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In recent times, managing diversity has become one of the most challenging issues for global organizations. As the overall business environment of the global front has changed radically within the past decade or so, diversity in the workplace has turned out to be a vital concept. Considering different culture, race, religion, gender, linguistic background, sexual orientation and the ethnic backdrop of the organizational human resources, management of a firm needs to identify a proper strategy to monitor the diversity in the workplace in order deliver performance without causing any discrimination to the employees. Individual differences in culture and diverse mindset have created the perception to the human resources. Therefore, such unsocial practices must be condemned creating suitable workplace diversity.
In order to manage workplace diversity, managers can promote open discussion of stereotypes as part of a strategy of managing diversity. Meanwhile, stereotypes can be defined as a blend of different culture and diverse socioeconomic groups working within an organization. The existence of stereotypes can be determined by the presence of a vast number of human resources coming from a different culture, religion, race or socioeconomic background (Vaisnys, 2010).
As individual culture has owned belief and thoughts; it is very evident to promote open discussion of stereotypes in order to rectify the inherent lack of knowledge of cultural. Diversity management experts believe that organizational management must set standards in cultural stereotypes as it is a never-ending chain system (Richardson, 2005). In the meantime, cultural stereotypes sometimes hinder the manager’s ability to utilize the full strength and capability of the organizational human resources.
Therefore, such open discussion of stereotypes can figure out the inherent issues and strength within a culture. For instance, in an organization if Asian people and the American people are working together, there are possibilities of stereotypes build up. In some cases, the Asian counterparts can consider that they are not given a proper opportunity to prove their worth and capabilities over the Americans. Such thinking can lead them to leave the organization. Therefore, cultural stereotypes can make a significant impact on the productivity and confidence of the human resources (Patrick & Kumar, 2012). Considering the fact of how they are treated within the organization, stereotypes can dictate their further move. Dissatisfied groups can deliver reduced performance and productivity is creating problems in communication and teamwork. Understanding such outcomes, the diverse workforce must be given a chance to develop an open discussion of stereotypes to encourage a corporate culture so that it can lead to the success of the organization.
First of all, stereotyping comments and signs must be taken seriously to determine specific discussion platform of stereotypes in order to create a standard behavior for human resources. In the case of any open debate, logistics, and proper attitude must be presented. Unless proper discussion terms, serious organizational problems can be created through such actions (COMPTON & MEIER, 2016). The debate discussion can significantly help to cultural demeanor audits so that it can identify the opportunity and thinking the perspective of stereotypes. The precise open discussion strategy must develop an attentive stereotypes presence in the organizational framework to achieve long-term success.
The approach can deliver trust, responsibility, respectful behavior and knowledge sharing within the organizational human resources that can eventually make a massive impact on productivity. Contradictorily, open discussion strategy can work out the adverse effects if proper methods and discussion points are not followed. Considering the adverse outcome of the discussion, stereotypes can leave the workplace due to lack of opportunity and cultural perception point of view. Conclusively, proper direction and discussion factors must be identified effectively to promote open discussion of stereotypes for successful outcomes.
References
COMPTON, M., & MEIER, K. (2016). MANAGING SOCIAL CAPITAL AND DIVERSITY FOR PERFORMANCE IN PUBLIC ORGANIZATIONS. Public Administration, n/a-n/a. http://dx.doi.org/10.1111/padm.12237
Patrick, H., & Kumar, V. (2012). Managing Workplace Diversity: Issues and Challenges. SAGE Open,2(2). http://dx.doi.org/10.1177/2158244012444615
Richardson, P. (2005). Managing cultural diversity. Engineering Management, 15(2), 24-27. http://dx.doi.org/10.1049/em:20050207
Vaisnys, V. (2010). Managing culture for strategic success. Strategy & Leadership, 28(6). http://dx.doi.org/10.1108/sl.2000.26128fab.002
