Organizational Members essay

In modern international business climate, realizing and using the multicultural diversity culture within the company is imperative on legal and productivity fronts. Firms have to evolve different training programs that not merely instruct diversity tolerance, but also concentrate on possible accountability matters and positive results. The training programs need to be comprehensive and measurable to further harden them into the existing company’s culture. This paper evolves an analysis and training model utilizing the above aims as guidelines.

The main thrust of this paper is dual.

1. Develop a theoretical model for analyzing diversity culture, complete with procedures and methods.
2. Discuss how this model could be realized in a diversity training program.

Theoretical Model for Analyzing Diversity

The model for analyzing diversity culture would put “diversity climate” as the heart of the model followed with steps for analyzing and implementing diversity in a hierarchical way. With diversity climate as the center of the model, the initial step would be to set diversity aims within the firm.

1. Training leaders of the company. The company’s management needs to find leaders who realize diversity climate and evolve the image for organizational culture alteration. It is crucial for leaders to realize why making diversity makes a firm stronger.
2. Teach new leaders. Teach new recruits in the diversity of other cultures or hire people from other cultures. Incorporated in the education would be oral presentations and written literature and quizzes. Element of this training model would be a mentoring phase, when seasoned leaders may demonstrate new recruits personally how to cope with the diversity matters, which may arise. Policies comprising diversity and cultural dissimilarities are to provide equal chance without regard to age, sexual orientation, gender, race, culture, or religion.
3. Periodic appraisals. It will assist in identifying matters in regard to diversity. Appraisals would count estimations and continuing policy reviews for new evolvements pertaining to diversity climate. Allowing feedback for novel managers and workers is a valuable resource of necessary data.
4. Reward system. A reward system will be created for those who do extremely well. Not only for those who are rewarded, but it provides others with motivation as well. Rewards bring enhanced results and give every person involved a feeling of belonging. Managers also experience augments in productivity and efficiency. Better diversity at management level is one indicator of successful diversity program. One of the most effective actions is to comprise diversity program in management estimation systems.” (Grosser, 2007)
5. Accomplishments. Once or twice a year, accomplishments are to be reported. This is to recognize any matters, which may still be present or have evolved over time. Feedback for development from all levels within a firm will be followed by the employment satisfaction.

Implementation of the Training Program

According to the important contributors to Wigham, a diversity training program “should cover applicable laws” yet “focus on the business case for training personnel to acknowledge and value diversity, rather than be anxious about preventing claims,” “should assist companies in serving the clients, become much more imaginative, and better reflect the populace at large,” and “diversity training program should be assessable” (Wigham, 2008). The significance of focusing on the value of diversity culture is mirrored in Vedantam’s Washington Post article, which asserts, “The analysis didn’t discover all diversity training is ineffective; rather, it demonstrated obligatory programs – usually undertaken mostly with an eye to avoiding accountability in discrimination lawsuits – were the trouble. When diversity training program is voluntary and accepted to develop organization’s business aims, it was associated with amplified diversity in management” (Vedantam, 2008). Utilizing these guidelines, it is possible to apply the training model in a following way:

1. Arrange a training seminar for all front line personnel members (senior management should also be present, to assist in consolidating the training program into the company’s culture).
2. Hire a legal representative or law professor to teach the seminar to ease proper coverage of diversity law.
3. Evolve training exercises, which help to transpose the law into methods that promote inventiveness and customer service.
4. Use several diversity tolerance attribution tests at the start and finale of a seminar to evaluate its effectiveness.

Every action step in this model is geared towards obtaining certain aims and advantages. The aims of Step 1 should be comparatively apparent:

1. Initially emphasize the meaning of the subject matter within the company’s culture.
2. Find time and date on the calendars for all necessary staff members.

Similarly, the advantages of Step 2 may simply be inferred:

1. Get a comprehensive source to guide the personnel through the entire process.
2. Close possible get-outs in the process regarding probable accountability matters in the future.

Steps 3 and 4 may go beyond somewhat, as many tests are really “exercise” driven. The majority of the training exercises may be a part of the lesson plan of the legal representative, and the activities may be further evolved.

After the managers receive the final results, the next steps depend on the results obtained. In case if all parties involve demonstrate a complete grasp and a satisfactory growth in acknowledgement of discrimination law and the right strategies, then the seminar has to be given a passing score. Nevertheless, if some people appear neither willing nor capable to work within the legal strategy, then each of these human beings should be dealt with on the individual basis.

It is vital to take a program past a single event, further than coping with people who score lower after the first seminar. The ground this is vital due to the fact that the final aim is to integrate the new strategy into the actual Culture of the company. If the front line employees are not persuaded that this new strategy is essential to organizational leadership, then they won’t incorporate them into own daily work, even if the first seminar is extremely successful.

Objectives of the Successful Training Program

Generally speaking, a successful training program should attain the following objectives.

• It has to be all-inclusive, tapping the expertise of a legal representative.
• It has to be concentrated less on accountability and more on escalating value to clients.
• It has to be full and open support of organizational leadership, and be concentrated on front-line personnel members.
• It has to integrate testing and the exercises that support personnel participation.
• The results need to be quantifiable, and personnel members, who were not capable to meet the expectations, should be dealt with individually.
• It has to become an enduring part of the company’s culture, not merely a one time training session.

The Benefits of the Diversity Training

Training may assist in utilizing cultural dissimilarities in multinational firms as a benefit. For this aim, based on cross-cultural appraisal, training helps to:

✓ realize the organizational culture of the firm;

✓ acknowledge the dissimilarities in the motivation of human beings of different cultures;

✓ enhanced ways of managing an international team;

✓ incorporate the various national and organizational cultures.

If the plan is totally inclusive and folded into the operating culture of the firm correctly, then the final result should be a better accustomed team, and hopefully more positive productivity from all involved.

Conclusion

Well-made programs have a positive influence on the thoughts, attitudes and conduct of workers, who show less unconstructive stereotyping, learn more multifaceted notions about the other cultures and become much more cosmopolitan in the thinking. “Companies should provide a diversity climate for all employees. It is possible to attract valuable managers if diversity culture at work is one of the major goals. Diversity climate abolishes ethnocentrism and prejudices. “Communicating in a more efficient and structured manner, operational diversity strategies will provide competitive benefits in talent employment and market accessibility” (Grosser, 2007). Diversity climate is required to guarantee a nice operating environment, employee satisfaction, and attracting talented personnel. When companies are capable to identify and address judgmental attitudes, they may successfully solve them.