Analysis of Diversity in Organizations: Chapters 1-3 Research Report

This report provides an analysis of the first three chapters on diversity in organizations. It begins by agreeing with the philosophical foundations presented in Chapter 2, which highlights the diversity in the American workplace, including ethnic, racial, sexual orientation, disabilities, and weight challenges, which can lead to issues like prejudice, stereotyping, and discrimination. The report contrasts Chapters 1 and 3, defining diversity and its positive and negative impacts, and outlining relevant legislation. Chapter 1 defines diversity and states its positive outcomes, while Chapter 3 sets out laws that legislate on issues related to diversity. The report discusses the role of a CEO in promoting diversity, emphasizing the importance of understanding relevant legislation, implementing Affirmative Action Programs, addressing discrimination, and fostering an inclusive workplace. The report references several sources to support its arguments, highlighting the importance of diversity for competitiveness, talent acquisition, and innovation within organizations. The report concludes by suggesting strategies for creating a more inclusive and diverse workplace to improve problem-solving and creativity.

Running head: RESEARCH CHAPTERS 1-3 1
Diversity in Organizations
Name of Student
Name of Institution

RESEARCH CHAPTERS 1-3 2
Diversity in Organizations
Question 1- Philosophical foundations of Chapter 2
I do agree with the philosophical foundations as stated out in chapter two. The workplace
in the America society exhibits diversity in ethnic, racial and sexual-orientation. The workforce
also incorporates people with disabilities and those with weight challenges (obese). The
diversity in the demographics may lead to some groups being dominant while others are the
minority. This may result in problems of prejudice, stereotyping and discrimination at the
workplace. Bell (2011), states that the non-dominant or minority may not necessarily be fewer
numerically at the workplace, but may be in terms of power, privilege and prestige.
Characteristics of minority groups include: group awareness, identifiable, have
experienced discrimination and differential power (Bell, 2011). The group awareness is the
consequence of resistance and activism, or the reactionary response due to discrimination and
subordination. Identifiability may be physical or cultural traits. Discrimination is practiced in
order to limit the socio-economic and political power of the minority group (Bell, 2011). The
differential power is exercised by the dominant group to control access to employment,
healthcare and education.
The categorization and identity attributed to minority groups is based on prejudice. The
prejudice arises out of attitudes which are irrational and negative. Discrimination then follows
underpinned on prejudice. Stereotyping which over generalizes the characteristics of groups of
people also contributes to the categorization and identity of minorities (Bell, 2011). Favoritism at
the workplace is manifest when the dominant group favors those in their group and
disenfranchising and being biased against the out-group. Bell (2011), asserts that in other

RESEARCH CHAPTERS 1-3 3
instances, internalized racism may manifest when the non-dominant group accepts the negatives
stereotypes and favor the out-group against their own.
Aversive racism is also common in persons who believe they are not prejudiced but still
poses negative feelings about minorities and racial issues (Bell, 2011). While they do not openly
discriminate, they may exhibit racist behaviors such as benevolent, hostile and ambivalent
sexism. This calls for responses at the individual and organizational level to reduce
discrimination based on prejudice. Organizations should monitor and control discriminatory
practices while individuals should be encouraged to see the inconsistencies in their values and
behavior.
Question 2- Contrast chapters 1 and three (Legislation)
Chapter one focuses on defining diversity and its key terms and then states that it can
have positive outcomes. Chapter three sets out the relevant laws that legislate on issues related to
diversity such as sex, race, religion and work. Diversity can be defined as the differences that
affect interactions between people due to considerations that are perceived or real. Diversity is
determined by analyzing the context based on national significance, culture or socio-economic
factors. Diversity may be negative in terms of job discrimination or positive in inclusivity
(Guillaume, Dawson, Olayo-Ebede, Woods &West, 2017). Thus chapter one sets out positive
and negative aspects of diversity, chapter three is remedial in nature.
Chapter one posits that organizations attach less significance on legal considerations than
is generally believed. Organizations may benefit from diversity in marketing, acquisition of
resources, cost of integration, creativity and flexibility of their systems (Bell, 2011). At the same
time they have to guard against negative internal and external consequences such as
discrimination and boycotts. Chapter three focuses on the punitive and compensatory measures

RESEARCH CHAPTERS 1-3 4
governing employment and overlooks the positive aspects of diversity. According to Bell (2011),
one such law is the Title VII of the Civil Rights Act 1964, where a disparate impact may arise
even when a job policy is evenly applied and neutral.
One commonality to both chapters is The Equal Employment Opportunity Commission
which provides exceptions to certain legislation that uphold diversity at the workplace (Bell,
2011). The Bona Fide Occupational Qualifications and Business Necessity allow for
circumstances where there is no alternative without discriminating. This discrimination may then
not be deemed as punishable but positive for the business. The other commonality to both
chapters is the Affirmative Action Programs that seek to increase diversity with regards to
women, persons with disabilities and Vietnam veterans (Bell, 2011). Thus chapter one is more
focused on the individual and organization, chapter three targets employers with regards to
diversity.
Question 3 Practical Application as CEO
As a CEO, the ideal style of leadership is to act as a coach (Chin & Trimble, 2014). This
style seeks to transformational in nature and serves to bring out the best in each employee (Hyun,
Lee & Miller, 2014). The starting point as the CEO is to be conversant with the relevant
legislation that governs employment on issues such as diversity and legislation. This will help
me to understand the rationale and historical background of such legislation. Proper perspectives
will be gained on the outcomes in lawsuits related to the same. The limitations identified should
strengthen my resolve to pursue inclusion and diversity irrespective of legislation. A utilization
analysis will be the basis of instituting an Affirmative Action Program.
A proper understanding of who constitute minority groups will help me in addressing
issues related to discrimination at the workplace. If the organization I lead has a dominant group

RESEARCH CHAPTERS 1-3 5
that subordinates the minorities, reducing the differential power will be the starting point. I will
institute remedial actions that will remove artificial constructs within the organization that
increase the identifiability of minorities (Bell, 2011). Measures aimed at monitoring and
controlling discrimination and stereotyping will be implemented with my full backing. De Bono
(2011) proposes that personal change in behavior such as aversive racism will be encouraged at
the workplace in order to ensure inclusion and diversity that is positive.
Understanding the key issues of diversity within the organization will improve
competitiveness in several areas (Lozano & Escrich, 2017). Integration of the employees will
reduce labor costs on training while attracting and retaining talent from diverse backgrounds.
Diversity that values all workers irrespective of race, sex and sexual orientation and ethnicity
will widen the company’s market reach (Bell, 2011). Greater ability in problem solving and
creativity will be evident within the organization (Lambert, 2016). Differences in experiences
and backgrounds will increase innovation and problem solving abilities (Reynolds & Lewis,
2017). The organization will also be more flexible and open to new organizational experiences.
This will ensure that the company does not experience negative internal or external outcomes
due to discrimination and lack of diversity.

RESEARCH CHAPTERS 1-3 6
References
Bell, M., P. (2011). Diversity in Organizations (2 Ed). South Western: Cengage Learning.
Chin, J. L., & Trimble, J. E. (2014). Diversity and leadership. Thousand Oaks: SAGE.
De Bono, S. (2011). Managing cultural diversity. Maidenhead: Meyer & Meyer.
Guillaume, Y. R., Dawson, J. F., Otaye-Ebede, L., Woods, S. A., & West, M. A. (2017).
Harnessing demographic differences in organizations: What moderates the effects of
workplace diversity? Journal of Organizational Behavior, 38(2), 276-303.
doi:10.1002/job.2040
Hyun, J., Lee, A. S., & Miller, L. (2014). Flex: The new playbook for managing across
differences. New York: Harper Collins.
Lambert, J. (2016). CULTURAL DIVERSITY AS A MECHANISM FOR INNOVATION:
WORKPLACE DIVERSITY AND THE ABSORPTIVE CAPACITY FRAMEWORK.
Journal of Organizational Culture, Communications & Conflict, 20(1), 68-77.
Lozano, J., & Escrich, T. (2017). Cultural Diversity in Business: A Critical Reflection on the
Ideology of Tolerance. Journal of Business Ethics, 142(4), 679-696. doi:10.1007/s10551-
016-3113-y
Reynolds, A., & Lewis, D. (2017). Teams Solve Problems Faster When They’re More
Cognitively Diverse. Harvard Business Review Digital Articles, 2-6.