Successful Management of a Diverse Workforce

1. What changes are occurring in our workforce today and are likely to continue into the future?

The authority of an association is tasked with the obligation of starting and driving the association 's elements, cultivating productive practices and guaranteeing that their approaches and practices bolster the association 's vision while being receptive to change. In overseeing various workforce, the leaders have to communicate. The changing workforce is one of the difficulties confronted by associations in the later past and most organizations are not giving administrations to the extent workforce differing qualities is concerned (Wentling, 2000). Extra advantages are likewise acknowledged when the administration of a firm is various. Powerful techniques for initiative

As a business manager in human relations you must understand the differences in cultures. The labor force in today’s society in the United States workforce is getting more racially and ethnically diverse, as the number of women are also increasing. Companies use human resources management to gain a competitive advantage. Companies can no longer take the traditional approach of depending on white males to form the core of the workforce. In today’s society managers must look broadly to use talent wherever it could be found. Managing diversity is a huge issue in today’s society because each culture has a different way to be handled. If managers can be effective at managing diversity in different cultures, they will have an easier time

Today’s management in the workforce is composed of all types of people verses thirty years ago when white males held a majority of upper-management positions in companies. These positions are now held by a mixture of ethnic back grounds and women who hold just as many if not more management positions then men. Just by looking at the changes in management demographics shows how important it is for people to understand cultural competency in the workplace. Dr. Roosevelt Thomas Jr. (1999) stated, “Diversity is the collective mixture of whomever we have in our workforce characterized by their differences and similarities” (p.11). Managers and supervisors must understand the characteristics of a diversity mature individual; they also need to be

If an organization is serious about leading and managing a diverse workplace, they must prepare a plan of managing cultural diversity not only for the current status of the diversity in their organization but also for the very starting point of accommodating new employees with different cultural backgrounds. It is all about the preparation for recruiting different cultural backgrounds.

Susan Jackson states in Diversity in the Workplace: Human Resource Initiatives that, “Surveys of business leaders confirm the perception that interest in managing diversity successfully is widespread. In a study of 645 firms, 74% of the respondents were concerned about diversity, and of these about one-third felt that diversity effected corporate strategy.” This means that the majority of organizations feel diversity is important, and see the need to take action, however; implementing the process can be more difficult. This paper will outline a human resources

Managing diversity is an important add-on to the management skills they already have. Managing diversity is simply acknowledging differences in people. It involves recognizing the value of differences, combating discrimination, and promoting inclusiveness. I may also be challenged with losses in personal and work productivity due to prejudice and discrimination, as well as complaints and legal actions against the organization. Communication diversity is that as employees from different cultures and backgrounds communicate in slightly different ways. This can lead to confusion and frustration, as if the signals result is missed in miscommunication, and the productivity is going to be lost. Miscommunication can also enforce existing stereotypes about minorities, further exacerbating tensions, and in the worst cases leaving the company vulnerable to

Intent vs. Perception. Antoinette Mayer worked for DigiSys, a multimillion dollar technology company where many of the company’s senior managers were retired military officers. Jay Strong, her boss, became very friendly in an awkward way with Mayer one day where his conversation moved from business topics to more personal conversation. As time progressed, he got “warmer” towards Mayer; seemed to encounter her more in the company cafeteria and requested more of her time under the pretense of gathering updates. After many encounters like this, she decided to do something about it so she went to the Human Resources vice president for assistance. He told her that he didn’t think she had much of a case. The company was full of military

Organisations should realise that developing and attracting diverse employees retains and engages them in the workplace. Human resource management is the key to improving organisational performance, client service and employee satisfaction. Organisations may take the diversity approach to increase the performance of their employees or organisation.

Working with people from very different backgrounds can be very difficult and challenging, especially when one is the manager of a diverse organization and staff “Managing diversity aims at providing employees with backgrounds, needs, and skill sets that may vary widely with the opportunity to engage with the company and their co-workers in a manner that produces an optimal work environment and the best

The topic that I’m choosing is Chapter 17, “Managing a Diverse Workforce.” Although there is an improvement in the diversity in the workforce, there is still room for change. Businesses have made many changes to help enforce the laws that were passed regarding diversity in the workforce. Women have been integrated into the workforce and there also have been many immigrants from other countries that have been given a new start to the workforce in the United States. Laws of equal opportunity have been made to help increase the workforce diversity. The goal for full equality of women and persons of color in the workplace has not been fully met; however, the United States’ workforce has made a lot of progress.

In today’s society, with various changes occurring in demographics because of globaliza- tion it is important to focus on a more diverse workplace. Managing a more diverse workplace may cause challenges. However it will benefit the company

Recognizing the benefits of not only a diverse workforce, but a diverse culture has been an issue for us since the founding of this nation. We’ve seen from the beginning how intolerance and bigotry was present in a society which proclaimed that all men are created equal by decree. Our society has struggled with the inclusion of anyone into our culture who did not fit the mold of we saw was the norm simply because it was different. This brief discussion focuses on how those differences can be harnessed to produce a more productive workforce making the proclamation that all men are really equal come true. I’ll begin by talking about the importance of having people with different lifestyles included in our workforce. Then I’ll discuss

The following essay will delve into the challenges of the changing working force and the positive outcomes of managing diversity at work. Ageing baby-boomers along with an increased number of women in paid work and an influx of workers from diverse backgrounds within the workplace raise new diversity challenges, which people managers must handle. Managing diversity in the workplace has become an essential skill for people managers. There are many social and economic reasons that make it highly beneficial to a business.

This study is a secondary research. Due to nature of secondary research, this study does not involve any quantitative methods and any particular specific methods, which typically used in a primary research project, such as questionnaire, survey, observation, interview and etc. Indeed, this study focuses on the summaries and syntheses of existing research. All the data of this research are collected from the secondary data resources through the Melbourne University database and Google scholars. Apart from this, I look at the reference lists of some leading scholars’ research, such as Cox’s interactional model of the cultural diversity and McKay’s diversity climate studies, in order to obtain more relevant materials.