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Diversity in the Workplace

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Diversity in the Workplace
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August 24, 2011

Diversity in the workplace is a subject that has gained increased attention in the workplace, not only just here in this country over the past few years. After all, the impact of affirmative action and equal employment opportunity programs on the nation's work force is undeniable. Women and minorities were the first to dramatically alter the face of the economic mainstream, while gays, persons with disabilities and senior citizens followed not far behind. The result is a diverse American labor force representing a microcosm of our society - yet one that continues to struggle with its identity. Diversity as a social condition is not new to America. According to the History Channel “We were founded as a nation of Diversity. And America has always been a merger of cultures and, as such, has undergone periods of discomfort as the world's melting pot” (HistoryChannel.com). The sense and nature of pride in diversity has led the nation to where we are today as a country. It is important to identify various dimensions of workplace diversity. The first dimension involves primary levels of diversity. That is, people with disabilities, gender, race, color, ethnicity, sexual orientation, creed, religion, and age are primary dimensions of diversity. Managers must recognize that there is a need to train, inform, and sensitize their employees to deal with issues relating to this type of diversity. Consequently, managers must recognize the effects of diversity in their firms and plan to deal with potential conflicts. Education levels differ among various employees. This may result in conflicts between less skilled or educated workers and more affluent and more educated staff members. There is a need to develop training programs to deal with these issues and to create an environment where there is opportunity for learning and skill acquisition. Mentoring and on-the-job training of less skilled workers through courses, assistant programs, and continuing education programs may even the gap between different employees. However, it is important to recognize potential and use the skills already at hand to create a more efficient team environment where each member contribution carries some value and contributes to the organization overall goals. Economic status is as important an issue as is education. Various employees come from different economic background. Their views and manners may differ, along with their expectations and motivations in daily routine and overall purpose. Nevertheless, they have to work together. There are potential problems and differences of conduct, motivation, and initiative. We as managers have to get to know our people and develop ways of using their differences for the benefit of our company. The focus should be on the positive aspects of individuals, and on merging the best qualities people have to form effective teams. Managing conflict is also very important. About eighty-five percent of those currently entering the American workforce are minorities and women. By year 2006, only 38% of the total workforce will be white males according to (Workforce 2000).
Previously, we just thought of diversity as the total number of minorities and women in the company - like affirmative action. Now we truly understand that we need diversity at every level of the company where decisions are made. From an external perspective, a diverse workforce can also provide a distinct competitive advantage for a firm and enhance its success in today's increasingly global marketplace. Businesses that have already embraced the value of a diverse work force and made a sincere effort to maximize its contributions have learned that changing hiring policies will not in and of itself ensure success. A strong commitment from company leaders is also critical. "The correct question today is not `How are we doing on race relations?' or `Are we promoting enough minority people and women?' Rather, it is `Given the diverse work force we have got, are we getting the productivity, does it work as smoothly, and is morale as high, as if every person in the company was the same sex, race and nationality? What managers must do is create an environment where no one is advantaged or disadvantaged, an environment where `we' is everyone and in which people feel their contributions are valued. Another lesson to learn is the importance of communication and a willingness to listen to what employees have to say. they will feel valued that they have a tangible stake in the company. Managers must recognize that their interpretation of a behavior isn't universal and for another person it may mean something else entirely. Workplace demands are still important. Managers must keep an open dialogue and an open mind. As I take a look at my work place and the different people we have working there, I can see each day how much diversity that are around us every day. People think different, act differently situations that happens. I have learned how to embrace the vast difference that take place. I seek to learn something for every person. Having traveled a very large portion of the European countries during the early part of my life, it becomes easy for me to embrace other people cultures and differences.

References
Dr. Suresh Gopalan Managing diversity key to success. Amarillo Business
Journal Web posted 7/3/97 http://www.businessjournal.net/stories/070397/diversity.html
History Channel ˜Ethnicityâ™ History Channel Home Page The INTERNET http//www.historychanner.com/perl/print_book.pl?ID=35087 R. M. Wentling, N. Palma-Rivas”. Diversity in the Workplace: A Literature
Review. Berkley University Database. http://vocserve.berkeley.edu/Summaries/934sum.html
Mr. Conner.Workforce 2000 Not dated http://www.mette.com/workforce.html
SBA Value of Cultural Diversity Online Women™ Business Center Not dated
http://www.onlinewbc.org/docs/starting/diversity.html

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