Leveraging Inclusion Categories in an Organization

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Table of Contents

Nature of the Diversity Issue
Reasons for Underrepresentation
Benefits of Increased Representation
Actions to Increase Representation
Measuring Results
Works Cited

Diversity management is a powerful practice that can support the goals of many organizations. Successful companies usually employ individuals from different cultural and social backgrounds. Employees from “different gender groups, age brackets, religious backgrounds, and mental capabilities are also hired in order to present the best ideas” (Comim and Nussbaum 21). The organization has specialized in producing and marketing a wide range of household and consumer goods. This essay examines the nature of sexual orientation in this organization. New suggestions will be presented to overcome the problem and support the organization’s future objectives.

Nature of the Diversity Issue

Our firm is one of the leading marketers of different products in its industry. It has created a superior brand that is admired by many potential customers. However, some internal challenges continue to affect the firm’s performance (Thiederman 38). Recent studies have indicated that over 70 percent of the company’s workers are males. The number of women in the firm is very small. As well, most of these women are ignored during various decision-making processes. They are also expected to undertake secondary duties in the firm. The majority of the male employees have been ignoring the views of such females. This situation has created a major problem because more women have been quitting their jobs.

Reasons for Underrepresentation

Various reasons can be used to explain why females are underrepresented and underleveraged in this organization. To begin with, the firm has not been embracing the best hiring and retention practices. This is the case because more women are not encouraged to apply for different jobs. Certain leadership posts have always been reserved for male candidates. This malpractice explains why the firm has a small percentage of female workers. The organization has also embraced a poor culture that fails to promote diversity (Thiederman 32). For instance, the organizational culture does not encourage targeted employees to form diverse teams. This practice has discouraged more women from engaging in various activities.

The company lacks a powerful training program for its employees. The presence of such programs could have discouraged more male employees from oppressing their female counterparts. The leadership practices embraced in the organization also failed to support the concept of diversity. Various organizational practices are lacking in this organization. For example, the managers have failed to promote some of “the best practices such as communication, collaboration, inclusion, and teamwork” (Comim and Nussbaum 63). These issues can be used to explain why women have been underleveraged in this organization.

Some forms of biasness have been passed from one generation to another. This historical malpractice has encouraged society to ignore the rights and objectives of women. Many women have failed to realize their socio-economic potentials in different societies (Bucher 56). This situation explains why many organizations are currently facing similar problems.

Benefits of Increased Representation

Blake and Cox’s framework has been adopted in many firms to increase the level of productivity. Thiederman believes that “effective diversity management will improve the level of participation thus promoting the best activities” (18). Workforce diversity will also produce the best outcomes in every organization. According to various human-resource theories, positive relationships can make it easier for many individuals from different backgrounds to achieve their goals. Individuals from various backgrounds will present powerful work ethics, language skills, concepts, and ideas thus promoting the performance of the targeted organization (Thiederman 46). That being the case, the increased representation of women in the targeted organization will encourage them to participate in various activities (Bell 82). They will also promote various strategies to produce the best results. New practices such as interaction and collaboration will emerge thus promoting the best goals.

The firm can actively leverage the unique aspects of women to produce the best results. For instance, women can present powerful principles and capabilities in their organizations. They usually dedicate their efforts to a specific task. They know how to lead their teammates and address differences whenever they occur. Unlike men, women are usually good listeners. They can also propose appropriate solutions to various problems. Educated women tend to possess superior critical thinking skills (Bell 59). They can also address organizational barriers while at the same time promoting the concept of diversity. Women can also become good role models. This practice will ensure more women are willing to work for the company. New practices will also emerge thus making the company profitable. This discussion explains why the increased representation of women can support the company’s goals.

Actions to Increase Representation

Several approaches can be used to increase the representation of women in this firm. To begin with, a powerful organizational culture will be needed to create the best environment. The firm should support various values such as integration, collaboration, and teamwork to attract more women (Comim and Nussbaum 104). The leaders should also ensure all workers are involved in various organizational activities. The culture will address various barriers that affect the productivity of different workers.

The next approach should focus on a powerful training campaign or program. The training process will ensure more employees are equipped with the best concepts. They will be ready to work together and focus on the best goals. More women will be encouraged to join various teams (Newbury, Belkin, and Ansari 820). The employees will be equipped with the best communication, problem-solving, decision-making, and organizational skills. The workers will work as teams thus supporting every organizational objective.

New hiring procedures should be embraced to increase the number of women in the company. A powerful policy should be in place to promote diversity. The policy will encourage more women to join the company. The policy should also outline the behavior and conduct of every employee. Male workers should be guided to support and empower their female counterparts. The policy will also outline various disciplinary actions against discrimination or gender violence (Mamman, Kamoche, and Bakuwa 294). These measures will ensure more women are satisfied with their respective positions in the organization. These approaches will encourage targeted women to utilize their concepts and ideas. The practice will make it possible for the firm to achieve its business objectives.

Measuring Results

A powerful strategy will be used to examine whether the above strategies have produced the best results. Interviews and studies will be done to understand the level of inclusiveness in the organization. The proposed interviews will identify the major gains and gaps in the company. The performance of the company will also be monitored. A positive performance is always associated with effective diversity management (Comim and Nussbaum 48). New strategies will also be embraced to improve the firm’s performance. Leaders of different groups will be encouraged to report their achievements. This strategy will make it easier for the company to identify the gains realized after implementing the above strategies.

Works Cited

Bell, Myrtle. Diversity in Organizations. Nashville: South-Western Publisher, 2011. Print.

Bucher, Richard. Diversity Consciousness. Upper-Saddle River: Prentice Hall, 2014. Print.

Comim, Flavio, and Martha Nussbaum. Capabilities, Gender, Equality: Towards Fundamental Entitlements. Cambridge: Cambridge University Press, 2012. Print.

Mamman, Aminu, Ken Kamoche and Rhoda Bakuwa. “Diversity, organizational commitment and organizational citizenship behavior: An organizing framework.” Human Resource Management Review 22.1 (2012): 285-302. Print.

Newburry, William, Liuba Belkin and Paradis Ansari. “Perceived career opportunities from globalization: globalization capabilities and attitudes towards women in Iran and the US.” Journal of International Business Studies 39.1 (2008): 814-832. Print.

Thiederman, Sondra. The Diversity and Inclusion Handbook. New York: The Walk The Talk Company, 2013. Print.

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