Posted: July 19th, 2023
Diversity in Organizations
Globalization and the continual compression of cultures is leading to more emphasis than ever before on how to make diversity work as a competitive strength in organizations today. This is especially the case for global businesses that are making decisions on how to keep complex projects moving forward right now. This paper concentrates defining how important it is for global businesses to understand the nature of diversity, providing guidance on how the best global companies make thought leadership a core strength today. Creating and sustaining a diversified productive environment is challenging even the best-run enterprises today. Insights into managing diversity-related conflicts based on the lessons gained from the videos and cited peer-reviewed articles also provide a glimpse into how companies today are making the most of diversity programs.
The Nature of Diversity as a Global Competitive Advantage
Diversity is happening in organizations that make it a priority every day, and strive to make each decision reflect that focus. The best run companies making those decisions right now are centering each decision on what is best for each applicant and potential employee, regardless of their ace, creed, religion or ethnicity. With the continual accelerating nature of globalization, the best-run global businesses are designating champions who take responsibility daily for their performance of their firms on this vital dimension of performance. “Perhaps the single most effective step that can be taken toward achieving diversity in the workplace is in helping your people pioneer programmes. This involves assigning “champions” to the company’s cause, someone or some group of individuals who will be totally dedicated and devoted to bringing about successful diversity within their immediate working environment and throughout their organisation” (Harisis, Kleiner, 1993,-page 8). Making diversity work on a daily basis takes the assigning of accountability and responsibility to each and every aspect of the hiring, management and evaluation processes used globally in an enterprise.
Making Diversity Pay in a Work Environment:
Steps Managers Are Taking To Sustain a Diversified and Productive Environment
Examples are readily available today showing how ineffective managers are in making hiring decisions where diversity is an issue. This is seen in the assigned video for class,
Diversity in Hiring: Candidate Conundrum (McGraw-Hill Media, 2010) where two managers are arguing about which is the better hire. One candidate is Caucasian, blond and blue-eyed and clearly Paul, the hiring manager, favors her. Robert, Pauls’ manager says that Jacqueline is the better candidate. She happens to be African-American, shows initiative and focus as he resume is full of extracurricular activities, and is able to engage with the company’s monitory clients more effectively, Robert reasons. The scenario on the video plays out and shows just how divisive hiring decisions are today when it comes to diversity.
Companies excelling at this dimension of their businesses today concentrate on hiring policies that seek to create an egalitarian approach to managing the hiring process, succession and promotion policies as well. “Succession and promotion policies can be designed to bring employees up the corporate ladder, regardless of race, gender, or ethic origin.” (ABA Journal, 1991,-page 122). Companies today however are fighting an increasingly challenging uphill battle of perceptions and lack of sensitivity to hiring practices on the part of many managers. The majority of managers fight change rather than embrace it because it sis easier for them to make decisions and hire people like themselves. That is why diversity is so challenging today. Yet the more enlightened managers who see strength in diversity actually are accomplishing more today on an increasingly competitive global playing field. Despite these gains however empirical studies show that “…even under the best of circumstances, competent minority candidates are likely to have a much harder time securing a coveted job than equally competent majority candidates” (Morgan, Vardy, 2009,-page 484). This is troubling in today’s economic climate as often the most skilled workers and candidates are getting passed over just because of their race, gender, age, ethnicity or worse, religious views. The highest performing companies today however are making this area a priority and excelling at executing its many facets, finding new competitive advantages daily as a result.
Globalization has had a remarkable effect on both the technological developments and the cultural attributes of a number of companies. Instant global communication is now possible, and individuals know they can instantly communicate with almost anywhere in the world — and at an affordable cost. The more technology improves, the more this global economy, culture, and society develops. Of course, globalization continues to break down societal barriers, and one of the key elements to this is communication. As this trend continues, and geometrically advances, it is essential for telecommunications companies to understand and meet the needs of numerous ethnic and multicultural employees. In a society that is becoming more and more pluralistic, the diversity of individuals as employees continues to be complex for managers and coworkers alike. For organizations to remain successful, they will need a supply of trained telecommunications engineering professionals that will continue to drive innovation forward.
I would like to present my application and credentials for a Master’s Degree in Telecommunications Engineering in the Department of ____ at ____ University. I am particularly interested in your programs because of the extensive research and reputation of the department, in particular ____ (name a faculty member). I believe that your Department is on the cutting edge of telecommunications research, and that a degree from ____ University would aid my interest in the pursuit of additional advanced education and movement into the private sector.
At present, I am completing my Bachelors of ____ in ____ at ____. Even prior to my studies I knew that I was interested in the dynamic nature of telecom engineering because of the way it integrates electrical engineering and computer science in order to create new telecommunication applications and network management. I have always been interested in circuit design, and know that my undergraduate degree has prepared me for work in which I can better understand switching systems, fiber optics, broadcast engineering and combining the natural fields of civil, structural and electrical engineering. The combination of these fields is one of the more exciting issues that peaks my interest in telecom engineering. In my research, I have found that most telecom engineers find that one of the most satisfying aspects of their job is the way they are expected to provide the best solution for the lowest cost. While this may initially seem frustrating, the idea of looking outside the box to find new and innovative solutions is quite intriguing.
I know, of course, that mass digitization has caused most consumers and businesses to become even more demanding about their telecommunication service, resulting in the need for new network protocols, more miniaturization, more service platforms and an ever increasing amount of speed and quality of applications. My undergraduate studies have, I believe, prepared me for the new paradigm in telecommunications: moving from integrated business models to open models that take advantage of the flexibility and integrated business enabler. In particular, my work in ____ (name a course or subject) helped me realize that the key driver for industry is the ability to synthesize vast amounts of information into new and innovative solutions. Preparation using mathematics and science, as well as the humanities, with my GPA as ____ resulted in my understanding of this mode of operation. I believe matriculation in graduate school will only hone those skills and allow me to even more prepared for a successful career in telecom engineering.
How to manage a diverse workforce. (1991). American Bankers Association. ABA Banking Journal, 83(10), 122-122.
Harisis, D.S., & Kleiner, B.H. (1993). Managing and valuing diversity in the workplace. Equal Opportunities International, 12(4), 6-6.
McGraw-Hill Media (2010). Video: Diversity in Hiring [Web]. Retrieved from http://hotseat.mhhe.com/mm.html
Morgan, J., & Vardy, F. (2009). Diversity in the workplace. The American Economic Review, 99(1), 472-485.
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