Written Assignment Unit 2

Diversity and Culture

Department of Business Administration, University of the People

BUS 4402: Organizational Behavior

Dr. Natalie Dougherty

September 20, 2023

Written Assignment Unit 2: Recommendation Report Template

Please use the provided template to compose your suggestion report for Global Business
Resources, LTD. The Element located on the left side may be retained in the final version. The
given questions under the section "How to address the element" might serv e as a helpful reference
in formulating the proposal. However, it is essential to remove the questions from the final text
before submission. (Texas A&M, 2020).

Element How to address the element

1. Identify the need. Situation and Background

Based on empirical evidence, it has been shown that a

company without an effective diversity program is likely
to have a workforce that lacks diversity. The absence of
proactive leaders seeking to exert influence on
participation, coupled with the absence of representation
from various demographic groups, will result in a
deficiency. The negative impact of a poorly executed
diversity program on an organization's ability to achieve
successful adaptation has been highlighted in previous
research. Hence, the implementation of a diversity
program is vital for Global Business Resources, LTD to
augment the organization's overall performance. (Cox &
Blake, 1991).

2. Establish the criteria for responding Overall goal

to the need.
One of the advantages associated with the implementation
of a diversity program is the potential for organizational
empowerment. A workforce characterized by diversity
includes people who possess varying origins, experiences,
and opinions. The presence of variety has the potential to
foster heightened levels of creativity, innovation, and
problem-solving capabilities. The presence of a varied
staff within a business may contribute to a more
comprehensive comprehension and effective service
provision to a diversified client base, hence resulting in
enhanced profitability and overall success. (Cox & Blake,
1991).

Specific and measurable objectives solution

Element How to address the element

A further advantage associated with the implementation of

a diversity program is its potential to foster a higher level
of job satisfaction among employees. When workers
perceive a sense of worth and inclusivity, there is a higher
probability of them displaying increased levels of
engagement and commitment toward their jobs. The
presence of a heterogeneous workforce has the potential to
contribute to heightened levels of job satisfaction and
decreased rates of employee turnover (Cox & Blake,
1991).

Solution to adhere

Nevertheless, the implementation of a diversity program

may also pose some obstacles. One notable obstacle that
organizations often encounter is the phenomenon of
resistance to change. Certain individuals may exhibit
resistance towards the concept of diversity, seeing it as a
potential danger to their position or standing within the
organizational hierarchy. Addressing these issues and
offering education and training programs are important to
enhance workers' comprehension of the advantages
associated with diversity (Cox & Blake, 1991).

3. Determine the solution options you
will examine.
The scope of your approach to the problem.
Another issue lies in ensuring that the diversity program is
comprehensive and not only a symbolic gesture. To
guarantee the program's efficacy and responsiveness to the
needs and concerns of workers, it is essential to actively
include individuals from varied backgrounds in its
conception and execution (Cox & Blake, 1991).

The possible courses of action

Diversity managers also contribute to the promotion of

inclusion via the establishment of social accountability
mechanisms. To get a deeper understanding, it is necessary
to revisit the results of the experiment involving teacher
trainees since these findings have been corroborated by
several investigations. Individuals tend to exhibit less
inclination towards biased behavior when they are aware
of the potential need to provide justifications for their
Element How to address the element

judgments. The presence of a diversity manager who

engages in inquiry-based dialogue encourages managers to
adopt a more inclusive approach in their recruiting and
promotion practices, prompting them to evaluate all
eligible individuals rather than relying on immediate,
intuitive decisions. (Dobbin & Kalev, 2016).
.

4. Study how well each option meets Comparison objectives

the criteria.
Organizations that designate diversity managers see a
notable rise ranging from 7% to 18% in the representation
of all underrepresented groups, except Hispanic males,
inside their managerial ranks during a timeframe of five
years. These are the net benefits obtained after considering
the implementation of both successful and ineffective
initiatives. (Dobbin & Kalev, 2016).

Systematic and quantitative data

Despite the potential advantages associated with the
implementation of task forces and diversity managers, a
mere 20% of medium and large companies have adopted
the former, while a mere 10% have embraced the latter.
Diversity managers incur financial expenses, however,
task forces use current personnel, making them a more
cost-effective alternative compared to ineffective
measures like mandated training. (Dobbin & Kalev, 2016).

5. Draw conclusions based on your Research for a discussion section

analysis.
In summary, the implementation of a diversity program is
vital for Global Business Resources, LTD to augment its
overall performance. The implementation of a diversity
program inside a business has the potential to enhance its
overall empowerment, foster a workforce that is more
content and fulfilled, and ultimately result in heightened
profitability. Nevertheless, it is important to acknowledge
and confront the obstacles linked to diversity, while also
guaranteeing that the program is all-encompassing and not
only a superficial gesture. (Cox & Blake, 1991).
 Element How to address the element

6. Formulate recommendations based The course of action and suggested decision

on your conclusion.
Prominent corporations such as Bank of America Merrill
Lynch, Facebook, and Google have made substantial
investments in the concept of accountability in recent
years. Building upon Deloitte's first illustration, the
organization has now made available comprehensive
diversity statistics for public access. It is anticipated that
after a few years, the impact of the aforementioned action
will become evident. (Dobbin & Kalev, 2016).
The use of bias management strategies, which are
primarily employed in diversity initiatives, has shown to
be very ineffective in achieving the intended goal of
fostering equitable opportunities. There has been little
progress in the representation of black males in corporate
management since 1985. There has been little development
seen among white women since the year 2000. There exists
a sufficient number of educated women and minorities
since both cohorts have had significant advancements in
education during the preceding two decades. The issue lies
in the ineffectiveness of using coercion and punitive
measures as a means of motivating individuals to conform
to a prescribed course of action. (Dobbin & Kalev, 2016).
Results of data analysis
The numerical data provides a concise representation of
the situation. The potential outcome of implementing
mandatory diversity training for managers, regulating their
hiring and promotion choices, and establishing a legalistic
grievance system inside your firm is a decrease in diversity
rather than an increase. The positive aspect of this situation
is that we have identified effective strategies; thus, it is
imperative to increase their implementation. (Dobbin &
Kalev, 2016).

References
 Texas A&M English 210 OET Committee. (2022). 20 – Recommendation reports. In

Howdy or hello? Technical and professional communication. PB Pressbooks.

https://oer.pressbooks.pub/howdyorhello/part/recommendation -reports/

Cox, T., & Blake, S. (1991). Managing cultural diversity: Implications for organizational

competitiveness. Academy of Management Executive, 5(3), 45-56.

https://www.jstor.org/stable/4165021

Dobbin, F., Kalev, A. (2016). Why Diversity Programs Fail: And what works better.

https://hbr.org/2016/07/why-diversity-programs-fail