Sinclair Broadcasting Group’s Workforce Diversity

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Introduction

Sinclair Broadcasting Group (SBG) is a telecommunications company based in the USA. The organization has proved resilient through hardships. It has emerged as a leading entity in the industry. Founded in 1971 as Chesapeake Television, SBG owns a total of 162 stations. As a fact, it was the first telecommunications company to air UHF signals. The diverse culture adopted by SBG has played a major role in the success of the firm. Internal Factor Evaluation (IFE) is used to inspect the strengths and weaknesses of the organization.

In this paper, the author is going to review the Sinclair Broadcasting Group in relation to diversity management. To this end, the author will analyze the different types of diversity, organizational structure, as well as multiplicity, and strategic choices. In addition, the paper will address the issue of code of ethics, strategic examination of plans, and employee relations, and change.

Types of Diversity

People have embraced diversity, given that it is associated with a number of benefits. However, it is not easy to understand and use this concept, especially given that the advantages and disadvantages associated with it vary from one organization to the other. Before a decision to embrace diversity is made, one has to figure out the possible impacts of such a move (Sinclair, 2009).

It is important to note that some societies find it hard to adopt diversity. For example, people from some cultures prefer to socialize only with individuals of their race or family. As such, their children are not exposed to the diverse nature of the world (Russell, 2004). Knight (2004) supports the sentiments voiced by Russell. According to Knight (2004), considering the dynamics of the global community today, it becomes hard for individuals who lack diversity to blend in with the outer society. They have a limited view of the world and may offend the culture of other people without knowing (Sinclair, 2009).

According to Russell (2004), diversity can be grouped into three main categories. The three include gender, age, and cultural variations. Other types of diversity that are not commonly discussed entail those based on physical and psychological disabilities, sexual orientation, political views, and family situations (Balint, 2010). With regard to gender, women have been shown to improve the financial performance of a firm. In a gender-balanced workplace, men may work hard to impress their female counterparts. On the other hand, women may improve their performance to sustain their appeal to their male colleagues (Swaine, 2010).

In relation to age, it is noted that internship programs encourage the participation of young persons in the workforce. As the population advances in age, the number of old workers increases. Women have a tendency to re-enter the workplace in their middle age (Swaine, 2010). When applying cultural diversity, employees try to uphold the ties of the organization to national and cultural heritage. To this end, the number of immigrants and African-American persons joining the US workforce has grown by about 20 percent in the recent past (Swaine, 2010).

Challenges Associated with Diversification Policies

A number of companies have tried to embrace diversity but have failed. The major reason for this is the challenges associated with this concept. One of these problems entails availability. A critical analysis of past experiences reveals that some employers have been unable to control diversity, given that the number of potential employees is more than the opportunities available for them (Balint, 2010). However, in some instances, employers find it hard to access employees with the right qualifications. In such instances, employers have to be flexible when recruiting new talent (Knight, 2004).

Another challenge associated with diversity is made apparent when dissolving the structure of an organization. A competent and visionary management team should be put in place to oversee the diversification programs (Swaine, 2010). The team should ensure that diversity is achieved at every level of the organization. Experts believe that diversity facilitates specialization. Sinclair (2009) argues that different people offer varied approaches to problems. As a result, this concept energizes and ‘enlivens’ problem-solving endeavors.

The Importance of Organizational Structure and Diversity in the Telecommunications Industry

Many companies in the telecommunications sector believe strongly in diversity. One way of improving organizational performance entails bringing together people from different backgrounds. Such individuals form a strong multicultural workforce that is needed to drive the objectives of the entity. Diversity involves striking gender balance at the workplace, removing barriers associated with ethnicity or sex, and giving equal opportunities to everyone (Napoli & Yan, 2007). Achieving this form of diversity is not easy. The managerial staff is charged with the responsibility of making sure that this happens. Every level in the organization is required to reflect diversity. A number of firms have failed to embrace the diversification theory. Some of them have created confusion in efforts to attain this objective. However, the Sinclair group has somehow achieved this goal, especially with regards to the television stations owned by the firm.

Most companies assume a hierarchical organizational structure. To this end, different departments are headed by managers. At the bottom of the ladder are the employees. However, in spite of their location at the far end of the hierarchy, it is important to note that the workforce is one of the most valued assets in the firm. SBG advocates for equal treatment of workers in efforts to maximize their output. A functional organizational structure should define the allocation of tasks to different stakeholders in the firm. To this end, the functionality of the model should be based on the laid out company objectives (Daniels, 2008).

Diversity and Strategic Choices at Sinclair Group

Every company intending to prosper should put in place a working strategy (Daniels, 2008). The strategies are aimed at improving the returns made on investments. Selecting and applying the appropriate measures leads to prosperity. Sinclair has formulated a number of strategic plans in the past. The policies have helped to steer the company to its current level of success. SBG takes the welfare of the employees very seriously. It is this focus on the workforce that led to the formulation of a plan, ensuring that the working environment is appealing to existing and potential employees. In addition, enticements to boost the morale of members of staff have been put in place. The strategic plans ensure that the workforce is fully motivated. The company is the major beneficiary of these efforts. Improved performance and success of SBG is sufficient proof of the effectiveness of this move.

Another strategy entails embracing diversity. An example of this is the increase in the number of women in the organization. Special recruitment programs have been put in place to ensure that the number of female employees working for the firm rises. Daniels (2008) holds that women have a positive impact on the financial performance of a given firm.

A diverse workforce ensures efficient service delivery to a diverse market. What this means is that SBG is able to reach out to a wide network of consumers. People from different backgrounds feel safe working at SBG, especially in television stations (Cooper, 2006). Individuals may be different, but the fact that one has their unique areas of specification promotes unity and understanding.

Most business organizations are out to make profits. The workers play a major role in achieving this goal. The management team plays a critical role by ensuring that the rules governing the workplace are adhered to. As such, SBG should make sure that the workplace encourages participation from all employees (Sinclair, 2009).

Coming up with a strategic plan is not hard. However, implementing the policies is a tasking undertaking. The managerial board of a company is responsible for this. A company with corrupt leadership has fewer chances of succeeding compared to an entity with transparent managers. The personal interests of corrupt leaders come before the goals of the company. Ethical standards are important in defining rules and regulations in an entity. The disciplinary actions to be taken in case of violation of the code of conduct are clearly spelled out in the document (Cooper, 2006). That is why strategic management is regarded as an art. It is an answer to most issues arising in the firm. SBG has competent managerial staff. The team evaluates various ideas and selects those that benefit the company. What this means is that every business needs to reestablish its goals and put in place a capable and visionary management team. The formulation of appropriate strategic plans makes it possible to achieve this.

The ability to retain talent is an important indicator of success, especially in the telecommunications industry. A lot of resources are used in training new recruits. As such, it is only reasonable to preserve the talent. Creating a comfortable working environment helps to achieve the goal. SBG is regarded as the founder of television (Barrett, 2005). Other companies are following the footsteps of this firm. Employees keep this in mind when working at SBG. In addition, the portrayal is appealing to graduates seeking employment in the sector. Everyone wants to be associated with the best. Employees are encouraged to discuss their career developments with their managers and supervisors. As a result, they are able to grow their talent.

Code of Ethics Governing Sinclair Group

For a company to flourish and retain its position at the top, it has to be governed by a strict code of ethics. Every individual working at SBG has to comply with the laid down rules and regulations regardless of their position at the company. The code sets out the duties and responsibilities of managers and workers. Ethical issues are handled in accordance with the policy, something that improves honesty and responsibility at the firm. Any suggestions to improve the code are always welcome. In case of violations, the responsible individual is disciplined accordingly. The disciplinary action does not discriminate against anyone. A point to note is that the document does not assure continued employment at the entity. In addition, it does not add any rights to the managerial staff (Sinclair, 2009). The code touches on conflict of interests, corporate opportunities, compliance with rules and regulations, and financial reporting. In addition, it deals with issues to do with compliance procedures, changes, and waivers.

As a policy, conflict of interest indicates that no member of the managerial staff is supposed to engage in any form of activity that may go against the goals of the company. For example, some employees may take advantage of their position in the firm to promote colleagues who are family members. Sinclair (2009) is of the view that loyalty to the employer comes first.

With regard to corporate opportunities, no one is allowed to exploit the firm for its own benefit. Again, using one’s position to promote personal gains is prohibited. The CEO and Vice President must first acquire authorization from the board before pursuing any opportunity arising in the firm. Employees, officers, and directors are expected to comply with the law. Such laws include those involving antitrust, intellectual property, anti-corruption, and lobbying (Sinclair, 2009).

All transactions involving the firm’s assets must be reported. The requirement is known as financial reporting. Every record is supposed to describe the transaction without any omissions or falsification of information. When one learns of instances of failure to comply with this rule, they are expected to report to the general manager. It is the duty of every employee at SBG to maintain the confidentiality of non-public information. In relation to compliance procedures, all individuals are supposed to report any form of violation of the law, conflicts of interest, and corporate opportunities. A corporation disclosure committee has been set up to deal with such cases (Sinclair, 2009).

Changes are evident in every aspect of life. In case one is not content with waivers arising at SBG, they are encouraged to raise the issue with the general council. Changes can only be made by the audit committee following NASDAQ regulations. As such, it is important for every employee or officer to uphold ethical standards (Cooper, 2006).

Strategic Examination of Plans at Sinclair

It is important for the management to examine the strengths and weaknesses of their company. One of the strategies used to do this is the Internal Factor Evaluation (IFE). On the other hand, External Factor Evaluation (EFE) is used to rate the organization based on external threats. The threats include competitors, economic factors, and cultural issues (Napoli & Yan, 2007). A major weakness at Sinclair is the fact that it is hard to find new salespeople. With regards to strengths, the morale of employees in the sales department is high.

Quantitative Strategic Planning Matrix (QSPM) is used to evaluate alternative strategies. After the identification of optional policies, QSPM is used to determine the strategy that is most appropriate. In doing so, the company is able to create an atmosphere that is appealing to both existing and potential employees. In addition, momentum is maintained, and performance is improved (Sinclair, 2009).

Sinclair Group: Employee Relations and Change

According to Schultz (2002), a motivated workforce is beneficial to the organization. At SBG, a number of incentives are put in place to make sure that the employees are comfortable. The move also helps the firm in retaining talent. The management is expected to come up with ideas to make SBG the best place to work in. The health and wellbeing of the employees come first (Barrett, 2005). There are a number of programs to cater to this. For example, individuals who have worked in the firm for more than 75 days are eligible for most of the social benefits. Health and dental insurance covers, long and short term disability benefits, vacations, leaves, and attractive retirement sendoffs are some of the benefits put in place for the workers. In addition, all employees are dealt with equally in case of violation of rules and regulations (Schultz, 2002).

Positive change is embraced in any business. At SBG, transformation characterizes the development of the company (Napoli & Yan, 2007). Stagnation reduces the chances of success. The market changes every now and then. The organization must keep up with these developments. An example of this is the migration from analog to digital TV (Schultz, 2002). A company that is not ready to embrace change may be elbowed out of the market by competitors.

Conclusion

Sinclair Broadcasting Group started as sole proprietorship business. It was founded by Julian Sinclair in 1971. The entrepreneur was succeeded by his sons after a number of years. SBG has embraced diversity, a move that improved its performance in the market. A visionary management team has been put in place. Employees are treated fairly to sustain motivation and maximize output. They are encouraged to discuss their career goals with supervisors. A code of ethics helps in running the organization. Individuals who violate the regulations are dealt with appropriately regardless of their status. Before the CEO makes a decision, they have to consult with the board of governors. Functional strategic plans have been put in place by the managerial staff. The implementation of these policies is important to the firm. It is the job of the manager to oversee the activities of the employees.

References

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Barrett, M. (2005). The FCC’s media ownership rules and the implications for the network-affiliate relation. Journal of Media Economics, 18(1), 1-19.

Cooper, M. (2006). The case against media consolidation. New York: Donald McGannon Communication Research Center.

Daniels, G. (2008). A centralcasting postmortem and a news-share projection: Using market theory to assess alternative local television news strategies. Electronic News, 2(3), 10-15.

Knight, C. (2004). Liberal multiculturalism reconsidered. Politics, 24(3), 189-197.

Napoli, P., & Yan, M. (2007). Media ownership regulations and local news programming on broadcast television: An empirical analysis. Journal of Broadcasting & Electronic Media, 51(1), 39-57.

Russell, D. (2004). The liberal Archipelago: A theory of diversity and freedom. Australasian Journal of Philosophy, 82(3), 538-540.

Schultz, B. (2002). Predicting the effect of digital conversion on US television stations. Web.

Sinclair, J. (2009). Minorities, media, marketing and marginalization. Global Media and Communication, 5(2), 177-196.

Swaine, L. (2010). Heteronomous citizenship: Civic virtue and the chains of autonomy. Educational Philosophy and Theory, 42(1), 73-93.

Weiderman, G. (2009). The watchdog role of newspapers: Newspaper coverage of Sinclair Broadcasting’s announcement to air a one-sided documentary right before the 2004 presidential election. Web.

Yoo, C. (2005). Architectural censorship and the FCC. Web.

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