The contemporary society is highly diverse. This situation takes note of the importance for organizations to work with individuals with diverse values and culture. The importance is attached to the idea that the culture of a particular organization is driven by its values. In this case, it is essential for organizations to respect, understand, and recognize the values of the employees. The employees need to feel that their employers take note of their ideas and concerns. The identified conditions can lead to the creation of a strong motivation and momentum that employees require when executing their duties in the workplace, which is a provision that might lead to significant job satisfaction.
Diversity initiatives in a particular organization depend on the receptiveness of the members from the majority groups, the efforts of diversity, and the communication methods that deal with the minority groups. In this regard, organizations launch diversity initiatives to solve the issues faced by the minorities, particularly in leadership positions (Jansen, Otten, van der Zee, 2015). Jansen, Otten and van der Zee (2015) use the all-inclusive multiculturalism approach in their organizational theory. According to Stevens, Plaut, and Sanchez-Burks (2008), the all-inclusive multicultural model serves as a catalyst for the realization of a positive as well as effective organizational change.
Delegate your assignment to our experts and they will do the rest.
The model focuses on achieving positive change through developing positive relationships and social capital, which makes it possible for the organizational members to grow towards the realization of their full potential. The approach recognizes the importance of having representations from the ethnic or racial minorities in the workforce. The presence of minority groups in an organization is essential for promoting positive organizational change through facilitating the individual as well as organizational performance.
The organizational theory chosen by Jansen, Otten and van der Zee (2015) relates to the issue covered in the case in the sense that S3 section of HHC, 2 nd Advising and Assist Brigade, 1 st Infantry Division (2-1 AAB) has included an African American woman as an integral part of the team. Leveraging this diversity is essential for the performance of the team since the organizational environment is receptive to diversity. In this case, the inclusion of the African American female in the organization is vital for fostering the positive human potential of the majority members. According to Christiansen and Chandan (2017), it is possible for an organization to bring its positive core to the forefront through using the all-inclusive multicultural approach to diversity since the approach is not likely to face resistance from the minority as well as the majority organizational members. For this reason, it is possible to posit that the approach is vital for stimulating positive organizational change.
One of the key indicators that the authors apply from the theory to the concept in organizational behavior is the need to belong (NTB) provision. In their study, Jansen, Otten and van der Zee (2015) focus on the NTB indicator and its relation to the sensitivity of the majority members. Individuals monitor their social context to assess and guard their social identities. For instance, individuals that desire strongly to be included in a particular group are more likely to be sensitive to the cues that dictate their inclusionary status (Jansen, Otten, & van der Zee, 2015). For this reason, an organization can implement a multicultural diversity model to emphasize on the value of cultural diversity. One of the models that can increase people’s perception of inclusion is the all-inclusive approach, which can predict the support that the majority members can have on the diversity efforts implemented by the organization.
The other applicable concept from the theory to organizational behavior relates to the contextual cues of the diversity approach. The traditional objective of implementing multiculturalism was the need to avoid discrimination in the workplace, consequently creating an environment that tolerates the needs of different employees. However, the use of contextual cues as an indicator is vital for assisting minority members to determine the safety of their social identity in the organization. For instance, the African American female included in the organization being considered can be sensitive to the cues that pertain to her inclusionary status. Since she is part of the organizational team, she is more attuned to the cues sent out by the organization. The diversity message communicated relates to the idea that she is likely to be included in the team in future.
The fundamental issue covered in the article relates to the best way through which an organization can ensure the employees from different backgrounds feel included in the group. The second study in their article by Jansen, Otten and van der Zee (2015) focuses on the perception of the sitting rather than the prospective members of an organization. The fundamental objective of the second study was to explore whether inclusion could predict the extent to which the sitting members are likely to support organizational diversity efforts. From the study, it was possible to determine that the all-inclusive model was vital in increasing people’s perception of inclusion (Jansen, Otten, & van der Zee, 2015).
There is a possibility of relating this provision with the case being assessed. In this case, an individual can predict that the perception of the S3 section male staff regarding the inclusion of the African American female increased irrespective of their level of need to belong (NTB). Since the perception of inclusion can predict the support from the majority members for organizational diversity efforts, this determinant could be used to indicate that the S3 section male staff supported the idea of including the African American female as their colleague.
The issue considered in relation to the case is the extent to which the majority members of the organization would experience identity threats from the multicultural initiative being considered. When the majority members within the organization feel that their identity is threatened, they are likely to engage in different strategies necessary for the management of their identity (Verkuyten, 2005). Examples of strategies that the individuals might embrace include the devaluation of out-groups, which refers to the resistance of diversity, and the reduction in their motivation to identify with an organization that supports multiculturalism. In some cases, organizational efforts geared towards enhancing workplace diversity through approaches such as multicultural ideology have generated significant backlash (Stevens, Plaut, & Sanchez-Burks, 2008). The backlash can be manifested through discrimination, discrediting the ideas given by some employees, the use of biased language, and the implementation of biased human resource policies, among other avenues.
In the light of the identified concerns, a recommended plan would be to enhance workplace diversity by using the all-inclusive approach. Different strategies can be adopted during the implementation of the all-inclusive model. However, the strategies have to account for the idea that the foundation of diversity management is the development of solid normative grounds that could be considered as the pillars necessary for supporting the culture of inclusion (Pless & Maak, 2004). The inclusion approach recognizes the differences in the organizational members. In this light, the organization should understand and value the differences in their members. The organization should recognize its members as legitimate entities. For this reason, the organization should take in the different views of the members and integrate the views when developing solutions to different issues being experienced, including during the decision-making process. The need to listen to and integrate the views of each member emanates from the provision that they play a significant role in fostering the creativity of the entire group, including the shaping of the organization’s culture. In this case, the minority members add value to the performance of the entire group.
To unleash the potential of the diverse group, the S3 section should establish a culture of inclusion. Such a culture is vital for fostering an enhanced workforce integration, which is vital for reviving the potential of diversity. This culture is founded upon normative grounds, which is a consideration that honors the cultural differences, including the identification of the individual self as well as others (Pless & Maak, 2004). The African American female among the white male staff of the S3 section is a human being. However, her race and gender makes her unique while among the other members of staff. Her uniqueness can create tension in the group, which means that it is essential to balance the natural tension by creating an inclusive culture that share the same values, expectations as well as beliefs. In this case, the organizational culture should allow all the staff members to work together, in spite of the differences in the backgrounds of the members and their ways of thinking, to perform to their highest potential while working towards the achievement of the objectives of the group (Jansen, Otten & van der Zee, 2015). Such an environment encourages input from the different individuals within the group.
The recommended all-inclusive model to diversity makes it possible for the staff members in S3 section to thrive and reach their full potential since the inclusive environment encourages open communication and learning. The all-inclusive approach affords individuals in an organization the opportunity to go beyond their social categorizations, consequently leading to the development of resilient and mutually supportive relationships (Spreitzer et al., 2005). Multicultural and colorblind diversity initiatives prevent such relationships. The reason for this prevention is based on the idea that the two initiatives can encourage the feeling of exclusion. For this reason, they do not create an environment that recognizes and celebrates the salient identities of the members.
The all-inclusive model does not ignore the differences in individuals. Other approaches to diversity, for instance the colorblind approach, foster an environment that ignores individual differences (Pless & Maak, 2004). An environment that does not recognize the differences of individuals cannot foster an environment that encourages open and honest conversations related to the differences of the members of the group. However, the all-inclusive approach facilitates learning and focuses on the development of authentic relationships among the diverse group (Jansen, Otten & van der Zee, 2015) . For this reason, this approach to managing diversity in an organization avoids the prejudice as well as the stereotyping that is primarily associated with diversity.
Creating an all-inclusive environment begins with communicating diversity changes to the internal and external constituents of the environment (Pless & Maak, 2004). For instance, the leaders at S3 section can consider using all-inclusive language that should be based on the section’s stance on diversity. In this case, when providing the members with diversity materials, it would be advisable to assume an ideological stance that is likely to appeal to the minorities and the non-minorities. For instance, when communicating to the staff about diversity, an all-inclusive approach is likely to use language that does not refer to ethnic minorities. Instead, when addressing the diverse team, all the employees should be addressed as one entity, which means that the language should not recognize the differences in individuals within the group.
On the other hand, when framing different organizational policies, it is vital to use all-inclusive language. In most cases, organizations frame policies with the recognition that they are beneficial to everyone as opposed to a single group of people such as the men or women in the organization. Conversely, the cultivation of an all-inclusive, multicultural environment requires the organization to implement desired changes at the structural level of the organization (Jansen, Otten & van der Zee, 2015). For instance, when fostering the leadership among the employees, regardless of whether the leader is from the minority or majority group, the unit responsible for diversity within the organization should reflect this inclusion. The by-product of such an effort includes the promotion of career development benefits for the protégés (Pless & Maak, 2004). Conversely, the approach is likely to increase intercultural competence. For this reason, the organization should consider designing policies that do not only claim to benefit the employees, but they actually benefit them.
To actualize the plan of implementing the all-inclusive model in the organization, as an introvert, it is vital to take note of the fact that some people within the organization share the same personality. To accommodate the concerns of individuals with such personalities, the most plausible strategy to use would be give room for the presentation of written ideas. This provision will give room for all people in the group to draw upon their experiences, their backgrounds, and their perspectives to advance the goals of the organization. The Bible also has teachings on the benefits of an all-inclusive environment. For instance, Galatians 3:28 (New International Version) provides that “There is neither Jew not Greek, there is neither slave nor free, there is no male and female, for you are all one in Christ Jesus.” This Bible verse provides individuals with the strength to identified that despite people’s differences, they are a single group that can work towards the achievement of a common goal.
In conclusion, it is essential to point out that the most appropriate diversity initiative to be implemented by S3 section is the all-inclusive approach. This approach recognizes the salient identities of individuals, consequently using the identities to derive suitable solutions necessary for the achievement of the common objective of the section. The approach fosters input from all the staff members, whether minorities or non-minorities, since the diverse members have different experiences, perspectives, and opinions needed for inclusion in the quest towards the achievement of the organizational goals. For this reason, the plan considers deriving input from all the members since their diversity can encourage the identification of different plans necessary for success.
References
Christiansen, B., & Chandan, H. C. (2017). Handbook of research on organizational culture and diversity in the modern workforce . Hershey PA: IGI Global.
Jansen, W., Otten, S., & van der Zee, K. (2015). Being part of diversity: The effects of an all-inclusive multicultural diversity approach on majority members’ perceived inclusion and support for organizational diversity efforts. Group Processes & Intergroup Relations , 18 (6), 817-832. doi: 10.1177/1368430214566892
Pless, N., & Maak, T. (2004). Building an Inclusive Diversity Culture: Principles, Processes and Practice. Journal of Business Ethics , 54 (2), 129-147. doi: 10.1007/s10551-004-9465-8
Spreitzer, G. M., Sutcliffe, K. M., Dutton, J. E., Sonenshein, S., & Grant, G. M. (2005). A socially embedded model of thriving at work. Organization Science, 16 , 537-549.
Stevens, F., Plaut, V., & Sanchez-Burks, J. (2008). Unlocking the Benefits of Diversity. The Journal of Applied Behavioral Science , 44 (1), 116-133. doi: 10.1177/0021886308314460
Verkuyten, M. (2005). Ethnic group identification and group evaluation among minority and majority groups: Testing the multiculturalism hypothesis. Journal of Personality and Social Psychology, 88 , 121-138.
