders also encourage training to develop an inclusive mindset and behavior to demonstrate attitude by working with an individual from diverse backgrounds.

• Strategic and inclusive

The strategy of HR/ leader regarding diversification consists of business elements and departments. This includes long-term plans to include a diverse workforce in all business elements and hierarchies. This plays an effective role in essence strategy and organization to understand the policies of diversity by invest in profit lines of business. Diversity initiatives within the organization's vision, values, plans of marketing, public image, and as well in operation and technology methods helps to implement diversity policies and procedures in reality.

Organization measurement

The organization has many measures to monitor and ensure diversity and inclusion within the structure policy. This helps the organization in many ways. This also ensures many wide spectrum of ideas, skill sets, background and support organizations to have more innovative ideas from different perspectives (Meier & O’Toole, 2012).

• Composed individuals

Diversity has an effective means for the workforce to compose many operational individuals. The geographic scope of recruiting also helps leadership to identify the skills of potential candidates. The diverse workforce culture with homogeneous higher turnover helps groups to measure retention efforts within the organization.

• Attention to organizational culture

The diverse culture of the organization helps to promote inclusiveness. Pervasive attitudes and activities help to measure and maintain diversity within the workforce. Employee surveys help to discover and measure diversity and inclusion.

Improvement of policies

Diversity is a very effective and good thing. It is very important to bring an amazing new perspective to get higher level success (Dimmock, 2011).

• Procedures

Procedures help to make sure that activities are in line with the organization's overall strategic objectives. The organization improves practices of business and increases organization culture. Employees within the organization feel invested in the organization's objectives. Organizational opportunities help to analyze the diversity to gain insight and assess work adequately by adding value to the organization’s intentions.

• Align strategies

Employees within the organization are very effective to develop and execute improve policies, procedures, and strategies to ensure effective diversity and inclusion management. Alignment helps to get everyone on a similar page and increase efficiency by supporting the business to meet objectives.

• Analyze the competition

By competitive analysis, an organization can provide value to customers. Organizations by noticing employee’s opinions can improve diversity and inclusion management. This also helps the organization as employees feel valued and recommend a brand to others.

• Relationship

Relations of organization management with the employees drive new sales and generate more possibilities to cultivate long-term relationships based on trust earn preference of brand, and repeat business. Clear action also helps leaders to improve policies and procedures by evolving requirements and desires.

• Monitor trends

The effective presentation of business also helps to improve organization performance. The essential of present trends also helps the organization to seem relevant and best practices. By motivating members of staff organization can bring a big improvement in diversity. It also motivates employees for higher-level performance as a part to listen to employees regardless of seniority. This also helps the organization to bring more effective ideas closest to specific issues.

• Technology

Web-based technology also enables management to improve workplace diversity and run business by increasing the share of the market, greater efficiency, and prevent problems of customer service. Organization processes from the viewpoint of management help to meet the accurate map of every procedure in material and information flow. By this organization can view links between the many elements of diversity and quipped to identify and eliminate waste throughout the organization.

• A regular approach to improvement

Improving diversity within the organization is an ongoing action. Organization by assessing the best practices within the industry can develop organization work. External help is also effective for the organization to assess diversity by improving productivity and redesign procedures. Step by step approach is also useful for taking everything at a single place. Priorities also enable the organization to see faster results in specific issues or procedures for a redesign.

Contrast and comparison between diversity policies and procedures

Cultural diversity within the organization is known as a big picture. Religious diversity is known as subsets of culture (Tatli, 2011). Cultural diversity is a body of knowledge that is acquired by employees with the years of being together. Religious diversity is a belief of a system that directed to the supreme deity and accepted by every individual in the culture. Employees within the organization can have the same culture but can practice diverse religious practices. Cultural diversity focuses on the employees that are social heritage. Religious diversity focuses on the creators of the whole universe. Cultural diversity is concerned with the evolution of humans’ beliefs and practices. Religious diversity is concerned by the revelation that comes by the Supreme Being to individuals. Cultural diversity is more practical as individuals behave in community shows of their culture. The religious existence is based on the fundamentals of religion that are fixed from the start.

Bibliography

Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2017. Human resource management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education.

Daya, P., 2014. Diversity and inclusion in an emerging market context. Equality, Diversity, and Inclusion: An International Journal, 33(3), pp.293-308.

Cunningham, G.B., 2019. Diversity and Inclusion in Sport Organizations: A Multilevel Perspective. Routledge.

Cottrill, K., Denise Lopez, P. and C. Hoffman, C., 2014. How authentic leadership and inclusion benefit organizations. Equality, Diversity, and Inclusion: An International Journal, 33(3), pp.275-292.

Graf, M.M., Schuh, S.C., Van Quaquebeke, N. and van Dick, R., 2012. The relationship between leaders’ group-oriented values and follower identification with and endorsement of leaders: The moderating role of leaders’ group membership. Journal of business ethics, 106(3), pp.301-311.

Das, B.L. and Baruah, M., 2013. Employee retention: A review of the literature. Journal of Business and Management, 14(2), pp.8-16.

Reynolds, T.A., Mfinanga, J.A., Sawe, H.R., Runyon, M.S. and Mwafongo, V., 2012. Emergency care capacity in Africa: a clinical and educational initiative in Tanzania. Journal of public health policy, 33(1), pp.S126-S137.

Meier, K.J. and O’Toole, L.J., 2012. Subjective organizational performance and measurement error: Common source bias and spurious relationships. Journal of Public Administration Research and Theory, 23(2), pp.429-456.

Dimmock, C., 2011. Diversifying schools and leveraging school improvement: A comparative analysis of the English radical, and Singapore conservative, specialist schools' policies. British Journal of Educational Studies, 59(4), pp.439-458.

Tatli, A., 2011. A multi?layered exploration of the diversity management field: diversity discourses, practices, and practitioners in the UK. British Journal of Management, 22(2), pp.238-253.