Business organisations implement

Running head: MANAGEMENT
Diversity Management
Name of the student
Name of the university
Author Note:

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Assessment Task 1:
Part 1a. Rationale for having organizational diversity learning strategy:
Business organisations implement organisational diversity learning strategy owing to the
benefits diversity attributes to the organisations. Guillaume et al. (2017) while pointing out these
benefits which organisational diversity ushers mention, ‘it benefits the organization through
more innovations, better decision-making, a larger talent pool, and a wider customer base’.
Thus, one can point that the rationale of establishing organisational diversity learning strategies
lies in creating awareness among managers about these benefits which it can bring about in the
organisations concerned. Thus, managers would be able lead teams of members coming from
diverse backgrounds in terms of race, religion, cultural background, age, national identities,
knowledge areas and gender. This diverse base of employees enable the managers to generate
diverse ideas while making decisions which would lead to innovation in the operations (Shaker
Ardakani et al. 2016). Thus, it can be summed up from the above discussion that the rationale for
having an organisational diversity learning strategy is facilitating in formation of more accurate
decisions.
Part 1b. Part 1b. Legislative requirements that apply to an organizational diversity
learning strategy:
There are several legislative and regulatory requirements which necessitate management
bodies of organisations adopt diversity learning strategies. The following are the laws which
require business organisations operating in Australia adopt organisational diversity learning
strategy in order to comply with them:

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Disability Discrimination Act 1992:
The Disability Discrimination Act 1992 aims to prevent discrimination against differently
abled people in terms of work, promotion and facilities provided by the organisations to the
feasible extent (Legislation.gov.au. 2020). The business organisations in order to comply with
the act should ensure that they do not discriminate between the employees with disabilities and
those without in terms of matters like promotions. The managers should have the knowledge to
manage employees with disabilities and treat them appropriately (Shantz, Wang and Malik
2018).
Racial Discrimination Act 1975:
Racial Discrimination Act 1975 mentions that it is illegal to differentiate between
employees in workplaces based on ‘race, colour, descent or national or ethnic origin’ (Ag.gov.au.
2020). This means that managers should promote diversity management learning among the employees
both up and down the organisational ladder by providing training and mentoring facilities to employees.
Part 1c. Description of at least three types of organizational learning and assessment
strategies:
The three types of organisational learning strategies which the management bodies
of organisations are training, mentoring and counselling by external counsellors.
Training:
The top management should arrange for training sessions which would enable the
employees develop knowledge about diverse cultures. The table shows that Australia houses
people from diverse origins like the UK, China and India, each country having cultural
backgrounds from Australia (Aph.gov.au. 2020). One can point out on this basis that employees

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in workplaces in Australia also come from diverse cultural backgrounds. Thus, this training
would enable the employees develop awareness and respect about each other’s cultures.
Figure 1. Table showing ethnic population of Australia
(Source: Aph.gov.au. 2020)
Mentoring:
The senior managers should provide mentoring to junior employees to develop cultural
awareness among them. Mentoring would enable the managers deal with the fear and insecurities
among certain employees on individual basis regarding cultural diversity (Gomes et al. 2017).
Counselling by external managers:
The business organisations seeking to boost diversity learning in their organisations can
hire external counsellors to provide diversity management training to the employees, especially

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the senior level employees. This would enable the latter develop cultural intelligence and lead
the subordinate employees towards implementation of diversity management in the organisations
(Noon 2018).
Assessment Task 2:
Part 2a. Outcome of consultation with relevant organisational stakeholders:
The outcome of the consultation with relevant stakeholders of the organisation on the
ideas of strategic diversity learning was positive. The stakeholders who were identified and
approached for feedback consisted of both internal and external stakeholders. The interests of the
members of the management board of the organisations lied in the fact the diversity
management would boost innovation within the operational areas like decision making. The
board members were also interested as they perceived that the adoption of diversity
management would boost the market image of the organisation. The employees, internal

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stakeholders were interested in diversity learning since they felt it would motivate them and
boost their productivity. The customers were interested in the implementation of the diversity
management role as they felt it would promote innovation in the product line of the company.
This was because employees from diverse cultural background were expected to express diverse
ideas on the future product strategies, thus offering diverse products. The investors, the second
group of stakeholders supported the idea of diversity management. Marketing of diverse
products as per expectations of customers were expected to generate higher revenue. The
shareholders expected that the firm would be able to give them higher ROI owing this expected
increase in profit generation and supported the strategic diversity learning strategy.