BELOW ARE THE 10 FILES FROM WHICH YOU NEED TO WRITE. AS YOU CAN SEE EVERYTHING MUST BE WRITTEN FROM ACADEMIC SESSIONS NO REFERENCE NEEDED ONLY 1500 WORDS Your task is to create a Professional Worksho

MBA502 Emotional Intelligence, Cultural Intelligence and Diversity Workshop Week 9 Promoting diversity and the value of inclusiveness COMMONWEALTH OF AUSTRALIA Copyright Regulations 1969 WARNING This material has been reproduced and communicated to you by or on behalf of Kaplan Business School pursuant to Part VB of the Copyright Act 1968 ( the Act ). The material in this communication may be subject to copyright under the Act. Any further reproduction or communication of this material by you may be the subject of copyright protection under the Act. Do not remove this notice. 2 Learning Objectives • Understand the link between diversity and organisational performance • Appreciate the value of inclusiveness in promoting diversity • Examine measures that promote diversity at work • Explore the different ways that diversity can be integrated in the workplace Dimensions of d iversity Source: L Gardenswartz and A Rowe, Diverse Teams at Work:

Capitalizing on the Power of Diversity (New York:

McGraw -Hill, 1994), p. 33 Activity • In groups, based on the previous slide, select:

– Any organisational dimension of your choice – Any external dimension of your choice – And any internal dimension of your choice • Then articulate for the rest of the class the relationship between the three dimensions you have chosen. In particular:

– What diversity -related issues arise? – How might they be managed? Primary and secondary dimensions • T he primary and secondary dimensions of a personality can be used as a source of discrimination or advantage. • For example, there can be an implicit bias towards people who are more physically attractive (visible primary dimension) or towards those who are similar to the dominant values of an organisation (secondary dimensions such as social or educational status). Diversity identification • An effective manager needs to pay attention to all these layers of diversity with the goal of using both differences and similarities to align to the larger goal or mission of the organisation. • Being valued by the organisation is a key aspect of employee satisfaction, yet employees may not necessarily want to be identified based on their diversity factors.

– For example, a female employee may despise being identified by her gender in a role where she can do the job as well as a male colleague. • Another layer of complexity in identifying personalities based on diversity is that people can also move in and out of their primary or secondary diversity dimensions.

– For instance, a married individual can become divorced or a person can adopt different religions, upgrade qualifications, change gender, etc. Organisational dimensions • From an organisational perspective, workplace diversity is founded on the premise that harnessing the visible and non - visible diversity dimensions will create a productive environment in which everyone feels valued, where talents are fully utilised and organisational goals are met. (Kandola & Fullerton, 1998) What is inclusion? • Inclusion is a state in which all organisational members feel welcome and valued for who they are and what they “bring to the table”. • All stakeholders share a high sense of belonging and fulfilled mutual purpose. • Inclusion is not an end, but rather a means to manifest a broadly and deeply felt sense of connectedness. (Smith, J, & Lindsay, J 2014 ) Activity • The world of diversity and inclusion is replete with hundreds of nuances and definitions. • In groups, visit the following dictionary:

http:// www.inclusive.vcu.edu/media/inclusive - excellence/DiversityandInclusionDictionary.pdf • Select any three terms/definitions of your choice. • Then, using your own words – and perhaps the use of a diagram – teach the rest of the class what you’ve learned. Interpersonal vs i ntrapersonal inclusion • Inclusion is experienced by and among all stakeholders of the organisation : individual contributors, managers, executives, and customers . • Inclusion is also relevant within every individual. It is an intrapersonal issue – as in the self -talk , thoughts, reasoning, attributions, and decision - making processes that cause individuals to include (or sometimes exclude) themselves in organisations . • The willingness and ability to include oneself is an indispensible element in experiencing inclusion. Diversity and inclusiveness: What’s the link? Activity • Watch the following collection of diversity challenges:

https :// youtu.be/n6kUaDp5FVU • What would you do in each situation? Addressing diversity challenges • Suspend bias and create a safe space:

– Create formal or informal space for social interactions that are person -based rather than identity -group based and where individual relationships can be developed , assumptions can be surfaced, personal values can be safely explored. • Create a shared identity:

– Bringing the entire organisation together in internalising a common goal to discourage an us -versus -them mind - set from developing . (Ernst and Yip, 2008) Addressing diversity challenges • Embed groups within a larger whole: – Like Russian “ matryoshka dolls ”, smaller subgroups with unique meaning and integrity can be nested within larger groups that constitute the whole. – For example, a number of organisations use educational or cultural events to bring social identity groups together. • Interlace social identities:

– Facilitate opportunities for increased cross -boundary collaboration and creativity. Gender diversity • Some of the key issues associated with gender diversity include:

– Targets and quotas – Merit – Women in leadership – Mentoring and sponsorship – Engaging men – Women in non -traditional occupations – Gender pay equity – Gender reporting – Older women – Childcare and other dependent care – Flexibility Source: Diversity Council of Australia Activity • In groups, see if you can reach a unanimous decision on which of the issues from the previous slide is most pressing. • There is no right or wrong answer. It’s just a matter of opinion – so long as you’re able to justify your position. Cultural diversity • Cultural differences in the workplace have various manifestations. These include:

– Dress – Religious practices – Customs – Social values – Family obligations – Non -verbal behaviour Source: Equal Opportunity Commission Activity • Using the following ‘Empowerment Model’ as a guide, identify at least three ways in which a manager might increase acceptance of cultural diversity in his or her workplace.

Source: Roosevelt Thomas, 1991 Age - related diversity Source: Institute for Employment Studies Activity • There are myriad diversity initiatives available to managers. According to Jayne and Dipboye (2004), these include:

– Recruitment interventions – Retention strategies – Development programs – External partnerships – Internal communication – Awareness training – Dedicated staffing and infrastructure • Each group will be allocated one of those initiatives. Your task is to identify at least three ways in which your allocated initiative can be used for the purpose of managing age -related diversity. Employees with disability • Workers with a disability have, on average, higher job retention than those without a disability. • They also have better attendance rates than those without a disability. • There is little difference between people with a disability and others when comparing levels of productivity . • Workers with a disability also have fewer work health and safety (WHS) incidents. • Furthermore , workers’ compensation costs and WHS costs for workers with a disability are much lower compared to the average worker. Sources: Australian Bureau of Statistics and Australian Public Service Commission Activity • According to the Australian Public Service Commission, there are five employment strategies that can help employees with disability:

– Fostering inclusive cultures – Promoting the benefits of candidates with disability – Improving recruitment processes – Improving leadership – Offering reasonable adjustments • Each group will be allocated one of those strategies. Using your smartphone device, find out how your allocated strategy could be implemented effectively. • Share your discoveries with the class. Sexual orientation • 53% of lesbians and gay men experience workplace harassment and discrimination . • 50 % experience homophobic remarks/jokes in the workplace . • 28 % experience aggressive or unwelcome questions about their status . • 22 % report being “outed” in the workplace against their will. • 17 % report having a restricted career due to their homosexuality. The same strategies listed on the previous slides can be used to mitigate against LGBTI discrimination and harassment.

Sources: AIDS Council of NSW and Diversity Council Australia Summary • This workshop explored the link between diversity and organisational performance. • We also established how inclusion can be promoted in various diversity issues at work. • Next week we shall explore the concept of conscious business cultures in the context of globalisation .