Managing Diversity Strategies Article Example | Topics and Well Written Essays - 250 words

Managing Diversity Strategies - Article Example In summary, the article portrays diversity management as a business strategy that requires training to employees in order to increase their ability to align their practices to the diversity requirement in both the external and internal business environments. Key points in the article are on the importance of authenticity in diverse management which requires the shunning of the tradition perception of the practice. Glenn also sensitizes on the importance of diversity management in growth, and how change evaluation is important is creating reliable diversity management strategies (2). The article is important in the chapter of study in that it addresses the queries on the significance of the approach in the workplace, how to effectively implement the process and how to develop appropriate diversity training techniques. The choice of the article is based on its ability to evaluate the future of diversity management as influenced by mandatory change in the corporate world. I agree with the arguments by Glenn since the article highlights accurate trends in the practice based on trends in diversity management. The article also provides reliable information since it uses case studies of companies that have successfully implemented diversity management strategies. Glenn, Llopis. Diversity Management is the Key to Growth: Make it Authentic. Forbes. June 13, 2011. Web. April 21, 2015.

The Mistrust Felt By Staff Essay Example | Topics and Well Written Essays - 9000 words

The Mistrust Felt By Staff - Essay Example Jabri & Pounder in discussing organization change stated that â€Å"narrative can enable participants to comprehend the impact of change efforts on those employees in organizations who may feel victims of change.† (2001, pp. 684) Clearly, from the comments made in the questionnaire and through personal discussion with staff, there was no clear communication perceived by staff or management. While discussing the change process itself many employees felt that had been excluded and had not been consulted. To further complicate the problem, staff perceived that HR was under similar pressure and feeling unsure of changes. Because of the sweeping organizational changes that had occurred, staff felt that even management was unsure of the direction that had been taken and thus further felt they had nowhere to turn for leadership and guidance. Another are where staff felt communication was ineffective and exhibited signs of mistrust arising from fear surrounded the role the consultants played. Jabri & Pounder stressed that the narrative approach allows the consultant to break through their own perceived notions and paradigms to enable the member of the organization to do the same thereby facilitating change. (2001) Staff was unsure why the consultants were looking over their shoulders. Further, through interviewing the consultants they placed the responsibility of lack of information flow on the management team. There appeared to be no clear lines of communication flow between any of the principles: staff, management and the consultants. Macadam stated that many of the perceptions, statements, and actions exhibited by staff â€Å"resentment; depression; distrust; stress; disloyalty; and lack of productivity.† (2000, pp. 39) are outward signs of the upheaval caused the dramatic changes within the organization?