Age Demographics, Executive Summary, and Compile ProjectThe Fig Technologies Executive Leadership Council (ELC) has asked you to compile a report regarding the age demographics within the organization

Project

Stephener Baisey

Columbia Southern University

Assessment and findings

The assessment of the office in Miami, Florida, concluded, several team members were frightened to report to work because at one time was construed as friendly rivalry amongst its members has escalated creating a hostile work environment.

The culture and climate of the Miami, Florida office are laid-back, with tropical pictures on the wall creating an ambiance of unity and oneness with earth and man. The people are friendly and diverse. The diversity of the team is age, beliefs, social class, and gender.

Socially the team is constructed with its differences but share the same beliefs regarding sports and the enthusiasm for the game. Recently, individual associations and social identities with its differences and diversification in professional sports teams versus local college teams have caused a division amongst the group effecting work productivity at the workplace.

According to Bell (2017). The dominant group in the office which is compromised of the cross-country locals and transfers, who are older workers and assumed having higher paid positions identifies themselves with the professional teams and considered the majority within the workplace.

According to Bell (2017). The non-dominant group, mostly, university graduates, with lower-paid positions, identify themselves with the college teams, having been stereotyped as irresponsible, self-centered, and lacking company commitment by the dominant members rendering them as the minority in the group.

And others, of the team who are not as interested in sports, but share its enthusiasm, therefore, have no self-identity with teams or sports nor socially make claims of their social class based on or surrounding sports. This group is identified as non-dominant and a minority.

In the past, an occasional friendly bantering has taken place in the office, proudly identifying the weight and magnitude socially each team represents. The different influences financially professional teams contribute to the game versus college team contribution to the profession as a whole etc.

However, recently, it has been reported to the team leader that the once friendly bantering in the office has taken a dramatic turn causing other team members not interested in sports to become uncomfortable with the recent events that have taken place amongst members of the team.

It was witnessed and reported of cross-country locals placing stigmas on several individuals from the university, demoralizing their upbringing referring to them as, "low-class citizens."

In return, the college students are accusing them of using their power of influence to control others and creating a hostile work environment.

Both groups, the dominant group, and non-dominant group are now placing undue pressure on the members which is not committed to a sports team, insinuating their lack of commitment shows a lack of loyalty to their co-workers. Now, members of this team are offended, frightened and refusing to report to work, threatening to seek legal action, if this situation is not handled.

Bell (2017) stated, it has been proven through research that problem-solving and creativity promotes organizational diversity and develop diverse groups when gender, different background varies, bringing and confronting issues from a different viewpoint which brings various solutions in solving conflicts. Racial diverse groups tend to develop a better quality of ideas as well.

The assessment in the office of Kansas City, Mo. concluded, several team members were disgusted with sexual conversations taking place at work which resulted in a petition to ban sexually misconduct at the workplace.

The culture and climate of the Kansas City, MO office is rigid and uptight with signs on the walls reminding their employees of company policy and employee distractions. The employees do not appear to be openly friendly with each other although very diverse.

The diversity of the team is race, age, gender, and beliefs.

Socially the team shares similar backgrounds and fondness for the sport, but their identity would be grouped in an individual player(s) of a team which shares the same racial, ethnicity, and sexual beliefs as them. In comparison, the professional sports player(s) or college team player(s) would be the subject of discrimination leading to separate talks in the break areas.

The conversations would lead to identifying the challenges one must face being different racially, sexually and different ethnicity.

The conversation would address personal issues, identifying the same challenges as the football player(s) they admire. The conversations would be explicit in detail which would engage their sexual appetites, therefore caused an unpleasant and hostile environment in the workplace.

According to Bell (2017), The dominant and in-group employee(s) recognizes and is aware that he/she belong to the group with favoritism in the workplace therefore no longer feel that it is necessary to deny a behavior that is accepted and dominates the workplace.

According to Bell (2017), The non-dominant and out-group employee(s) are aware of their group membership is subject to differential treatment simply because of their membership and is categorized and identified in the workplace as anti-gay or lesbian displaying prejudice attitudes and irrationally behavior toward the dominant group.

The company has recently been informed of a petition circulating around the office banning these types of discussions in the workplace.

According to Bell (2017). It has been proven through research problem solving and creativity are promoted with organizational diversity through the development of diverse groups of gender, and backgrounds. People with diverse backgrounds bring different experiences and approaches to a situation outperforming those with similar backgrounds.

Recommendations to the Executive Leadership Council

The recommendation for the office in Miami, Florida, is all team members cease all forms of bantering immediately. All parties involved receive retraining and re-certification on Sexual Harassment in the workplace.

The investigation proved that both groups were guilty of bantering and although it centered around one's favorite team, this type of behavior is unwarranted and unwelcomed in the workplace. The investigation revealed, the demoralizing statements were not directly attacking the individuals from the university but were used as a slang word to describe college team sports and anyone who identifies with such teams. The actions and behaviors of the parties involved were not to offend, frightened, or threaten anyone.

The recommendation for the office in Kansas, Mo, is the company will uphold the request of the petition. The investigation revealed that the conversations overheard were true. The parties involved by no means were attempting to be offensive but expressive in detail about the different challenges and correlations they shared with members of the football teams. Because the type of language used was not centered around educational purposes, nor does it have a direct input to the advancement of one's work performance but personal in nature, this type of behavior is unwarranted and unwanted and in direct violation of Title VII of the U.S. Civil Rights Act.

In conclusion of the assessment and findings of both scenarios, the benefit and disadvantages of diversity is understanding an individual uniqueness, accept the differences, find a way to interact, collaborate and build teams. Embrace Unity! (Shen, Chanda, D'Netto, & Monga, 2009).

Channeling diversity is evaluating yourself. Accept the part of you that need changing, whether it be your attitude, behavior, beliefs, and how you interact with individuals that are different than you. All these things matter and helps create a positive atmosphere.

References

Bell, M. P. (2017). Diversity in organizations (3rd ed). Boston, MA: Cengage Learning

Shen, J., Chandra, A., D’Netto, B., & Monga, M. (2009). Managing diversity through human resource management: An international perspective and conceptual framework. The International Journal of Human Resource Management, 20(s), 235-251.