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How diversity impacts organizations
Diversity within the organisation
How diversity impacts organizations
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Command Zulu’s Diversity Program
Command Zulu is a dynamic and diverse organization that consists of employees from many different organizations. The employees of Command Zulu come together to manufacture, repair, and deliver widgets to the United States Navy submarine fleet. Employees are contractors, government civilians, USN Sailors, USMC Marines, and government civilians that are part of a collective bargaining unit (union). The focus of this paper is to explore Command Zulu’s diversity program in regards to the policy, groups, and management. Leadership within the Command Zulu actively supports diversity in the organization that consists of people from many ethnicities, races, disabilities, and sexual orientations. Additionally, the leadership in the organization sets the standards for all employees to follow. The first step in implementing a successful diversity program lies within the organizational policies associated with diversity.
Diversity Policy
Command Zulu’s diversity policy is focuses on equal employment opportunity and prevention of discrimination. The diversity policy is actually, what Cañas and Sondak (2011) explained as policy of compliance with Title VII law. The policy is in transition and resembles what Kirton and Greene (2009) stated as an equal opportunity program that focuses on previous equal opportunity programs given a new title to reveal commitment to diversity. However, Command Zulu’s leadership, managers, and employees do execute the current policy with diversity in mind. The execution of the diversity program covers the employees that Kinvanjui (2013) explained as the demographic composition of the team within the organization. Command Zulu’s diversity policy does not align wit...
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...osts of Opportunities of Doing Diversity Work in
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In attempts to comply with federal laws and in relation to fairness, organizations and business in the United States started increasing women’s representation and employment of people of color. These efforts resulted in a trend where women representation across all types of jobs increased while the workplace was characterized with people from different cultural backgrounds. Organizations and businesses sported multicultural and multilingual hues that resulted in a paradigm shift in the concept of workplace diversity (Srikrishna,
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Gender, racial, and ethnic diversity means different things to different people. Some believe that diversity is about quotas, and affirmative action. Others believe that diversity is something that will happen on its own with out intervention. Some experts who study diversity, however, believe that diversity is not something that should be left up to chance. It is important, therefore, for organizations to take action to encourage and foster diversity in the workplace (Clarke, 1995, p. 13).
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This document will explore what a company can do to foster diversity in the workplace. The business case highlights the development and implementation of organizational initiatives that could:
Diversity is a highly important issue in today’s business, especially in a globalized company. Workplace diversity helps to get better solutions to business problems (Schawbel, 2012). When you have a group of individ...
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The emergence of diversity in organizations can be traced to the 1960s when legislation was enacted to prohibit discrimination against ethnicity, gender, national origin, race, and religion. Even though workplace diversity origins began in the aftermath of World War I, it was not until 1961, when President John F Kennedy established the President’s Committee on Equal Employment Opportunity (EEO), which was to end discrimination in employment by the government and its contractors (Cañas & Sondak, 2011). Workplace diversity continued to be advanced through the years by Presidents Johnson and Nixon administrations.
For many decades, women have faced inequalities in the workforce. At one point, they were not allowed to work at all. Although women's rights have improved and are now able to work alongside men, they are still treated unfairly. According to the 2012 U.S. Census, women’s earnings were “76.5 percent of men’s” (1). In 2012, men, on average, earned $47,398 and women earned only $35,791.
According to the United States Bureau of Labor Statistics (2012), in 2011, women accounted for 47 percent of the workforce (ages 16 and over). Their occupations varied, as well as their marital status and their status as a mother.
America is often referred to as “The Melting Pot” of the world. With this appellation, it is not wrong to assume that the U.S. has one of the most diverse cultures. Conversely, a majority percentage of people in America would disagree with this sentiment and argue that the U.S. is comprised of many subgroups. These subgroups vary based on race and skin color and are hardly “melted” together. This apparent racial divide is very common in many American corporations as well. Management researchers have found that maintaining a racially diverse workforce has been proven to have many important benefits within a corporation. For example, having a racially diverse workforce can help match the culture of the customers in the economy to build trust, provide new and differing insights, and right some of the wrongs caused by racism and sexism in our society. Facilitating diversity is not easy, and many organizations have encountered challenges from attempting to do so. Fortunately, there actions that organizations can take to overcome these challenges in order to make diversity a reality.
Despite government regulations to promote equality within the workplace, women’s salaries continue to lag behind males in similar career with similar experiences. According to research performed by Blau & Kahn (2007) “women salaries averaged about 60% of men’s until the 1970s and rose to nearly 80% by the 1990s” (as cited in Bendick, Jr. & Nunes, 2012, p.244). Today, women on average earn approximately $.81 for every dollar that men earn in the United States (Guy and Fenley P.41 2014).