U21824: Managing Equality and Diversity at Work Report

This report delves into the critical aspects of managing equality and diversity in the workplace, examining the impact of globalization on workforce demographics and the importance of creating an inclusive environment. It explores social identity theory, the significance of workplace meetings in fostering a diverse culture, and the role of leadership in promoting equality. The report analyzes an image to understand how managers can create a collective impact on cultural patterns, highlighting the importance of involving diverse employees in decision-making processes. It further discusses the need for understanding both internal and external environments, considering gender equality, and recognizing the value of cultural differences. The report concludes by emphasizing the need for embracing diversity and establishing relevant understanding to gain a competitive edge in the globalized world.

Running head: MANAGING EQUALITY AND DIVERSITY AT WORK
MANAGING EQUALITY AND DIVERSITY AT WORK
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MANAGING EQUALITY AND DIVERSITY AT WORK
Introduction
Globalisation of markets has made involuntary alterations in demographic
characteristics of workforce across the world. Diverse employee base comprises of
individuals belonging to distinctive cultures with diverse attributes, objectives and potentials
(Sue et al., 2019). Employees coming from diverse backgrounds have diverse needs and
develop the feeling of urgency to be respected in their workplace. Thus, management requires
understanding and comprehending the need of these diverse groups of individuals in order to
evade employee tensions and conflicts. Thus, maintaining workplace coherence and stability
is vital for organizations to increase productivity. Thus, managers in contemporary times
have shed light on workplace equality by attempting to avoid ‘us’ versus ‘them’ kind of
allusions and comments. In consequence, the term ‘diversity policy’ and ‘equality policy’ has
developed as a typical label in UK organizations as well as in workplaces across the world
(Guillaume et al., 2017). The following paper will critique a particular image and understand
its underlying concepts and exemplifications related to equality and diversity in workplaces.
Discussion
Identity in diverse organizational groups
Effective diversity management necessitates a culture which exhibits utmost
inclusiveness of a work environment that fosters cooperation, involvement and cohesiveness.
The notion that categorization into “us” and “them” lies at the core of intergroup engagement
which has been widely recognized. In the view of Heath and Wensil (2019), social
categorization results in the occurrence of stereotypes besides group depictions that shows
implications of inclining towards in-group than the out-group. The organization as a whole
has been considered as a major example. Employees tend to focus on acting members of the
same organization, rather than classifying them as belonging to different cultural subgroups.

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This impression is particularly capable as it extends the constructive effects of group
membership such as commitment and cooperation toward past out-group members
irrespective of denial of individuals’ belongingness requirements as well as rudimentary
propensity to categorize. In social identity theory, dual identity patterns tend to be highly
advantageous for diverse organizations (Barak, Findler & Wind, 2016). On one hand,
employees tend to develop feeling of inclusion within the organization, irrespective of their
cultural background, thereby lessening the unconstructive effects of diversity related to
categorization. On the other hand, these employees show competence of dealing with their
cultural identities thereby, accepting possible benefits of diversity such as elevated level of
creativity.
Understanding Workplace Diversity and Equality
The above image shows how the manager has created a collective impact on the
cultural patterns of the company by involving his diverse workforce in the meeting. He has
paid attention to the fact that meetings especially at workplaces enables employees to discuss
ideas, make decisions, put their views and consequently form culture and embrace it with the
organizational culture. The person positioned in front of the white board appears to be the
leader who desires a more inclusive culture, has kept women and minority sections on the

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periphery and subsequently augmented the creativity and innovation level of the organization.
By evaluating the image, it can be noted that inclusive behaviours by involving people from
diverse backgrounds in meetings can be wide ranging, by ascertaining that every employee
attains equal position and significance in the meeting to giving each employee a chance to
speak. According to Lambert (2016), in organizational meetings, customs and expectations
must be recognized sincerely. Thus, it is imperative for leaders to make their employees
understand the importance of sharing opinions without any fear of retribution.
At this juncture, Sharma (2016) has claimed that cultural diversity has turn out to be a
key feature of multinationals besides other organizations across the world. Thus, managing
human resource in an organization necessitates a comprehensive exploration and
understanding of the internal as well as external environments. On the other hand, Lambert
(2016) has asserted that managing equality in the workplace involves thoughtful
consideration on the level of equality between men and women. According to Ozturk and
Tatli (2016), women’s work force participation has resulted in significant economic growths
in the last 50 years. By analysing the image, it can be observed that there is an equal level of
participation in the meeting which certainly reduces any acts of discrimination, thus
balancing goals and timetables of the organization. It has been asserted that devoid of the
backing from top leadership for diversity, certain agendas show propensity of failing due to
individual departments, which might not have the capitals to offer widespread advantages in
order to address, diversity correlated issues consequently lack suitable leadership. By
evaluating the image, it can be noted that by comprehending value as well as cultures of own
as well as other host regions, the manager has been exhibiting respect thus been able to
efficiently manage a multicultural team. The leader appearing in the image might be
following transformational leadership, due to his inclination towards perceived integrity and
showing positive approach in a team meeting.

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On the contrary, Ravazzani (2016) has argued that while some organizations have
capitalized on laws of EEO (equal employment opportunities) besides AA (affirmative
action) while employing women and people from cultural minority sections, it is a contest
while bearing in mind the constricted budget setting to increase cost welfares in operation.
Nevertheless, the mangers can indicate on either taking EEO as well as AA laws as
constructive prospects to associate them with their planned goals in order to attain a
competitive role which has managerial inference. In the view of Ozturk and Tatli (2016), the
fluctuations in the perspective of managers in determining AA and EEO not only
acknowledge the entry of subgroups to entry level services but further to help them support
and propagate based on the performances.
Conclusion
Thus, to conclude, with an agenda of gaining a modest edge in the globalized world it
is distinct that handling diversity as well as equality in workforce will serve decisive role.
Meetings are still considered as major venue of building and nurturing diversity and equality
with the organization, thus engaging employees to put their best efforts at work. The most
effective way of promoting diversity and equality at workplace is to embrace it and establish
relevant understanding related to it.

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References
Barak, M. E. M., Findler, L., & Wind, L. H. (2016). Diversity, inclusion, and commitment in
organizations: International empirical explorations. Journal of Behavioral and
Applied Management, 2(2), 813.
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.
Heath, K., & Wensil, B. (2019). To Build an Inclusive Culture, Start with Inclusive Meetings.
Retrieved 5 March 2020, from https://hbr.org/2019/09/to-build-an-inclusive-culture-
start-with-inclusive-meetings
Lambert, J. (2016). Cultural diversity as a mechanism for innovation: Workplace diversity
and the absorptive capacity framework. Journal of Organizational Culture,
Communications and Conflict, 20(1), 68.
Ozturk, M. B., & Tatli, A. (2016). Gender identity inclusion in the workplace: broadening
diversity management research and practice through the case of transgender
employees in the UK. The International Journal of Human Resource
Management, 27(8), 781-802.
Ravazzani, S. (2016). Understanding approaches to managing diversity in the
workplace. Equality, Diversity and Inclusion: An International Journal.
Sharma, A. (2016). Managing diversity and equality in the workplace. Cogent Business &
Management, 3(1), 1212682.
Sue, D. W., Sue, D., Neville, H. A., & Smith, L. (2019). Counseling the culturally diverse:
Theory and practice. John Wiley & Sons.