Discrimination and Sexual Harassment

virtu completely(prenominal)y Americans can trace their predecessors back to any(prenominal) country crosswise the oceans or the Mexican-American or Canadian-American b rambles. Each ethnic group has enriched American culture with its own particular faces of music, food, customs, and dress. It usu wholey rams two or more generations for the members of a reinvigorated immigrant group to be nonplus sufficiently absorbed into the life of a corporation that they lose their separate identity. Some ethnic groups mainly those of dark skin colorize never achieve total acceptance.People come to astir(predicate) improving group transaction in their brass section moldiness(prenominal) represent against such clichs as Im non prejudiced and I treat completely(a) race the same. Even the most propagatehanded several(prenominal)s do non treat any spate the same. muchover, they should non. both heap atomic issue forth 18 prejudiced for or against former(a) people . However, it is behaviors, non attitudes, which comprise the major group capers confronting theater directors and supervisors. on that point atomic number 18 many laws against racist behaviors, yet there atomic number 18 none against prejudicious attitudes.The ethnic prejudices found in neighborhoods, schools, and bloodlines come from two main sources (1) the apprises and whimseys item-by-items key out from others, and (2) the tensions and frustrations all people experience piece competing with other people, especially those who ar culturally divers(prenominal). Race and racism, outgrowths of prejudice, disrupt governing behaviors (Shepherd & Penna 34). heathenish diversity changes the organic law by providing new human resources and coachial contests to employers.As the United States experiences shortages of apt workers, most memorial t sufficientts should to find ways to optimally utilize multicultural workers. This often entails dealing with employees w ho pick up different attitudes toward clip, status and references, transactionhips, responsibility, decision-making, and engine room (Goldstein & Leopold 45). In addition, as the nations workforce is reshaped with admiration to age, sex, racial composition, and national origin, the challenge to managers and supervisors is enlarged managers moldiness take crocked lead in eliminating ine musical none and familiar curse in the piece of work. Abbasi & Hollman 96).If physical composition devises an creative activity outline to cope with favoritism and intimate badgering the settlement lead be the successes an presidential term will experience. First, managers should play de hall in the perplexity of diversity initiatives in order to deliver permanent change in organisational culture, systems, and structures should work in an interconnected partnership within their scheme to accomplish diversity success aboundingy second, cultural and sex diversity includes every employee, so, managers and supervisors essential be aw atomic number 18 of their values, motivations, communication styles, attitudes, and postulate.Arguments that support the thesis 1. Helping across cultures at work level can be accomplished hardly with the countenanceance of well-trained manager Most favoritism and familiar badgering paradoxs ar grow in the arranging culture. Certainly, group therapy is an alternative. another(prenominal) alternative is affirmative action designed to change jobs. One of the reasons managers and supervisors atomic number 18 continually frustrated is because the t stamp outer puzzles they atomic number 18 called upon to form atomic number 18 themselves the products of a larger social environment.Frequently, for example, an alienated workers problem resolution depends not on his or her adjustment to an animated situation scarcely instead on being moved to another job or another society. This kind of environmental change is mod eled after environs therapy. It is clear that many minorities and women do not get the sustain they need because company resources be not attuned to their needs. The more trenchant employers behave in the following vogue 1. They regard each employee as a vital part of the composition.2. They view all personnel positively, because whatever diminishes anyones self (e. . , humiliation, discrimination, degradation, failure) has no place in a culturally sensitive organization. 3. They allow and provide for individual and cultural differences. 4. They learn how employees see things. Since sensitivity to their own noteings is a prerequisite to useful attractership, it is beneficial for administrators to have maximum self-insight. For about administrators, this is an integral part of their personality for others it mustiness be learned. A growing number of administrators are participating in about type of sensitivity training.If it is true, that helping across cultures can be accomplished unaccompanied with the assistance of a healthier person. A worker does not need direction from an administrator who is a racist. Nor does a fe anthropoid person person employee need a prejudiced supervisor. The more effective administrator is a raise person who functions with compassionate efficiency, who is able-bodied to assist his or her subordinates to form their problems without resorting to pity, panic, or resignation. This type of administrator maintains professional balance and keeps his or her perspective with self-insight and humor.Once diversity- connect problems are identified, managers should move with not bad(p) care when implementing change. Some actions, although well intentioned, will only exacerbate the problems. Anything that disrupts the existing hunt of work activities can cause superfluous complaints and stress. 2. Diversity-related leadership is an grand organizational grammatical constituent determine the extent of discrimination Witho ut the full commitment of upper-level leaders in an organization, discrimination and intimate badgering initiatives are probably to fail and thus discriminatory practices are incredible to be s meridian (Cox& Blake 8).However, it is also necessary to look at a lower place the upper-most levels to contemplate the ways in which the behaviors and decisions of mid-level worry and direct supervisors whitethorn also preserve discrimination and inner harassment. Upper-level forethought at the highest levels of leadership in organizations, the chief operating officer, the top management team (TMT), and the corporate placard are instrumental in determining the direction that the organization will take with regard to discrimination and intimate harassment.Leaders must first recognize the potential for discrimination in traditional organizational practices and structures and must desire in the need to value all employees and remove obstacles to their success (Stoner & Russell-Chapi n 13). The chief operating officer and top management team necessitate important decisions regarding organizational strategies and resources, and they communicate the organizations priorities to all members and stakeh elderly groups (Chevrier 45).The extent to which leaders choose to try inclusiveness in the organizations strategy and the extent to which resources (i. . , personnel, money, time) are devoted to eliminating all forms of discrimination and inner harassment are indicators of leaders priorities and of which types of employees are make up (Morrison & von Glinow 67). Top-level leaders can also caution discrimination and inner harassment by implementing systems of accountability that make rewards contingent upon brush diversity goals. After the corporate panel and TMT have decided to pursue an organizational change strategy byout the organization, the role of the CEO is particularly important.Cox and Blake (1991) argued that for champions for diversity are unden iable to enact changeand the CEO is in a very full(a) position to passionately pursue change, to role model the behaviors required for change, and to help the organization to move forward. Such a leader can help to establish an inclusive organizational culture through persistent communication of and visible support for all programs and policies aimed at reducing discrimination and sexual harassment (Morrison & von Glinow 89). In addition, when successes occur, he or she would provide rewards and interpretations broodent with the desired values.In this manner, a CEO who demonstrates commitment to eliminating all forms of discrimination and sexual harassment throughout the organization may play a crucial role in transforming an organization from monolithic (unicultural) to multicultural. The quality of leader-subordinate relationships is also an important term for discrimination and sexual harassment in organizations. High-quality leader member exchanges (LMX) may be less likely to develop amongst leader subordinate dyads composed of individuals who are demographically different (Hiller & Day 34).Yet, because LMX relationship quality is thought to be pivotal for the admission fee that subordinates receive to resources, in organisation, important networks, and opportunities, high-quality LMX relationships with diverse subordinates are one key to combating discrimination sexual harassment in organizations. Ultimately, those managers who establish high quality LMX relationships with all of their employees without discriminating against minority subordinates will be in a crack position to utilize all of their human resources (Douglas et al. 8). Indeed, recent evidence present that departments in which racial minorities reported high-quality LMX relationships with their managers had higher(prenominal) profits than departments where minorities reported low-quality LMX relationships (Nishii, Mayer, Goldstein, & Dotan 19). 3. Without integration of equivalen ce goals within the broader crinkle diversity-oriented strategy the organization will not develop open communication, mutual trust, and confidence in managementWhen strategies for pass on diverse employees and creating a culture of inclusiveness are embedded within an organizations strategic headache architectural plan, consequent levels of discrimination and sexual harassment remainder tend to be lower. real including EEO as part of a companys business strategy is important because statements of non-discrimination are a very tangible and salient sign that discrimination is not tolerated within an organization (Morrison & von Glinow 167).Further, publicly stating the importance of diversity as a basis of competitive avail and human resource quality fosters the belief that diversity represents an opportunity for the organization preferably than a problem. There is also a theoretical basis for expecting that organizations that pursue an innovation strategy will be move to capi talize on the diversity of behavioral scripts that result from a diverse workforce.This is found on the evidence that diverse groups are more likely to produce a diverse set of ideas compared to homogeneous groups (Milliken & Martins 78), and the wider set of ideas is expected to translate into better decisions. An organization that perceives the differential competencies and experiential bases of diverse employees as a source of competitive usefulness is less likely to engage in practices that discriminate against diverse groups. Arguments on the other side 1. People form different backgrounds and cultures tend to form unhealthy teamwork with diversity-related problemsWorkplace harassment which entails the use of abusive language or isolation of specific workers may result because of their diversity (disabilities, performance record, sex, or place of birth) which will hinder the efficient formation of teamwork (Broadnax 13). People are more nonresistant to oeuvre harassment an d discrimination, which is bad for the organization. However, people form different backgrounds and with varied skills when effectually managed tend to form a brawny teamwork. Teamwork is useful for an organization in that people are able to share their ideas or problems, thereby, providing workable solutions to issues.The use of cross-functional teams and employee participation are key to success of the organization. This is because they provide a more firm platform on which to exchange knowledge and instruction. Therefore, managers who take substantive leadership in this area are essential. Workplace harassment practices such as sexual harassment are so inhuman that it results in the breakdown of individual and team relationship in an organization and in most cases it results because of ones race, disability, or gender. curse is not only order to young employees moreover it can be directed to a senior member of the group.The consequences of workplace harassment and surveill ance are commonly severe in that it results in mental, physical, and horny illnesses. Therefore, the managers in this case have a lot to lose if they do not act quickly. 2. People solve nothing, time solves problems Most managers are reluctant to study that there diversity-related problems that should be angiotensin-converting enzyme-minded. While managers must be supportive and allow a reasonable period of time for problem abatement, it is important to remember that managers do not help employees or the organization by neglecting problems.Nor do problems go away or unthaw themselves if given ample time. If a business is managed poorly, it loses profits and eventually fails. If cultural conflicts and sexual harassment are handled poorly, worthful employees are lost. Avoiding financial and human resources losings tests the leadership mettle of managers. Central to conflict resolution is mastering the processes of problem solving, the dynamics of which are terzettofold (Nishii, Mayer, Goldstein, & Dotan 78-90) 1. The facts that constitute the problem must be understood. Facts usually consist of both objective reality and natural reactions. 2.The facts must be thought through. They must be probed into, reorganized, and deformed over in order for distressed employees to grasp as lots of the total configuration as possible. 3. A decision must be made that will result in resolving or alleviating the problem. This usually involves a change in behavior and, if possible, attitude. Succinctly, the three operations of problem solving are fact-finding, analysis of facts, and implementation of conclusions. For the maximum effectiveness, the people involved in the discrimination and sexual harassment conflict must be fully involved in the efforts to solve their own problems.It is possible for a manager to define the problem and prescribe solutions, yet when this go acrosss the self-responsibility of the employees involved in the conflict is weakened. It is const antly better if the employees who have problems are able to assist in bringing about the resolution. A problem cannot be solved if the necessary study is missing. A manager may want to understand his or her subordinates conflicts but be unable to do so because slightly of the data are missing or distorted. In some situations, administrators are not privy to all the information. In other instances, the information may have been misinterpreted.Like any puzzle, missing pieces of information in a human relations problem will render it insolvable. data alone is seldom enough. Too much information can freeze contradict attitudes and reinforce dysfunctional behavior. Conditioned by organization and peer group norms, remote information may cause a manager to say to a complainant, I understand what you have said but I dont believe it. For example, a sexist supervisor may disregard musical accompaniment of a females abilities to do male-oriented jobs. An individual with delusions of ma le superiority is not likely to believe reports documenting female competence in male jobs.Thus, in order to be helpful, information must be believed by the manager. All of this underscores the crucial importance of managers taking strong leadership in order to go across harassment and discrimination. Sensitivity is the capacity to call and empathize with the values, aspirations, and olfactory sensationings of subordinates. Today, more than ever, organization needs culturally sensitive administrators. Without being able to see employees as they see themselves, to photocopy fears of cultural differences, and to communicate with their subordinates, managers will turn their organizations into socially and psychologically destructive battlefields.If they are unable to put themselves in the minds of their subordinates, there will be little help for the aggrieved persons. Frequently, managers are problems themselves or causes of problems. As noteworthy earlier, the ability of manager s to achieve and maintain a condition of objectivity when dealing with their subordinates problems is important in the conflict resolution process. If a manager is wrapped up in his or her own inner initiation, he or she will not be able to perceive clearly the feelings of others. The challenge to administrators is awesome They must empathize with subordinates but not to the point of losing their objectivity.In many instances, aggrieved workers do not know how they really feel about their situation until they have communicated these feelings to person else. Distressed workers may only be aware of internal discomforts. Providing opportunities for them to tell how they feel is usually the first step in isolating electronegative feelings and related behaviors. They may have previously communicated internal discomforts by arguing with, laughing at, or avoiding soupcon with other workers. Talking about negative feelings can provide a better view of them and a better recover for manag ing them.While allowing an employee to tell is a semiprecious technique in resolving problems, it is only a first step. Telling should be related to some end and not further an end in itself. Solutions must be sought. Perhaps the major distinction lies mingled with talking about the discrimination and sexual harassment conflict and talking through the discrimination and sexual harassment conflict. In the first instance, usually nothing more than random talk, free association of ideas occurs. In the second instance, more structured thought occurs a problem is acknowledged, its implications and related behaviors examined, and solutions pondered.Talking through a problem excites all the dust processes, often causing increased flashbulb and sweating. The whole person is caught up in it. It is imperative that distressed workers focus on problems that can be solved. This is by furthest the most efficient use of ones energies. For example, an older worker who focuses on his age, a adult female on her gender, and a Hispanic on his ethnicity are all wasting valuable time and energy, as they cannot alter those things. However, if they pore on ageism, sexism, and, racism, then something constructive is possible. Managers must also focus on problems that have the potential of being solved.Some of the questions to be answered by managers and supervisors during this process are What is the problem? (Who did what, when, where, what happened? ) Who senses (feels) the problem? (Only the aggrieved, co-workers, supervisors? ) How are you personally affected? (Emotionally, socially, economically, professionally? ) What was the immediate cause for what happened? What organization rules and regulations bring up to the problem? Who can act to resolve this problem? What do you want to happen? What are your options? What will you do? ConclusionDiscrimination and sexual harassment management in the organization is a reflection of how the changing world and market pl ace will be in the future. Diversity will kindle respect for individual differences within the organization and hence make it able to clear a competitive advantage in the organization. Discrimination and sexual harassment management in the organization is able to avail associates through the creation of safe and honorable environment for all. Future research is needed to examine the consequences that the alignment among organizational processes and structures has for levels of organizational discrimination.This is critical because an intervention into a single process or structure is unlikely to effectively reduce discrimination and sexual harassment. For example, if top management leaders squeeze a strategic business plan that explicitly involves reducing discrimination and sexual harassment, but fail to also pattern a culture of inclusion, their efforts are likely to be ineffective. It would be useful to examine how individuals perceive the alignment of organizational proces ses. More generally, research needs to take a systems approach to discrimination and sexual harassment. fictionalize your thesis somewhere near the end of your paper.