Problem in workplace essay

My hope is to create lasting change in the industry. A representative for CBS did not immediately respond to V. A representative for the network provided the following response to Variety:. She was selected for a management-training program, promoted several times, and was given high-profile assignments. Looking for more? Sign up for our daily Hollywood newsletter and never miss a story.

Editorial Essay: Introduction to a Special Issue on Inequality in the Workplace (“What Works?”)

By Joe Hagan. By William D. Then comes the foreign employee. There are two trends that are identifiable. Firstly, people from the developing world moved in large numbers to rich countries that were their former colonists. Secondly, top executives are moving to developing nations to sell their managerial expertise.

Foreign employees might also invoke the issue of cultural diversity and tolerance. Acceptance of diversity also covers the issue of race relations which are easy tough to manage despite struggles won in many parts of the world. Workplace diversity exists when companies hire employees from various backgrounds and experiences.

Many companies see workplace diversity as an investment toward building a better business. Although workplace diversity provides many benefits, it also poses many challenges to employees and managers. To reap the benefits of workplace diversity, employees and managers must understand the challenges and know how to effectively deal with them. The essay explore the meaning of diversity as a concept, managing diversity, a model for diversity, HRM in workplace diversity, tools for managing diversity, benefits of diversity in the workplace, challenges of diversity in the workplace, strategies for managing diverse workforce, Literature review on managing workplace diversity as well as reviewing one case study on the topic.

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Embeds 0 No embeds. No notes for slide. Essay on diversity in the workplace - aiu final 1. Managing diversity is a significant organizational challenge, so managerial skills must adapt to accommodate a multicultural work environment. The literature was structured in the following form: definitions of key concepts such as workplace diversity, as well as studies on diversity from other researchers.

Agarwala, Diversity is generally defined as acknowledging, understanding, accepting, valuing and celebrating differences among people with respect to age, class, ethnicity, gender, physical and mental ability, race, sexual orientation, spiritual practice and public assistance status Betchoo, Figure 2. It enhances good management practices by preventing discrimination and promoting inclusiveness.

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Good management alone will not necessarily help an individual work effectively with diverse workforce. Besides these classical variables, considerations are also made on personality, 5. The focus of workplace diversity now lies on the promotion of individuality within an organization, acknowledging that every person can bring something different to the business. An organization that is committed to a diverse workforce is one that aims to harness a pool of individuals with unique qualities, seeing this combination of differences as a potential for growth rather than opportunities for conflict.

Attached to this commitment is also an intention to nurture and develop the potential of each individual. Organization must understand that managing diversity is much more than gaining knowledge on race and gender issues. Managing diversity should be viewed as providing a perspective that can enhance creativity and growth. The discipline provides a way of thinking that allows us to view our organizational activities through a more objective eye. Stredwick, Once workplace diversity is implemented, companies must effectively manage the changes in policies. This presents a challenge for many organizations.

Challenges in managing workplace diversity can stem from several reasons, such as taking the wrong approach to solving diversity issues. For example, a company may adopt affirmative action policies in an attempt to solve diversity problems. Affirmative action is about giving opportunity to previously disadvantaged workers. Hiring based solely on race may not solve diversity issues.

According to Lawrence Herzog of HCareers, managers face challenges when new employees from diverse backgrounds interact with long- standing employees. Many companies offer training programs to managers to help them effectively manage their newly diverse departments. Therefore, Diversity in the workplace means bringing together people of different ethnic backgrounds, religions and age groups into a cohesive and productive unit. Advances in communication technology, such as the Internet and cellular phones, have made the marketplace a more global concept.

In order to survive, a company needs to be able to manage and utilize its diverse workplace effectively. Managing diversity in the workplace should be a part of the culture of the entire organization.


Rationale for managing workforce diversity, are to improve productivity and remain competitive; to form better work relationships among employees; to enhance social responsibility, to address legal concerns i. According to Amelio , the Four Layers Model can help the manager understand that diversity comprises many characteristics of people at work, not only a few. This dimension is the layer in which many divisions between and among people exists and which forms the core of many diversity 7.

These dimensions include the first things we see in other people, such as race or gender and on which we make assumptions and base judgements. External dimensions; these include aspects of our lives which we have some control over, which might change over time, and which usually form the basis for decisions on careers and work styles. This layer often determines, in part, with whom we develop friendships and what we do for work.

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This layer also tells us much about whom we like to be with. Organizational dimensions; this layer concerns the aspects of culture found in a work setting. While much attention of diversity effort is focused on the internal dimensions, issues of preferential treatment and opportunities for development or promotion are impacted by the aspects of this layer.

The usefulness of this model is that it includes the dimensions that shape and impact both the individual and the organization itself Amelio, A manager who wants to understand diversity and be an effective manager of a diverse team needs to pay attention to all these layers of diversity with the goals of using both differences and similarities to enrich the work environment and bring us closer to our mission.

Scholars have regularly made the link between human resource management and diversity stating that it is up to human resource managers to seek responsibility in diversity management. Human resource management could be defined as that specialized management function dealing with recruitment and selection, training and development, performance management and employee welfare with the perspective of bringing the best talent in the organization to achieve the corporate goals of the firm.

Recruitment is one of those important aspects that managers and leaders consider as part of their diversity management strategy. It is said that the quality of recruitment will impact the organization. Big companies are already seeking highly qualified employees which they believe are the resources that should be tapped and developed in the company. Recruitment can also be viewed as the first step in the development of talent in the firm.

It requires time and patience to scrutinize the potential employees, find out what they can best offer and contribute to the firm and find out the gaps between the existing skills and what could be done to improve them by bridging such gaps. Training is another key aspect of human resource management and these impacts on diversity at work.

Training aims at the improvement of knowledge, skills, and attitudes needed for the job. In a diverse workforce, training aims at bringing a potential for high performance level in firms.