Diversity has developed to become one of the primary organizational strategies in this modern day and age. In this contemporary society we exist in, individuals come from different culture, have different beliefs, practice different religions, and also are of different races. A more significant difference that has brought about elements of diversity as a result of Mother Nature is gender. Diversity, as a management strategy, thereby seeks to find a way of integrating all these differences in individuals under one particular organization for the realization of better results. This strategy has already proven to be viable and result-oriented thus provoking its use not only in corporate but also in other relative organizations. In a much recent advancement, the issue of diversity has become widely advocated for in the military. This paper looks at how diversity can be effectively instituted in the Armed forces for the creation of a vast and resourceful military.
Over the past few years, the Congress alongside respective presidential governments have always been on the quest to creating a more diverse and robust military for the United States of America (Kamarck, 2016). It has the enactment of new laws and the putting in place of new policies all aimed at realizing the end goal of an all-inclusive organization. President Obama was one of the individuals who played a pivotal role in ensuring that this culture was developed and sustained in the military. Discussed herein below are the components of a healthy diversity culture in the military compared and contrasted to an unhealthy one.
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One of the most prevalent issues that are highly advocated for through diversity is gender inequality. Men have dominated the workplace from time immemorial to date. In the ancient days, women were not allowed to receive an education let alone be employed. Though quite advanced now with many women getting educated, men remain to have a superior dominance in the workplace. The military has been no different for a long while now. The male counterparts have primarily outnumbered their female counterparts in large numbers in both junior and senior positions (Kamarck, 2016). A research-proven cause of this is the high risk associated with women involvement in the military. It was found out that women tend to have a high risk of getting injuries and are also least capable of realizing success as compared to men.
The findings of this research tried to justify the current situation in the military. However, making the field a ‘male-only’ playground is a direct representation of the poor culture of diversity. Women lack a shot at getting career opportunities in the military. Additionally, women who are already in the military do not have high chances of promotion to higher and authoritative positions. Healthy cultural diversity advocates for equity in gender opportunities. The recruitment process is not only cantered on garnering more men than women but finding the best of the best regardless of sex. Women are also allowed to vie and are considered for higher positions in the military too.
Another component of a good diversity culture is non-racial discrimination. The issue of race has been recurrent for decades now, and it has been one of the most hazardous disasters in the U.S. The 20th century, in particular, was one of the worst eras about the matter. The Blacks and the Whites in America have kept on being on opposing sides with one claiming dominance over the other. Nevertheless, other minority groups like the Asians are also largely affected by this. The Whites have dominated in almost every aspect of America’s being from occupying top political positions to running large corporates by suppressing the rest of the people (McDonald & Parks, 2013).
To achieve an excellent and culturally diverse environment, such lines of discrimination must be unheard of. The military should consist of not only the whites but also the blacks as well as the rest of minority groups. Representation is very key and provides a feeling of belonging and oneness. Therefore, the military workforce has to consist of all races without any developing a superior attitude over the other. Again, they should also give equal chances for promotion to higher levels of authority for all. That way, the military becomes entirely diverse and resourceful as it is desired to be (Martin, 2004).
Religion also comes in as another sensitive issue. A diverse environment allows for the existence of different religions in the workplace and advocates for the integration and acceptance of all (McDonald & Parks, 2013). The U.S. largely Christian influenced with Protestantism and Catholicism having the largest number of individuals. However, there are also other religions like Islam, Judaism, Rastafarianism, and Hinduism too. Religion has in the recent past become a major issue in the U.S. especially following the election of President Trump. In his campaign manifesto, the now president said that he would order the deportation of Muslim immigrants and any other person coming from a country associated with terrorism. This has been largely categorized as a move against religion and is an example of an unhealthy cultural diversity.
The military should be able to recruit any individual despite their religious beliefs and practices. Even if one has no religious affiliations, they should be considered too. Recruitment opportunities should allow all and sundry to apply and undergo the vetting process. At no point should an equally qualified candidate be ruled out by their religion (Patrick & Kumar, 2012).
Organizational systems and practices about cultural diversity
Successfully implementing a culture of diversity in any organization is not a walk in the park. It requires the encompassing of some factors that work altogether to the eventual success. A very fundamental step to take in initiating and applying this organizational strategy is the development of a diversity policy for the workforce (Podsiadlowski et al., 2013). The military should come up with a policy that details in depth the context of diversity. This policy should start by explaining diversity and its implications. From there, activities related to diversity should also be highlighted and explained. Legalities involved with the issue should also be pointed out as well as penalties associated with the violations that may occur. The policy should be well-known and available for revision by all members of the military.
Again, the commitment of leadership to the strategy is also critical (Kreitz, 2007). Most managers and officials only talk about diversity but do not give their attention to the issue. Diversity is a strategy that requires a commitment to the realization of its effectiveness in any organization (Podsiadlowski et al., 2013). The issue of diversity is not a new development in the military. It has long been advocated for, but most of those in power and authority do not show concern over it. Issues revolving around racism and gender require a result-oriented individual who is willing to overcome all barriers to progress and implement it. This includes providing direction for the creation of an environment where diversity is upheld and providing necessary resources required.
Moreover, it is also imperative to ensure that diversity is developed as a way of improving performance (Kreitz, 2007). Building a more diverse environment has been seen to have a positive influence on both individual and organizational productivity. It is, therefore, important to know that the sole reason for integrating this strategy into the military is for the realization of better results and creation of a productive force. The effect of this can be done through qualitative and quantitative measuring of the impact it has on the military over a certain period. This makes it possible for the top officials, in this case, the government, to gauge how diversity is impacting on the military and also provide directions for further developments in the same.
Training is also an important practice in relation to diversity (Kreitz, 2007). The military officers as well as senior officials ought to be trained from time to time on the importance of embracing diversity and how to go about it. This creates awareness amongst the officer and makes them develop good relations without the involvement of stereotypes over one’s difference. Cases of worker oppression at the workplace over cultural, racial, or religious differences have occurred from time to time. This comes as a result of having employees who are brought on discriminatory grounds, and unless they are trained, such cases will always keep arising. Training helps them to see the world from the other person’s perspective and accept them for who they are without creating boundaries. With time, differences become the foundation for doing more good than harm. This training should, however, be consistent to ensure its effectiveness (Kreitz, 2007).
In conclusion, diversity is an organizational strategy of significance in the world today. The military is an entirely gigantic organization with thousands of individuals employed in it for service provision and protection of the people of the United States of America. Implementing it will see the even the reduction of cases of brutality that are primarily associated with race.
References
Kamarck, K. N. (2016). Diversity, inclusion, and equal opportunity in the armed services: background and issues for congress (Report No. R44321). Washington, DC: Congressional Research Service.
Kreitz, P. (2007). Best practices for managing organizational diversity (SLAC-PUB-12499). Stanford, CA: Stanford University.
Martin, G. C. (2014). The effects of cultural diversity in the workplace. Journal of Diversity Management, 9 (2), 89-92.
McDonald, D. P. & Parks, K. (2013). Managing diversity in the military: the value of inclusion in a culture of uniformity . Abingdon, UK: Routledge.
Patrick, H. A. & Kumar, V. R. (2012). Managing work place diversity: issues and challenges. SAGE Open, 2 (2). Retrieved on 31March 2017 from http://dx.doi.org/10.1177%2F2158244012444615.
Podsiadlowski, A., Groschke, D., Kogler, M., Springer, C. & Van der Zee, K. (2013). Managing a culturally diverse workforce: diversity perspectives in organizations. International Journal of Intercultural Relations, 37 (2), 159-175.
