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Modern business organizations have identified the real value of workforce diversity in order to enhance the overall organizational performance. In strategic management, managers of the business organizations have utilized workforce diversity to promote significant changes within the workforce culture. By realizing the presence different people coming from a different culture, age group, religion, linguistic culture, race and diverse background, organizational managers need to implement significant strategies to maintain a swift-working environment for every employee. By promoting efficient and suitable training programs that lead to the essence of workforce diversity, management of an organization can control some of the major problems associated with workforce diversity such as dissatisfaction of the human resources and employee discrimination (Godiwalla & Damanpour, 2011). On the other hand, the facilities directed to the organizational employees can successfully lead them to improve the employee morale as well as productivity at the workplace. Through efficient communication system, managers should promote open discussion of stereotypes as a part of the strategy for managing workforce diversity.
Promoting open discussion of stereotypes within the diversity management system can encourage the employees to show respect to other cultures and race (Goerzen & Beamish, 2005). Apart from that, such activities can improve the trust of culture within the employees coming from diverse culture and religion. Irrespective of the social culture and background of the organizational employees, open discussion of stereotypes can improve the personal relationship and attachment of the staffs working in the same firm. Promoting such practical discussion in a workforce diversity management system, employees from a different culture, race and religion can understand the signs of conflicts more regularly (Girndt, 2007). Meanwhile, improvement in communication can avoid the workplace discrimination that can be addressed as one of the major issues in diversified work culture. Therefore, promoting open discussion of stereotypes can make the employees more loyal and respectful to each other preventing any unfairness to the staffs.
The analysis of the stereotypes figures out different strengths and issues in culture. For example, if American and Asian people are working together in an organization there are chances of building stereotype. There have been several cases where the Asian feels that they are not provided with equal opportunities to prove their skills and capabilities. Such thoughts can lead to leaving of jobs and impacts the organization with a reduction in confidence and productivity of the human resources (Kock, 2012). Stereotypes control the moves of the employees in the organization. The problems in teamwork and communication can lead to the formation of unsatisfied groups that delivers reduced productivity and performance. Hence, it is important to provide opportunities for open discussion on stereotypes to avoid such problems in the organization.
It is important to consider the stereotyping signs and comments seriously to resolve discussion on stereotypes to standardize the human resource behavior. Furthermore, in any open debate, it is important to present a proper and logistic attitude that will help to resolve the issues of stereotypes. Serious problems can occur without proper discussions that may lead to the downfall of the organization. The debate can help in cultural audits to identify the opportunities and to think about different perspectives of stereotypes (Goerzen & Beamish, 2005). Hence, the strategy of open discussion can assist in developing attentive stereotypes that can lead to the long-term success of the organization.
The suggested strategies can help in developing responsibility, trust, knowledge sharing and respectful behavior among the employees. The change in the human resource’s behavior has a massive impact on its productivity. Hence, the discussion strategy can resolve adverse impacts of stereotypes by implementing proper reviews and methods. Conclusively, proper discussion factors and direction must be identified to promote discussion of stereotypes and seek positive outcomes.
References
Girndt, T. (2007). An Intervention Strategy to Managing Diversity: Discerning Conventions. European Journal Of Work And Organizational Psychology, 6(2), 227-240. http://dx.doi.org/10.1080/135943297399213
Godiwalla, Y., & Damanpour, F. (2011). The MNCS Global Ethics And Social Responsibility: A Strategic Diversity Management Imperative. JDM, 1(2), 43. http://dx.doi.org/10.19030/jdm.v1i2.5034
Goerzen, A., & Beamish, P. (2005). The effect of alliance network diversity on multinational enterprise performance. Strat. Mgmt. J., 26(4), 333-354. http://dx.doi.org/10.1002/smj.447
Kock, A. (2012). Top management team diversity and strategic innovation orientation: the relationship and consequences for innovativeness and performance. Strategic Direction, 28(4). http://dx.doi.org/10.1108/sd.2012.05628daa.008
