Diversity Management Group and Report Writing Contents

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DiversityManagement Group and Report Writing

Contents

Introduction 3

Background of Study 3

Purpose of the Study 4

Company Case for Diversity and Particpatory Management 5

Ford Company’s Profile 5

History of Diversity management in Ford Company 6

Best Practices that are Currently used to Promote Diversity 7

Conclusion 9

Humanresource management has always been faced with challenges regardingdiversity management (Sabharwal, 2014). However, the problems havevaried over time. In earlier stages of industrialisation, the concernwas mainly on running class divisions. Currently, the increasedcultural variety has led to shifting to managing varied groupdimensions in the workplaces. Diversity management has become abetter alternative to affirmative action and employment equity.Diversity management is less controversial, and it is also avoluntary corporate approach that has provided a platform fororganisations to capitalise on its advantages. Certainly, the term‘diversity management` is gaining popularity, and is sometimesunder the corporate social responsibility rubric in many largecompanies (Armstrong &amp Taylor, 2014). Diversity management ismainly involved with providing jobs for the minorities and alsocreating more awareness on cross-culture and communication.Incorporation of diversity management in firms has led to reductionsin turnover, absenteeism and an enhancement in terms of creativityand innovation. In addition, it has attracted more competent workersand promoted inclusion into organisational structures. This paperwill review some elements of diversity and participatory management.The recent years have been characterized by increased diversity andinitiatives of cultural competence. After addressing some of theinitiatives, the paper will end with an outline of activities thatcan be utilised to encourage and promote diversity in variousworkplaces.

Backgroundof Study

Inthe late 1960s, there was a significant improvement in the promotionof workplace diversity in the US. Regarding minimisingdiscriminations in employment, President John F. Kennedy created acommittee on Equal Employment Prospect. The implementation of theCivil Rights Act of 1964 was also a breakthrough for diversity inmany corporations (Riggio, 2015). Since then, various policies tosupport equal employment opportunities have been put in place. Mostfirms are being advised to avoid deliberation of characteristics suchas race and skin colour. The increased diversity has led to increasedcompetition. More companies are incorporating participatorymanagement in their systems to improve production. Diversitymanagement has become a significant element of organisations in theUnited States and in addition, it is now a multimillion dollarconsulting enterprise. Recently, analysts have queried what diversityentails, its availability to boost morale and production in anyorganisation.

Purposeof the Study

Thestudy was conducted to obtain information about how human resourcesmanagements are striving to integrate diversity and participatorymanagement in large companies.

ResearchQuestions

Howto build an integrated multicultural workforce.

Howto create and inclusive participative working environment.

Materialsand Sources

Informationin this report is based on facts from relevant academic articles,interviews with employees from various companies and the Ford MotorsCompany`s website. I am sure that the workplace diversity andparticipatory management is a necessary issue that needs to beconsidered in human resource management. We ensured that we usedconventional information sources. The questions delivered to variousworkers and managers were based on ways to improve diversitymanagement in different workplaces. To make an interviewee understandquestions presented to them in questionnaires, technical terms usedwere explained. In addition, the questionnaires were sent throughe-mail to the companies before we went to carry out our studyphysically. We also put in place measures to eradicate biasednessduring our interviews. Respondents were asked for consent before theywere interviewed or they answered any questionnaires.

Limitationsof the Study

Insufficientresearch has been done regarding diversity management andparticipatory management in the past. Therefore, we had limitedsources from which we could retrieve information. In addition, sometheories that are quoted in some websites and books were moreapplicable in some situations than others. More so, we were able toconduct our research in only one company.

CompanyCase for Diversity and Participatory Management

TheFord Motor Company`s website served as the principal source ofinformation. More so, some information was gathered from other onlinesources. We were mainly interested in the firm`s involvement indiversity management and how the latter affects its activities.

FordCompany’s Profile

FordMotor Company was founded on 16th June 1903. It is mainly involvedin the manufacturing of different types of vehicles that aredistributed to many countries in the world. Ford has more than 100branches in countries including the United States of America, Brazil,South Africa and other 18 nations. It has provided employment to morethan 350, 000 people from various countries. The company`s successhas been greatly attributed to its diverse employees who have helpedcreate a variety of products. Ford is globally identified as a firmwhose fundamental business strategy is diversity and inclusion. Thecompany does not change its product strategy depending on a country.

Historyof Diversity Management in Ford Company

Duringits initial stages of establishment, the company put in placemeasures to ensure that it had a multicultural workforce. Within lessthan six years, the former had established production set-ups inCanada, United Kingdom, Russia, Eastern parts of Europe and in someregions of Scandinavia. In 1913, Henry Ford, who was the then C.E.O,came up with a strategy that was successful in making the companyaddress its customers` demands. Henry promoted some workers and paidthem salaries that were double the then average industry salary. Eachemployee was entitled to five dollars daily regardless of theirbackgrounds or race. Later on, he felt the need for an efficientmanagement system of the diverse workforce of the company. Thecompany needed a strategy to attract more competent workers whilestill retaining those that performed well. He came up with the GlobalDiversity Vision whose primary objective was diversity and inclusion.

ChallengesFacing Implementation of Diversity in Ford Company

Thecompany has encountered many challenges in the incorporation ofdiversity in its system. However, the firm has strived to devise waysto manage the problems to maintain its good performance. It has beendifficult to come up with structures and guidelines that are suitablefor people from every religious setting. The problem has beendominant in the company as every individual need to work inaccordance to their religious backgrounds. Creating awareness on theneed for diversity has also been a challenge as many employees arenot interested in programs related to such.

DiversityManagement Teams

Thecompany organises for various meetings and outreach programs throughwhich employees are educated about diversity and participatorymanagement. Some of the groups that have been set up to promotediversity include

Fordemployees dealing with disabilities.The employee resource group was formed in 2002 and is mainly involvedwith providing information and networking resources to the employeeswho are facing disabilities. Futhermore, those faced withdisabilities are included in the company’s management team.

Ford-employeesAfrican-Ancestry Network (FAAN).The group is primarily focused on mentoring and engaging people fromthe African-American community in employee activities.The group wasfounded in 1994.

FordInterfaith Network (FIN).The network which was founded in 2001, aims at helping the firm topromote religious inclusion and human dignity. FIN has managed tomake employees feel free to go to work regardless of their religiousbackgrounds.

Fordgay, lesbian, bisexual or transgender employees (GLOBE).The mission of this group is to create a supportive atmosphere forLGBT individuals.

ProfessionalWomen’s Network (PWN). The network is mainly focused on the development of women who workfor the Ford Company. It sponsors motivational speakers and communityprojects.

Fordveterans network group (VET NG).This is the latest employee resource group, and it is mainly involvedin creating awareness within the firm regarding Veterans’contribution.

BestPractices that are Currently Used to Promote Diversity

Somecompanies, such as Ford have effectively implemented programs aimedat fostering diversity and participatory management. Common practicessuch as studies like this one have helped managements to learn moreabout diversity and inclusion. Some of the initiatives that are usedby many firms in regard to diversity management include

TakingOwnership and Communicating the Vision

NormalManagers bring about changes in the companies they work for bythemselves. However, best-in-class managers inspire their employeesand also involve them in the decision-making process (Harvey &ampAllard, 2015). Many businesses have realised this, and therefore,they have incorporated diversity in every part of theirorganisational aspects. Firms have realised that diversity is animportant goal and that it is not just the responsibility of thehuman resource department to make sure it is accomplished. They haverealised that it is important for anyone, regardless of theirbackground, to take part in the decision-making process of a company.Some managers hold meetings and even take the time to join workers inplaces like cafeterias to engage in conversations related todiversity management and inclusion. This has helped to boostmultidirectional communication within the firms. There are firmswhich have even come up with special offices for handling diversityissues while

LinkingDiversity and Inclusion in Strategic Policies

Previously,diversity and inclusion were not perceived as an element of strategicplanning. Diversity programs were intellectualized poorly, and theydid not have specificity (Rice, 2015). Currently, tactical planninginvolves the creation of quantifiable ways through which diversitycan be used to support the achievement of a business`s objectives.Some firms have incorporated strategic diversity planning into theircore values. Using of a Balanced Workforce (BWF) plan has becomecommon in most organizations. The strategy covers employees from allsorts of backgrounds and sets annual targets and goals.

Accountability

Thesuccess of a firm is significantly linked to responsibility. Toachieve accountability, leaders in all businesses are supposed to bemade responsible for initiatives regarding diversity, by linking theevaluation of their performance and compensation to successfulincorporation of diversity and participatory management in the firms.Many companies have employed the action, and it has helped to makesure that ‘everybody is on board` and is taking part in thediversity process. One such program is the ‘Consequence Management`which makes use of the philosophy that argues that reduced diversitymanagement affects a leader`s ability to manage negatively. In manycompanies, training associated with diversity are obligatory.

Conclusion

Globalisationand the increase in the number of companies have made it necessaryfor firms to incorporate diversity management in their organisationalsystems. Compared to its predecessors, diversity management isprimarily aimed at developing organisations that allow the workers totake part in decision-making processes while still workingcomfortably. Participatory management is critical as different ideasare brought on board by individuals from various background andprofessional status. Breaking the boundaries that link culturalbackgrounds with socio-economic drawbacks is the greatest challengeof diversity management. Putting employees in groups to completecertain projects. The under listed activities can be used to promoteacceptance at various workplaces-

PlacingEmployees from Various Backgrounds in Teams to do Certain Jobs

Thishelps workers to create good relations among themselves. When theyface challenges together and strive to achieve the same goals,workers are able to overcome their differences and professionally andpersonally accept each other. It will also be vital to educate themanagement staff on handle situations that give rise to conflicts.They should be able to remind their juniors to accept each other`sdifferences and prevent the latter from causing conflicts.

OrganisingStaff Retreats

Suchevents will allow employees to feel relaxed and have opportunities toknow each other better. The strict working environments do not givesuch individuals a chance to interact effectively. The retreats willallow them to engage in interactions at a more personal level.

References

Armstrong,M., &amp Taylor, S. (2014). Armstrong`shandbook of human resource management practice.Kogan Page Publishers.

Harvey,C. P., &amp Allard, M. (2015).Understanding and managing diversity.Pearson.

Rice,M. F. (2015).Diversity and public administration.ME Sharpe.

Riggio,R. (2015). Introductionto industrial and organisational psychology.Routledge.

Sabharwal,M. (2014). Is diversity management sufficient? Organisationalinclusion to further performance. PublicPersonnel Management.