Workplace Diversity and Behavior

Questions: 1. Describe the demographics and the level and types of diversity of the workforce in the organization for which you currently work, or for an organization for which you have previously worked and with whom you are familiar?2. Describe the types of diversity management strategies that the organization employs. If the organization does not have a diversity management strategy, explain why this is so and suggest some ideas for designing and implementing such a strategy? Answers: Introduction Organization can be considered as the systems of the society. If one shows willingness for working in them or for managing them, it is important for understanding the operations being conducted. Organizational behavior is important for influencing the individuals, structure and groups seem to be having a behavior in the setting of business organization (Bob 2009). In order to understand the relevance of Organizational Behavior, this report will be describing the different types and level of diversity within the organization of Google. Further ahead, this report will be describing the types of strategies for the management of diversity that is being employed by the business organization of Google. 1. Types of Diversity It has been identified that within the field of HR, those organizations have been identified as being highly productive, the ones that are most diverse in nature. This diversity is present in the organization of Google (Bob 2009). There are three different types of diversity needed by the business organization. These three types of diversity includes style of behavior, style of thinking, and gender. Diversity of gender over the teams, with respect to productivity might end up having a great impact over positive productivity over any other element being done. Thinking styles are considered as the most important form in the diversity of Google as it helps in providing scientific tools for the measurement of a thinking style held by one and gaining the potentiality of knowing what can end up going wrong (Brownell 2003). There are a number of different styles of behavior. Hence, it can be stated that having both, extroverted and introverted individuals working on a team is a huge conside ration. Levels of Diversity There are four different stages or levels related to the diversity of workplace. The first stage is focusing on celebration. The organization of Google has continuously been recognizing the importance of diversity and is focused on celebrating even small achievements. The next level is focused on the workforce. The organization of Google involves a plan of diversity stating the milestones, objectives and actions of the company. This has assisted in the implementation of resource groups along with a well structured program for monitoring the performance being done. The third level is focused on the market place (Bruxelles 2003). The organization of Google has the accountability driven by metrics for its efforts on the management of diversity, often by the executive council of diversity. The final level is out- thinking the intensity of competition. The organization of Google leverages management of diversity for the creation, sponsoring and nurturing the innovation. These contribute i n providing leadership of thought and integrating the competency of culture in all that is being done by them from the recruitment of customer services. 2. Types of Diversity Management Strategies Managing diversity within the workplace has helped the organization of Google for the improvement of productivity and creating an environment that is synergic in nature. The combination of ideas, experiences, and culture can contribute in the enhancement of environment in the workplace and helped in driving creativity (Cascio 2008). Three key strategies are being followed by the organization of Google for the management of diversity. These are ignoring differences, minimizing differences and the management of differences. By the ignorance of differences, managers fail in recognizing the differences in culture or the influence imposed by these differences within the business organization. Therefore, there is not much influence over the diversity of culture on the management of an organization (Luthans 2005). The strategy focused on the ignorance of differences contribute in precluding effectively managing the diversity of culture and also seems to be precluding the chances to minimize the negative effects and to increase the positive effects of diversity within the business organization of Google. The adoption of the strategy for minimizing differences is commonly done by the organization of Google as it is ethnocentric in nature. Here there is recognition of diversity in the culture, but only in consideration with the sources of issues (Marlene 2008). Managers have a belief that their own way is the only best way for organizing and managing the diversity in the business organization of Google. The adoption for the management of differences is done by the organization of Google in a synergistic manner. These contribute in the recognition of impacts imposed by the different categories of cultural diversity. There are three different types of diversity needed by the business organization (Mary 2005). These three types of diversity includes style of behavior, style of thinking, and gender. Managers using this approach in a synergetic manner do not consider themselves as being superior in comparison with the others. Creatively combining their own way and their way may be considered as the best approach for the organization and management of diversity in the workplace. With the adoption of this particular strategy, potential issues and problems are minimized by the management of effects imposed on the workplace by the different levels of diversity (Paul 2006). There are four different stages or levels related to the diversity of workplace. The first stage is focusing on celebrat ion. The organization of Google has continuously been recognizing the importance of diversity and is focused on celebrating even small achievements. The next level is focused on the workforce. These strategies had been evolved with time and the strategy for the management of difference was the most significant one of all leading the organization of Google towards success in a significant manner (Price 2005). Hence, this can be considered as the best option for the management of diversity. Conclusion It has been identified that within the field of HR, those organizations have been identified as being highly productive, the ones that are most diverse in nature. This diversity is present in the organization of Google. Managing diversity within the workplace has helped the organization of Google for the improvement of productivity and creating an environment that is synergic in nature (Turan 2007). The combination of ideas, experiences, and culture can contribute in the enhancement of environment in the workplace and helped in driving creativity within the organization. These contribute in the recognition of impacts imposed by the different categories of cultural diversity. References Bob, M. 2009. Retaining Diversity. Executive Excellence, New Delhi: Sage, pp.7 Brownell, J. 2003. "Developing Receiver-Centered Communication in Diverse Organizations".Listening Professional, 2(1), pp. 5-25 Bruxelles, M. 2003. Capitalizing on Global Divesity. HR Magazine, pp. 30-33. Cascio, WF. 2008. Managing Human Resources Productivity, Quality of Work Life, Profits, Boston: McGraw Hill. Luthans, F. 2005. Organizational Behaviour. New York : McGraw-Hill Marlene, G. 2008. "Cultural Diversity in the Workplace: The State of the Field".Journal of Business Communication, 33(4), pp. 485-502. Mary, J. 2005. Services Marketing. New York: McGraw-Hill Paul, D. 2006. Organizational culture as related to industry, position, and performance: A preliminary report. Journal of Management Studies, pp. 333-345. Price, K. 2005. Diversity and the Bottom Line. Executive Excellence, New Delhi: Sage, pp. 7. Turan, MS. 2007. Managing Cultural Diversity in Future Organizations. The Journal of Indian Management and Strategy- 8M, 4(1), pp. 61.