Management Report: Organizational Diversity Learning Strategy Analysis

This report provides a comprehensive analysis of workplace diversity, focusing on training and development strategies within organizations. It examines the importance of diversity training in maintaining organizational productivity and achieving competitive advantages. The report delves into releva...Read More

Running head: MANAGEMENT
Management
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1.1 Training and development for workplace diversity
The organizations include training and development program to ensure that they gain
competitive advantage in the market. The changes in the diversity in the work place changes
the overall scenario and so training models are important to ensure that the organizational
productivity is maintained (Senge 2014).
1.2 Relevant stakeholders
The relevant stakeholders of an organization are shareholders, directors, creditors,
suppliers, government and employees. The stakeholders have been consulted and all of them
agree that diversity is an important organizational goal. The goals that were set includes the
inclusion of more minorities in the organizational community and take measures to ensure
that there is no discrimination in the organizational culture.
1.3 Diversity learning strategy
Organizations are more focusing on diversity training so that the stereotypes in the
mind of the people can be shattered. Diversity training will include sessions on religion,
ethnicity, gender and age, which will address the issues related to this. This will help to
increase the awareness level of the employees and remove the biases in their mind.
1.4 Technology and system requirements
The organization will be using innovative strategies to implement the training
program. The organization will be using monitors to provide motivational quotes about
teamwork and workplace diversity. A cloud-based portal will be created for any help
regarding workplace discrimination and the training will include demonstration of real life
experience, which will help to identify the personal liabilities of a person in this context.

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1.5 Aligning diversity-learning strategy with human resource requirements
The organization will be starting policies, which will include the recruitment of
employees from different backgrounds. There will be special scope for the minorities in the
community along with the policy increasing the workforce diversity to improve the overall
culture of the organization (Casillas and Moreno-Menéndez 2014, pp.85-101).
1.6 Recommendations
It is recommended that the organization include a session where the interaction
between the various diversities increases. This will help to understand the perspective of
every employee and at the same time will remove the misconception people have of other
communities. The organization should try to create a diverse culture, which includes the
values from different cultures.
2.1 organisational diversity learning
There is a debate found about organisational diversity learning and to bring changes
in the process of diversity, an organisation needs to focus on their commitment, strategic use
and the communication process of the organisation structure. In order to amend the
requirements the organisation needs to redefine the leadership process with the help of the
leaders as well as change the management structure.
2.2 promoting responsiveness in the organisation with help of diversity learning strategy
Diversity learning strategy will help the organisation with the information and educate
the management of all the best practices along with inventing plans to promote a responsive
behaviour within the organisation with a willingness to learn from the wrong and perform it
right. This can also be done by some training plan within the organisation.

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3.1 implementing diversity-learning strategy for supporting organisational
requirements
Diversity by the term is the variations among the people and in a organisation it is the
culture that works as the foundation of strategic thinking. For implementing a proper
diversity, learning strategy within the organisation there is a need of involving the
management team, adapting a proper organisational culture, communication, formal project
creation and finally changing the HR initiatives for including diversity.
3.2 validating organisational assessment
Consistency in assessment is the achievement that is the result of the outcomes. The
organisational assessment that is consistent with the operational needs is the responsibility of
determining the operational needs of the organisation. The organisational assessment
highlights the gaps between the capabilities of the organisation. The operational needs
assessment is often a new step towards the improvement program.
3.3 learning diversity resources
The compliance training of an organisation is often the program initiated for the
diversity awareness, managing of a proper workplace and every organisation. The
organisation must put a regulation on each employee to attend the training so that the
employees can be updated about all the culture of the organisation and maintain the decorum
of the workplace (Luthans, Luthans and Luthans 2015).
4.1 Develop procedures to liaise with diversity organisations to monitor role of learning
strategies and learning resources
This particular method is dependent on three components, which are leadership
commitment, strategic planning and employee involvement. The top leader of the

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organisation is in charge of determining the diversity efforts of the organisation. The diversity
strategic has some values, which are respect, reliability, trust, progress and credibility (Jiang
et al. 2014 pp. 2078-2086).
4.2 incorporating national policy issues in an organisation
Change is always an important factor in everyone’s life and the policy change topic is
purely unknown until the organisation knows about how it works and what are the
implemented changes. Though policy change does not always bring good results for the
organisation, still it has some good effects on organisations wellbeing (Li et al. 2014 pp.271-
291).
4.3 review of policies for operational effectiveness
The required policies are information-sharing, involvement of the stakeholders,
monitoring the progress of the organisation, regularly reviewing the changes and evaluating
the outcomes of the organisation. These polices will result to the operational effectiveness of
the organisation and thus the organisation will improve the planning process and offer a long
term sustainability for the organisation (Luthans, Luthans and Luthans 2015).
4.4 stakeholders’ perception on the outcomes of the learning strategy
The adaptive management is often a source that is used in managing the resources.
The management strategy evaluation will help to evaluate and know about the stakeholders
perception and provide information about the decisions made by the stakeholders. This will
also help in evaluate the good and bad kind of decisions made by the stakeholders.
5.1 implementation process of the organisational learning strategy

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This process is designed in a few steps those are making an approach, look into the
deployment, learning about the learning strategy and lastly the results. These steps will
highlight the result that the organisation gets after implementing the diversity organisational
learning strategy within any organisation and increase the performance level of the
employees (Harper 2017).
5.2 performances of people after implementing the learning strategy
After the implementation of the learning strategy, gradually the performance level of
the employees will increase and it will meet the organisation’s requirements and thus the
organisation will flourish. The implementation of the learning strategy will help the
organisation to maintain a culture within the organisation and turn every crisis with good
performance (Yin et al. 2014 pp.49-56).
5.3 plans for improving diversity-learning strategy of an organisation
The plans that will improve the process of diversity learning strategy includes,
challenging conversations, implement strategy, support the organisation with a goal, diverse
work force. All of this will help in articulating the diversity learning strategy at a large extent
and hep the organisation to acquire more profit and achieve their goal as well (Harper 2017).

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References.
Casillas, J.C. and Moreno-Menéndez, A.M., 2014. Speed of the internationalization process:
The role of diversity and depth in experiential learning. Journal of International Business
Studies, 45(1), pp.85-101.
Harper, J., 2017. Real Solutions Workshop: Developing a Diversity & Inclusion Strategy for
Sustainable Cultural Change—Toronto. Catalyst.
Jiang, L., Meng, D., Yu, S.I., Lan, Z., Shan, S. and Hauptmann, A., 2014. Self-paced learning
with diversity. In Advances in Neural Information Processing Systems (pp. 2078-2086).
Li, Y., Chen, H., Liu, Y. and Peng, M.W., 2014. Managerial ties, organizational learning, and
opportunity capture: A social capital perspective. Asia Pacific Journal of Management, 31(1),
pp.271-291.
Luthans, F., Luthans, B.C. and Luthans, K.W., 2015. Organizational behavior: An evidence-
based approach. IAP.
Senge, P.M., 2014. The fifth discipline fieldbook: Strategies and tools for building a learning
organization. Crown Business.
Yin, X.C., Huang, K., Yang, C. and Hao, H.W., 2014. Convex ensemble learning with
sparsity and diversity. Information Fusion, 20, pp.49-56