Question

You have just been hired as the human resources (HR) manager by your company's chief executive officer (CEO). During your interview process, the CEO indicated that in the last 2 decades, the workforce demographics of her company have changed dramatically. Although this had been occurring, both the previous HR manager as well as all of the company's front-line supervisors have remained as they had been for years: primarily white males, now in their 50s and early 60s, from a Judeo-Christian background. The CEO indicated that at a frequent rate, workplace strife had been increasing, and it seemed to be related to the changing demographics of the workforce itself. The CEO asked you to compile a training manual that consists of sections targeted at the training of the existing front-line supervisors. Later on, there will be sensitivity training as well as to help all employees understand the changing workforce and what it might mean for them.

Diversity Training Manual: Overview

The content of the final complete manual will need to cover diversity issues, specifically the following forms of discrimination:

• Religious
• Ethnic
• Gender
• Age

There also must be information regarding the following information:

• Recent trends
• Forecasts about the changing general population
• Legislation covering these type issues

There will need to be subsections that deal with the following information:

• Customs and values of each group
• The need for sensitivity to differing values and customs
• Legislation affecting supervisor regulations

Answer 1

Stereotypes refer to existence generalization about groups of certain people which is in truth neither accurate not a true representation of a large percentage of the group being perception which is unrealistic and based upon characteristics of a small percentage of the group.

Prejudice is attitude and behavior towards a certain group which may be based upon personal experience or results from social attitudes prevailing within the culture and Society an individual is brought up in and tends to imbibe. Racism can be defined as a type of prejudice used to justify stereotypical perception of a certain race leading to strong prejudice depicted by discriminatory behavior towards a certain race signified by beliefs, thoughts, feelings and attitudes towards the race been there a gate re and creating a disadvantage for the racial minority which is prejudiced against.

Discrimination consists of actions against a group of people who are based on prejudice leading to unequal treatment of the group putting them at a disadvantage as compared to others.

Stereotypes prejudice and discrimination are all interrelated terms with stereotypical mindsets leading to prejudice and racism which culminates in discriminatory actions prevailing within society. If discrimination is to be abolished it is essential that the root cause which is stereotypes which initially lead to prejudice be eradicated through education and creation of culturally sensitive environment worldwide with equal acceptance and respect for every group an individual irrespective of caste, creed, race, sex or color.

Workplace diversity training is essential to ensure that all advantages which an organization can avail by employing a diverse workforce are adequately realised by training the staff to understand that a diverse workforce brings a unique thought process along with skills that are specific to certain culture resulting in creation of a team with diverse talent and skills along with different mental faculties providing different approaches to a problem or situation resulting and absolutely unique and innovative solutions and crisis Management which is not possible without a diversely talented workforce. To ensure absolute and equal participation of all in a diverse workforce it is essential that the organisation provide adequate workplace diversity training to acquaint all Employees with the various values and cultural features of diverse cultures to promote understanding and generate a comfortable relationship within groups and teams so as to promote cooperation with acceptance of diversity by embracing and celebrating the differences among themselves rather than resisting and constricting by forming various segmented groups within the organisation resulting in diversity becoming a disadvantage rather than an advantage.

Diversity within the workplace has become the norm due to globalization and unprecedented advancement in technology providing the opportunity for organizations to recruit the best talent from across the globe. However, the essential features of affirmative action and inclusion are not adequately implemented in many organizations as it requires an extensive investment of time and capital along with a focused approach to implementing unity with diversity as a part of the organization environment at every level. It requires the exhibition of this attitude by the tone at the top with the leadership taking the initiative and ensuring but the impact filters down to the bottom level with inclusion being practiced as an essential behavior which is not to be compromised on by making it part of the culture of the organization. Many organizations are still struggling with ensuring no discrimination is awarded to women workers and inclusion is another major issue which is definitely being focused on to ensure retention of the best talent globally but may take time to achieve success to the extent and in the manner desired to ensure diversity with inclusion becomes a natural part of every organization. The dress code of certain characters is not accepted in many organizations as also the religious practices or certain cultural values and behaviors are also frowned upon. Diversity in the workplace is here to stay and inclusion will definitely find a way to sit beside it to ensure that Global organization operate with Global citizens and global employees who all have a single identity of belonging to this planet, and celebrating the individualism and uniqueness of each person.

One of the most basic diversities that exist within an organization is of age. Every organization consist of a workforce with ages ranging from very young to late middle age and may also consist of senior citizens. Handling this diversity requires a lot of sensitivity as these groups tend to have a lot of behavioral, attitudinal and work ethic differences. Due to the difference in experiences of life and thought process for them to understand each other and work together requires certain adjustments. However, this very diversity also provides stability to any organization with the advantage of having both attitudes of a no holds barred approach of The young and look before you leap approach of the old. What is essential is to ensure this is used to obtain an advantage for all stakeholders and does not become negative. Another major diversity which is still not effectively provided affirmative action by most organizations is gender. Almost half the world population consists of women so it should only be fair that women make up almost half of the workforce within any organization. This is sadly untrue and not to be found in most organizations, even organizations who boast a primary feminine workforce seem to maintain differences in the job profiles they handle and the pay scales offered to them. Discrimination on the basis of religion in the workplace is a problem which is still prevailing largely in many nations. This problem billy's not only to the recruitment process but post recruitment treatment of employees belonging to a religion that is not mainstream within the organization and especially when they require a specific dress code. Well, it may be difficult for any organization to accommodate all religious practices and observances within its framework it could definitely take a middle path and ensure that no injustice is meted out to an employee on the basis of religion he practices. Similar discrimination on the basis of race or ethnicity is observed with individuals from certain races being rejected even when qualified, or not provided the profile matching their qualifications and skill which amounts to unfair labor practices while also violating the equal employment opportunity act.

Therefore, cultural sensitivity can be understood to be one of the major factors which require to be implemented for improving experience of individuals from diverse cultures, working within an organisation and interacting socially through recognition and appreciation of thoughts perceptions and Impressions of people with different cultural backgrounds, by breaking down of any barriers in the form of assumptions based on prevalent mindset. This essentially encourages individuals and organizations to facilitate diversity within the organization by embracing it rather than resisting it and recognizing the need for every individual to understand the existing culture, in order to be able to accept and embrace it. For promoting intercultural sensitivity and encouraging interaction the ABC model of attitudes training needs to be undertaken for successfully achieving an organizational environment conducive to diversity by adoption of cultural awareness and sensitivity across the entire structure at every level depicting a truly global organization with no affiliation of partiality towards any single culture or people providing equal treatment to every individual within the organization and outside. The Hofstede model is based on 6 major dimensions of culture which can be classified as individualism/collectivism, power distance index, masculinity/femininity, uncertainty avoidance index, long term/short term orientation and indulgence/restraint. It helps promote understanding of different cultures while facilitating improved and effective communication between individuals from diverse cultures within various

Effective Communication is the foundation which defines the success of every organization, department, and team as without effective communication, each individual works in a silo-type manner, without forging ahead as one with the extensive benefits of the strength derived from unity. The major part of communication is based on interpersonal skills and is required by every employee in every organization to enhance output. Open communication, whether between the employees and managers or between the management and employees, leads to the formation of better personal and professional relationships. If an organization faces problems, crisis, and conflicts due to miscommunication between the employees, it causes unnecessary delays in the daily work even creating crisis or losses. This leads to wastage of resources and lowers the overall work productivity. So an environment of good communication is a must for any organization to better utilize its resources and increase productivity. Communication being the most important constant mode of interaction requires to depict cultural sensitivity by ensuring all forms of communication whether verbal or written display cultural sensitivity. Communicating in a culturally appropriate way means finding a way to communicate effectively that also respects and accepts cultural differences. This ensures inclusiveness with the entire organization feeling part of a single unit rather than divided on the basis of culture or class.

Therefore, cultural sensitivity can be understood to be one of the major factors which require to be implemented for improving experience of individuals from diverse cultures, working within an organisation and interacting socially through recognition and appreciation of thoughts perceptions and Impressions of people with different cultural backgrounds, by breaking down of any barriers in the form of assumptions based on prevalent mindset. This essentially encourages individuals and organizations to facilitate diversity within the organization by embracing it rather than resisting it and recognizing the need for every individual to understand the existing culture, in order to be able to accept and embrace it. For promoting intercultural sensitivity and encouraging interaction the ABC model of attitudes training needs to be undertaken for successfully achieving an organizational environment conducive to diversity by adoption of cultural awareness and sensitivity across the entire structure at every level depicting a truly global organization with no affiliation of partiality towards any single culture or people providing equal treatment to every individual within the organization and outside.

Within the ABC model attitudes displayed by most individuals can be broadly categorized into three components within the ABC model namely, effective, behavioral and cognitive. Attitudes generally moons of expression as well as reactions and evaluations exhibited by individuals towards various events, people, situations for ideas they encounter in daily life. Attitudes are mostly negative or positive but can also be mixed when no definite opinion is present due to lack of experience of a certain factor. Most attitudes exhibit all three components, not necessarily in the same ratio. The relationship between social behavior and attitude research within interracial interactive situations concerned with economic activities has been extensively undertaken due to the advent of the globalization of businesses and extensive employment of individuals from diverse cultures.

The importance of cognitive and affective aspects of attitudes which essentially lead to modification and control of behavior has become important for all individuals operating within a global environment. All the three are interrelated as behavioral changes essentially required progression through the development of other stages of cognitive phase and effective face to successfully meet challenges of diversity. The cognitive space required identification of cultural Incompetence due to lack of knowledge of the cultural implications rectified by obtaining adequate knowledge of all elements of the culture and its role in defining various behavioral attitudes and the development of an awareness of the culture buy understanding all related cultural implications true recognition of various behaviors. The effective face consists of integration of the acquired knowledge of the culture and resultant awareness with the behavior of the individual resulting in cultural sensitivity and leading to cultural competence through repeated application of such culturally appropriate practices and interventions which subsequently result in cultural proficiency which essentially integrates cultural competence into the culture of the organisation and within all professional behaviors and interactions. Absolute knowledge of all the phases of the cognitive and affective development stages leads to perfect cultural development and behavior. The application of both the technical knowledge as well as explicit knowledge is further strengthened through constant social interaction and application of this knowledge externally within all interactions and click leads to internalization of knowledge resulting in it becoming an acquired behavior and may overwrite much of the existing tacit knowledge which is the cultural knowledge of the birth culture. The outcome is a mostly positive increase in knowledge of the culture resulting in greater acceptance and comfort in interaction within the cultural environment socially and professionally.

Implementation of diversity and inclusion through affirmative action is also essential due to the legal implications with extensive costs in the form of damages which may become payable in case of failure to abide by prevailing legislation. The US Equal Employment Opportunity Commission and forces various laws to ensure that no employer is allowed to discriminate against any prospective or existing employee on the basis of the person's sex, race, color, religion, age, national origin, sexual preference, disability or genetic information. The EEOC has introduced laws which inhibit discrimination in any aspect of employment, by ensuring that no policy or practice has a negative impact on any employee is implemented as a rule by any organization. Any organization which discriminates against an employee on the basis of sexual preference and discharges him on this basis can be said to be in diverging and discriminatory practices and the employee can approach the Equal Employment Opportunity Commission to file a claim for wrongful termination. Title VII of the Civil rights act of 1964, which makes discrimination illegal, the Americans with disabilities act of 1990, equal pay act of 1963, age discrimination in employment act of 1967, section 102 and 103 of the Civil rights act of 1991 and sections 501 and 505 of the rehabilitation act of 1973. These laws are imposed by the Equal Employment Opportunity Commission which monitors and controls the implementation of the lowest within the organizations underscore grievance redressal agency for complaints under any of the Acts.

ORGANIZATION CULTURE valuing differences . prevailing value system cultural inclusion MIND-SETS ABOUT DIVERSITY problem or opportunity? ,challenge met or barely addressed? level of majority-culture HR MANAGEMENT SYSTEMS BIAS FREE) recruitment ·training and development performance appraisal compensation and benefits buy-in (resistance or support) MANAGEMENT HIGHER CAREER OF CULTURAL DIVERSITY CULTURAL DIFFERENCES INVOLVEMENT OF WOMEN promoting knowledge and acceptance taking advantage of the opportunuties that diversity provides . dual career couples e sexism & sexual harrassment .work-family conflict HETEROGENEITY IN RACEETHNICITYINATIONALITY e effect on cohesivenesss, communica- EDUCATION PROGRAMS improve public schools ·educate management on tion, conflict, morale effects of group identity on interactions (e g stereotyping) prejudice (racism, ethnocentrism) valuing differences Exhibit 1. Spheres of Activity in the Management of Cultural Diversity

Diversity in America % of the US population that belongs to a group other than non-Hispanic white alone As of July 1, 2016 marketing charts 50.4% 49.1% 46.5% 45.7% 43.2% 38.7% 32.2% 22.6% Total Under 5 5-13 14-17 18-24 25-44 45-64 65+ Published on MarketingCharts.com in July 2017 Data Source: MarketingCharts analysis of US Census Bureau data These citizens consist of Hispanics, African-Americans, Asian-Americans, American Indians and Alaska Natives, Native Hawaiians and Other Pacific Islanders as well as combinations of races & ethnicities

AFFECT: STRESS AND COPING THEORIES BEHAVIOR: CULTURE LEARNING THEORIES Processes involved in coping with cultural change Affective outcomes: psychological adjustment Behavioral outcomes: socio-cultural adaptation Processes involved in acquiring specifie skills Cognitive outcomes: cultural identity and inter-group perceptions Processes involved in developing, changing and maintaining identity COGNITIONS: SOCIAL IDENTIFICATION THEORIES

Cultural Types: The Lewis Model Hispanic America, Argentina, Mexico Brazil, Chile Linear-active, multi-active reactive variations ACTIVE Italy, Portugal, Spain, Greece, Malta, Cyprus Sub-Saharan Africa Russia, Slovakia, Croatia, Romania Saudi Arabia, Arab Countries France, Poland Hungary, Lithuania Turkey, Iran Belgium, Israel India Key: blue - linear-active-cool, factual, Australia, Denmark Ireland Indonesia, Malaysia, Philippines decisive planners Austria, Czech Republic, Netherlands, Norway multi-active-warm, emotional, loquacious, impulsive Korea, yellow reactive courteous, amiable U.S.A good listener China LINEAR- ACTIVE Vietnam Switzerland Luxembourg U.K. Sweden, Finland, Canada Singapore Taiwan, Japan Latvia Estonia Hong Kong

The Kirkpatrick Model for training evaluation Level 1 Level 2 Reaction Learning Level 3 Behaviour ITo what degreeTo degree ree Partiipants acquire To what degree favourably to theand attitudes based during training To what degree participants react participants apply knowledge, skills what they leamed Ithe intended learning eventparticipation in the on their when they are back on the job learning event Smile sheet Pre/Post test Superior f/back Feedback form Performance test Behaviour obs.

References:

Intercultural communication in the workplace and the role of communication in an organization

S.E. Kegeyan
Sochi State University, Sochi

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Managing Cultural Diversity: Implications for Organizational Competitiveness Author(s): Taylor H. Cox and Stacy Blake Source: The Executive, Vol. 5, No. 3 (Aug., 1991), pp. 45-56

ATTITUDINAL MODELING OF   AFFECT, BEHAVIOR AND COGNITION Semantic Mining of Disaster Text Corpus   HALIMAHTUN M. KHALID, JENTHI K. RADHA Damai Sciences Sdn Bhd, Malaysia   MARTIN G. HELANDER, JESSIE XI YANG    Nanyang Technological University, Singapore