Essays on Diversity Issues in Organizations Coursework

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The paper 'Diversity Issues in Organizations " is a good example of management coursework.   Global communities move towards the elimination of discrimination based on gender, age, or culture (Dickie & Soldan, 2008). Even so, global communities promote the respect and appreciation of social diversity by allowing individuals from different cultures, gender orientation, or age brackets go about their daily businesses (Kennedy, 2008). Rich and prosperous countries are seat to a collection of very diverse people. The increase in the number of people from diverse backgrounds is brought by the fact that economic activities, and hence opportunity to do business and get decent jobs, are centered on rich and prosperous global communities.

More importantly in the context of this paper, the volume of people from diverse backgrounds allows successful and interesting interactions to occur. Social perspectives of individuals depend on their cultural backgrounds, gender, and familial roles (Canas & Sindak, 2008). Cultural dynamics in the social context also operates on the same level. People see different people differently, depending on how they are trained to see, accept, and interact with diversity. Moreover, people are usually unconscious and unaware of how they act their beliefs which, when taken into the context of organizations, can both be constructive or destructive.

The effects of these characteristics of diversity towards organizations depend on how organizations handle them and apply them in workplace settings. The effects of workplace diversity are best understood from social interactions between and among individuals in the organization. Social interactions happen in two levels – formal (or professional) and informal (or personal level). People working for the same goals work together either by being grouped together through informal social interactions in the workplace or by being grouped together formally in a team designated to achieve common goals (Jarvis, 2000).

The performance of such a group depends on many factors and the leading indicator of their performance is how closely knit they are to the group. This social closeness is collectively called group cohesion and is defined as the result of all the forces that drive members into the group and restrains them from leaving the (Dickie & Soldan, 2008). Understanding how group cohesion works is important in increasing the performance and productivity of the individuals in the groups.

The same thing can be said when cultural diversity is integrated in-group cohesion settings. Social interactions occurring in the workplace are very important, probably as important as organizational goals and objectives. The type of social interaction that occurs in the workplace determines the strength, speed, and endurance of organizations. As the workplace becomes increasingly diverse, conflicts and stressful situations become more common due to individual differences (Lorber, 2007). A workplace ridden with diversity issues is facing serious threats of instability, inefficiency, and unproductive behaviors (Konrad et al, 2006).

For this reason, organizations pay particular attention to how diversity affects social interactions in the workplace and what to do to eliminate, minimize, or control the negative effects of diversity. Two of the most common causes of diversity issues in organizations are gender roles and gender power or authority in social settings. Gender Roles Gender can be defined as what society makes of one’ s sexuality. Gender no longer revolves around the human anatomy but has changed into something more complex than nature-defined identities.

Society regards gender as the prototype of the expression of essence (West & Zimmerman, 2008) which is gained through constant and repetitive interaction with other people and the society in general (Hollander, 2001). Gender is a person’ s perception of his or her sexual role in society (West & Zimmerman, 2008). The more an individual interacts with a society that differentiates one gender from the other, the more likely the individual will mould himself or herself to the roles that the society insist they follow. This social process, in turn, makes the social definition of gender true in every sense of the word.

References

Anshori, Muslich & Suhariadi, Fendy. 2007. Forming Values of Productive Behavior. 13th Asia Pacific Management Conference. Pp 1256-1262

Canas K.A., & Sindak H. (2008). Opportunities and Challenges of Workplace Diversity. Pearson Prentice Hall NY

Data-collection in Qualitative Research (DQR). (2006). www.ssrc.hku.hk/er/qr0204.doc

Dickie, C & Soldan, Z. 2008. Diversity Management. Tilde University Press

Freibery, K. L. (1997). Human development: a life span approach. Boston: Jones and Barlett Publishers Inc.

Hollander, J.A. (2001). Doing “Studs”: The performance of gender and sexuality on late-night television. In M.S. Kimmel & M.A. Messner (Eds.), Men’s lives (pp. 477-493). Needham Heights, MA: Allyn and Bacon.

Kennedy, D. (2008). Putting Our Differences to Work. Berrett-Koehler Publishers, Inc. San Francisco

Konrad, A.M., Prasad, P & Pringle, J.K. (2006). Handbook of Workplace Diversity. Sage Publications London

Lovat, T., Follers, J., Parnell, V., Hill, B., & Allard, G. (2000). New society and culture. NSW: Social Science Press.

Lorber, J. (2007). “Night to his day”: The social construction of gender. In V. Taylor, N. Whittier, & L.J. Rupp (Eds.), Feminist frontiers (7th ed., pp. 41-56). Boston; McGraw-Hill.

West, C., & Zimmerman, D.H. (2008). Doing gender. In M.S. Kimmel & A. Aronson (Eds.), The gendered society reader (3rd ed., pp. 147-164). NY: Oxford. (Reprinted fromGender and Society, 1,1987, pp.125-151)

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