Diversity in Organizations, Technological Advancement - Coursework Example

Business Name: Course: Tutor: Date: Part A Holland, P, Sheehan, C, & De Cieri, H 2007, 'Attracting and retaining talent: exploring human resources development trends in Australia', Human Resource Development International, vol. 10, no. 3, pp. 247-262 The article by the three authors argues that, there is rapid change in the environment which is characterized by high levels of skilled labor. The authors challenge human resources to prioritize on designing an employment system that will gain competitive advantage. It has explained on issues associated with recruitment, retention, and development of human resources that will help reduce shortages of staffs in the organization. Further, in this article, the authors have emphasized on how HR professional association in Australia conducted a survey in order to find out how HR should attract, retain and develop the expertise. The authors have further highlighted on other HR relate issues such as team building, training, job design, career management, and lower levels of resource allocation. It has also explained how Australian organizations struggle to compete locally and internationally for skilled and experienced workers. Sujansky, JG 2007, 'Make Your Corporate Grass the Greenest: 16 Cost-Effective Ways to a Culture That Keeps Your Keepers', Journal for Quality & Participation, 30, 3, pp. 9-12. The author of this article has explained how the free market economy has been boasted by the advance technology which has led to employees having more work choices. Sujansky how employees look for greener pastures when the organization they are in does not accommodate their culture. He emphasized on the organization developing a culture that will make employees want to truly because they like the institution. The author of the article has clarified the 16 easy-to-plant that will ensure the organization remain greener for employees. The article has emphasized that; employees should have the required skills and talent that will enable them adapt to the culture of the organization faster. The author says that, employees should create a positive working environment in order to boost their actions. Employees should learn to adapt to the culture of the organization for them to enjoy their work environment. Part B Business Today, organizations face rapid changes like never before due to effects of environmental changes. Globalization is one of the main environmental changes that have affected many organizations globally (Dekkers 2005, p. 484). Environmental change has increased opportunities, markets for revenue and general growth of the organizations. The changing environment has both negative and positive effects to the organizations. The increasingly diverse markets have variety of expectations and needs that should be addressed amicably if they are to become strong collaborators and customers (Manuela 2007, p. 262). The changing environment has caused many conflicts in organizations. Stakeholders in organizations have increased, which have led to executives being convicted of illegal and unethical actions because of their powers (Schutt 1986, p. 93). The compensations and remunerations of the executives and top managers are increasing rapidly while wages and salaries of other employees are decreasing and some have remained constant for many years. Leaders and managers must possess skills on how to manage change in the organization (Manuela 2007, p. 263). A significant change in organizations can be realized if the strategy is meant for success. The nature in which change is accepted or rejected is important for the success or failure of the organization. Organizations evolve through different life cycles the same way people must evolve through life cycles successfully. Organizations develop because they go through important changes at various points in their growth and development. Organizational change and development has been a widespread topic in communications about business, management, organizations, and leadership (Dekkers 2005, p. 485). Managers and leaders in organizations are tasked with continuous effort to accomplish attainable and significant change so that they can compete favorably in the market competitive environment. The change being experienced by organizations is due to stiff competition in the market because each one of them wants to gain competitive advantage. Environmental change has made other companies fail or collapse while others are becoming successful. The collapse of some organizations has led many people to lose their jobs; hence destabilizing their families financially (Manuela 2007, p. 265). Technological advancement has been a major change facing organizations. Technology is rapidly changing and this has been a major challenge to many organizations to finance it because it is costly. Technological advancement in organizations has been cited by many organizations as the most difficult change to deal with because of the complications associated with it (Schutt 1986, p. 94). Training and development of its employees is required for organizations to adopt the new technology. This is time consuming and costly because the organization can loose its customers or collapse if it is not financially stable. This is caused by the frustrations of environmental change in organizations (Dekkers 2005, p. 486). It can be difficult to accomplish a successful organizational change because of resistance from some stakeholders such as employees. It is difficult to adopt change because it is like trying to change the behavior or character of a person (Kecia 2008, p. 283). Though it is difficult to adopt change, there is an increasing body of research, tools, and practices that will help organizations adopt to change. The roles of all people in all organization should be clearly defined so that overall organizational change; can be applied with practices and principles that will lead to successful change in the organization (Manuela 2007, p. 268). Change of management is a crucial factor in organization because it will lead to new styles of leadership and management. It can become difficult if employees and other stakeholders in the organization do not recognize the new leaders or management. With new management, there are new procedures, practices, and principles that need to be adopted (Manuela 2007, p. 269). For organizations to adapt to changes in the environment, there are some approaches that should be applied. Some of these are explicit, structured, and planned while others are more implicit, unfolding, and unstructured (Schutt 1986, p. 96). Environmental change in organization will help the top management remain visionary and take an action plan that will ensure organizational goals and objectives are achieved within the set time. Changes in environment will keep the organization top management on toes so that it can be ready to take any situation at hand to ensure the company performs as expected (Dekkers 2005, p. 487). Diversity in organizations covers ethnicity, family responsibilities, religious beliefs, sexual orientation, cultural background, language, gender, and age (António & Ruckes 2001, p. 22). It also refers to how people are different, such as life experience, marital status, personality, educational level, and socio-economic background (Schutt 1986, p. 98). Diversity is strength to a company because managing diversity successfully will ensure the organization succeeds. Diversity is important in the organization because people will share information from different backgrounds and experiences that will ensure it achieve the set goals and objectives (Marilyn 2003, p. 53). Diversity creates an environment that utilizes and values contributions of people with different experiences, background, and beliefs; hence, new ideas will be generated leading to new ways of doing things (Myrtle 2006, p. 33). Diversity will ensure the principle of equal employment opportunity (EEO) is upheld. Equal employment opportunity (EEO) policies and principles address the continued disadvantage experience by a particular group, ethnic community, and race at work. This will reduce cases of discrimination that may affect the organization’s reputation negatively (António & Ruckes 2001, p. 24). Organizations will be forced to develop and formulate strategies and policies that will accommodate people with different backgrounds, family responsibilities, and perspectives of their employees (Holland, et al. 2007, p. 247). Diversity has been known to improve performance in the organization. Diversity will eliminate cases of discriminating people because of their disabilities, gender, race, backgrounds, family responsibilities, and perspectives. The policies and principles are an important foundation for workplace diversity policy that will maintain stability in the company. Diversity is essential in managing changes in environment because different people in the organization will contribute different ideas, views, and opinions on the management on change (António & Ruckes 2001, p. 26). Workplace diversity principles should be incorporated in the human resource department. Aspects such as performance appraisal, recruitment, planning, training, workplace relations, and training and development will be improved (Holland, et al. 2007, p. 256). This will be important when managing change in the organization. All organizations should reinforce diversity by recruiting people through the human resource department from different backgrounds for change to be adopted faster. Commitment will be reinforced because it will incorporate flexible working conditions and measures because employees will balance their work in the organization with other responsibilities (Marilyn 2003, p. 57). It is believed that, diversity strategies at work place will help promote organization’s relationship with all stakeholders. This will enhance mutual understanding between employees and top management in managing change in the organization. This will improve the quality of its services, products, and programs (Myrtle 2006, p. 38). Diversity in the business environment will promote management systems and culture that will be socially acceptable. This can be possible when the organization focuses on embedding and inculcating the principles of diversity so that changes in the organization can be improved on service delivery (Marilyn 2003, p. 58). Diversity is reflected through people and performance management. Diversity is an element that is core in leadership development, management, control, assessment, and evaluation because it can help the organization manage changes in the environment (Marilyn 2003, p. 59). Good culture can be enhanced in the organization by ensuring all employees adhere to the rules and regulations governing the organization (Sujansky 2007, p. 93). People in an organization have different cultures that should be appreciated. This is important in the business environment because different people have different preferences and tastes for products that will ensure they are conducive in business operations (Dekkers 2005, p. 489). Diversity will increase creativity and innovation in the organization. This is because; a diverse workforce will give the organization a broader range of ideas, perspectives, and insights especially managing changes that occur in the environment. Diversity will improve services to the customers of the organization because they will be able to understand them better; hence, improved service delivery (Sujansky 2007, p. 98). A diverse organization will improve communication because they will be able to understand the needs of the community. An organization that capitalizes and value on employee diversity has a fulfilling and productive work environment that will help them attract and retain committed employees (Kecia 2008, p. 289). This will save the organization the costs of training and recruitment while maintaining expertise and corporate knowledge. The organization should promote equity and productive diversity in the employment practices in business (António & Ruckes 2001, p. 27). Reference: António, S. M. & Ruckes, M. E. 2001. Diversity in organizations. New York: Centre for Economic Policy Research. Pp. 22-27. Dekkers, R. 2005. Evolution: organizations and the dynamics of the environment. New York: Springer. Pp. 484-489. Holland, P, Sheehan, C, & De Cieri, H. 2007. 'Attracting and retaining talent: exploring human resources development trends in Australia', Human Resource Development International, vol. 10, no. 3, pp. 247-262. Manuela, S. 2007. Success in changing environments: strategies and key influencing factors. Frankfurt: DUV. Pp. 262-269. Marilyn, J. D. 2003. Individual diversity and psychology in organizations. New York: John Wiley. 53-59. Myrtle, P. B. 2006. Diversity in organizations. South Western: Thomson/South-Western. Pp. 33- 38. Kecia, M. T. 2008. Diversity resistance in organizations. New York: Lawrence Erlbaum Associates. Pp. 283-289. Sujansky, J. G 2007. 'Make Your Corporate Grass the Greenest: 16 Cost-Effective Ways to a Culture That Keeps Your Keepers', Journal for Quality & Participation, 30, 3, pp. 9-12. Schutt, R. K. 1986. Organization in a changing environment: unionization of welfare employees. New York: SUNY Press. Pp. 93-98. Read More