Moving women up the leadership ladder in any organization should be a priority in any firm. This is because of the gender misrepresentation that tends to occur due to fewer women holding reputable management positions. However, the structure that is supposed to make this happen should not look forced. Strategies to build an organizational culture that not only supports gender equality but also promotes diversity in the workplace should be implemented and made part of the organization’s culture (Patrick & Kumar, 2012). This way, not only will competent women leaders be allowed to climb up the leadership ladder but will also ensure that all diversities in the societies such as age balance, representation of those with disabilities, and religious balance are taken care of. The proposed design to ensure that diversity is promoted in the workplace at UGA Athletic Association is shown below:
The design above purposes to bring several impacts in UGA Athletic Association. The proposed design will benefit the association positively as discussed below:
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The design will widen the organization’s talent pool. This is an obvious impact that most organizations fail to understand. A company limits the amount of talent that comes gets into its workplace by not emphasizing on gender diversity. The management is in need of such talents as it helps better the decisions made. By ensuring that the appropriate mix of men and women is obtained, the organization profits from the different viewpoints brought together by diverse individuals (Gallego-Álvarez, García-Sánchez, & Rodríguez-Dominguez, 2010) .
UGA Athletic Association will begin benefitting from the multiple perspectives that come with increased diversity. As stated earlier on, the proposed design will not only increase the number of women getting into leadership positions but will also promote sexual, religious, and other aspects of diversity. The different points of view generated by the diverse team improves innovation and creativity in the organization. Furthermore, the organization tends to challenge gender stereotypes by having an all-inclusive system.
Research indicates that the more the women present in a group, the more the ideas that a conversation gets and the more turns it gets (Rodríguez-Domínguez, García-Sánchez, & Gallego-Álvarez, 2012) . This, in turn, helps the people in the group share more knowledge and exchange skills. In fact, face-to-face communication and handling projects together opens an important communication line.
Staff retention in gender diverse organization tends to be higher (Taneja, Pryor, & Oyler, 2012) . It is the wish of every organization to significantly lower the rate of employee turnover as it not only helps to save big on the money spent on recruiting new employees but also saves the time and -resources needed for the recruitment process. This proposed design works to bring up an inclusive culture which in turn boosts employee morale and increases the number of opportunities to which they are exposed. This leads to higher rates of employee retention hence saving money and time for the business in the long run (Joecks, Pull, & Vetter, 2013) .
The UGA Athletic Organization deals with clients from all types of backgrounds. In most cases, it is recommended that the gender composition of the employees reflects the composition of the customers. If the organization deals with both men and women as clients, then it ought to ensure that the management and teams are composed of both genders in equal proportionality. This way, the organization will be in a better place to understand the needs of the customers.
References
Gallego-Álvarez, I., García-Sánchez, I. M., & Rodríguez-Dominguez, L. (2010). The influence of gender diversity on corporate performance. Revista de Contabilidad-Spanish Accounting Review , 13 (1), 53-88.
Joecks, J., Pull, K., & Vetter, K. (2013). Gender diversity in the boardroom and firm performance: What exactly constitutes a “critical mass?”. Journal of business ethics , 118 (1), 61-72.
Patrick, H. A., & Kumar, V. R. (2012). Managing workplace diversity: Issues and challenges. Sage Open , 2 (2), 2158244012444615.
Rodríguez-Domínguez, L., García-Sánchez, I. M., & Gallego-Álvarez, I. (2012). Explanatory factors of the relationship between gender diversity and corporate performance. European Journal of Law and Economics , 33 (3), 603-620.
Taneja, S., Pryor, M. G., & Oyler, J. (2012). Empowerment and gender equality: The retention and promotion of women in the workforce. Journal of Business Diversity , 12 (3), 43-53.
