Workforce diversity

We are ready to represent the best custom paper writing assistance that can cope with any task like Workforce diversity even at the eleventh hour. The matter is that we posses the greatest base of expert writers. Our staff of freelance writers includes approximately 300 experienced writers are at your disposal all year round. They are striving to provide the best ever services to the most desperate students that have already lost the hope for academic success. We offer the range of the most widely required, however, not recommended for college use papers. It is advisable to use our examples like Workforce diversity in learning at public-education level. Get prepared and be smart with our best essay samples cheap and fast! Get in touch and we will write excellent custom coursework or essay especially for you.

eminar Paper Week 4. (How can tourism and hospitality organizations benefit form workforce diversity? Explain the concept of the “glass ceiling” and how women can break through)


Workforce diversity refers to employees within an organization, who differ in their race, gender, age, culture, religion, language, ideas, opinions, beliefs and values (Jupp, 18). Each of these employees should be recognised as valuable human resources and receive equal treatment and opportunities (Vaughan, 18), so that they can contribute to their maximum, and therefore provide benefits to their organization and society. In a global community, it is important to use the experience and understanding of different people from different cultures and backgrounds and with different points of view. Otherwise, organizations will not be able to relate adequately to the wide range of people who use their services or products.


Tourism and hospitality organisations can benefit from workforce diversity in many ways. For instance, if employees are able to speak different languages, then they can serve as translators for foreigners (Nankervis et al, 00). An understanding of different cultural backgrounds leads to less room for offences to be caused and more room for understanding, good communication with guests and meeting their needs. It also avoids biases and stereotyping (Nankervis et al, 00). This skill is particularly important as there are over 10 different language backgrounds in Australia at present and more than 0 different nationalities (Nankervis et al, 00).


Recognising the value of diversity also leads to a strong organisational culture, where employees are satisfied because their needs are met. For instance, an organization which allows employees a flexible work schedule, so that Moslems can participate in prayers at particular time of day or so that mothers can leave at a suitable time to pick up their kids from school, indicates respect for differences and can have a very positive influence on worker motivation and morale. Another example is where an organization encourages different view points to be expressed, which can in turn lead to creative and innovative problem solving and therefore benefit the company. A third example is where an understanding of customer needs and preferences results in better quality service and happy customers, which therefore leads to job satisfaction by employees and an increase in productivity levels. By recognising the benefits of diversity and creating a positive culture which respects differences, management can create a good working environment for employees, hence enhancing employee relations and encouraging loyal and committed employees. Promoting workforce diversity also has advantages for the community or customers of the organization, because the different needs of different people (at the local level as well as international level) will be better understood (Kandola & Fullerton, 18).


Write my paper for me!!!


Recognising the contribution of women to organizations at all levels of management is one example of commitment to workplace diversity. Cox (16, p.5) points out that we need creative and broad based solutions to the serious problems arising from the way the world is run’ and that ‘diversification of input will provide at least fertile ground for creative solutions and positive change’. Women bring different social experiences, approaches to problem solving, behaviours and attitudes. They are likely to listen carefully, consult more, facilitate discussion, ask questions, and be creative and inclusive of others. This contrasts with male behaviours which are more powerful/aggressive, have a narrower focus, are more definite (whether right or wrong), more judgemental, and less patient (Cox, 16). However, it is easier said than done to increase the role of women, because male values are still dominant in society (Cox, 16; Wajcman, 1). Women are often prevented from rising above certain levels in organizations because they are


perceived as different (implied ‘inferior’) to men. This is the concept of the “glass ceiling”, which refers to a barrier (seen in the language that men use, and their attitudes and behaviour) that prevents women from progressing past middle management and lower positions to the most senior management positions; like general manager, managing director and other executive positions (Fagenson, 1; Hing, 1).


This barrier is caused by the historical stereotyping of the roles of women and men. For example, women were seen to play the roles around the home � looking after the kids, cooking and cleaning; whereas, men were seen to be the ones who went out into the workforce to work (Wajcman, 1). Basically, the glass ceiling concept is due to the strong beliefs and attitudes of men and their misconceptions about the biological/ psychological state of women and their belief that women are too emotional to succeed in such high positions (Cox, 16; Wajcman, 1; Bradford, Sargent & Sprague, 175; Epstein, 175). Statistics show that, mainly because of such beliefs, only 14% of women are in general management positions, with only % of women in middle management positions (Nankervis et al, 00). When compared to the statistics of men in general management positions and middle management positions, women don’t even make up a quarter of the representation. Statistics in 1 also showed another form of gender bias, in that about 85% of women in the workforce dominated the teaching, clerk, sales people, and service worker profession (House of Representatives Standing Committee, 1). This indicates that occupations which have a strong service role are believed to be more suitable to women. Although there is still an under-representation of women in management positions, statistics also show that numbers are slowly increasing. For example, board membership increased from 4% in 16 to 8.% in 1 (Nankervis et al, 00). However, as Cox (16, p.) says, “our numbers … have increased but the distribution of power and resources still has not shifted significantly”.


It is important for women to break through the “glass ceiling” because this helps create workforce diversity and similarly results in many positive changes (Ferrario, 14). Some suggestions as to how they may approach such a task include


understanding the skills and requirements of the managerial position and creating internal and external communication networks.


educating young children on positive and assertive attitudes


not waiting for position opportunities to come to you - just grab it whilst you have a chance.


improving interpersonal communication between men and women - discuss and be open about any difficulties present and develop new problem solving tools.


going after aspirations - open channels of communication with other women in the organization, talk with peers, older women and role models. This will decrease the awkwardness that may be caused by being the only women “up there!”


learning to deal with the sense of isolation and gradually encouraging other women to go after their dreams


recognizing goals and going after them


not getting sucked into the belief that women are inferior and not being intimidated by male language, harsh judgements and put-downs (Gordon, 175; Strober, 175; Cox, 16; Wajcman, 1).


It is concluded that the task of breaking the glass ceiling is still not easy, but that there are important benefits to society when women succeed.


References


Bradford, D.L., Sargent, A.G. & Sprague, M.S. 175, ‘Executive man and woman the issue of sexuality’, in F.E. Gordon & M.H. Strober (eds), Bringing women into management, McGraw-Hill Book Company, New York, pp. -58.


Cox, E.16, Leading women tactics for making the difference, Random House, Australia.


Davidson, J.M. & Burke, J.R. (eds) Women in management current research issues, Paul Chapman Publishing, London.


Epstein, C.F. 175, ‘Institutional barriers what keeps women out of the executive suite’, in F.E. Gordon & M.H. Strober (eds), Bringing women into management, McGraw-Hill Book Company, New York, pp. 7-1.


Fagenson, E.A. (ed) 1, Women in Management Trends, Issues and Challenges in Managerial Diversity, Sage Publications, Newbury Park.


Ferrario, M. 14, ‘Women as managerial leaders’, in J.M. Davidson, & J.R. Burke (eds) Women in management current research issues, Paul Chapman Publishing, London.


Gordon, F.E. 175, ‘Bringing women into management the role of the senior executive’, in F.E. Gordon & M.H. Strober (eds), Bringing women into management, McGraw-Hill Book Company, New York, pp. 11-10.


Hing, C. 1, Through the Glass Ceiling, Tudor Business Publishing.


House of Representatives Standing Committee on Legal and Constitutional Affairs, 1, Half way to equal report of the inquiry into equal opportunity and equal status for women in Australia, AGPS, Canberra.


Jupp, J. 18, ‘Introduction’, in J. Jupp (ed), The challenge of diversity policy options for a multicultural Australia, AGPS, Canberra, pp. 1-.


Kandola, R. & Fullerton, J. 18, Diversity in Action � Managing the Mosaic, Institute of Personnel and Development.


Nankervis, A., Compton, R. & Baird, M. 1, Strategic human resource management, Thomson, Australia.


Strober, M.H. 175, ‘Bringing women into management basic strategies’, in F.E. Gordon & M.H. Strober (eds), Bringing women into management, McGraw-Hill Book Company, New York, pp. 77-6.


Wajcman, J. 1, Managing like a man, Allen & Unwin, St Leonards, Australia.


Vaughan, P. 18, ‘Forward’, in J. Jupp (ed), The challenge of diversity policy options for a multicultural Australia, AGPS, Canberra, pp. iii-v.


Mind that the sample papers like Workforce diversity presented are to be used for review only. In order to warn you and eliminate any plagiarism writing intentions, it is highly recommended not to use the essays in class. In cases you experience difficulties with essay writing in class and for in class use, order original papers with our expert writers. Cheap custom papers can be written from scratch for each customer that entrusts his or her academic success to our writing team. Order your unique assignment from the best custom writing services cheap and fast!