Diversity and Equality in Workplace free essay sample

Simple concepts as understanding, spoken and non-verbal communications are challenges when addressing a group of employees of differing race and origins. Traditional rewards, compensations and reprimands used for motivating or disciplining employees becomes less effective as the workplace composition changes (Atewologun and Val Singh, 2010). We will write a custom essay sample on Diversity and Equality in Workplace or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page The most difficult and specific challenge for managers that may appear is their commitment and behaviour to defend and protect the workers from discrimination. This barrier almost certainly is the most effective strategy to decrease the number of discrimination. Knowledge of the individuals’ diversity is the key to understanding and resolving what is perceived as different. Sensitivity or awareness training is used, as a catalyst for distributing this type needed information. Also minority managers, when assuming a new management position, go through an extended period of time in which they are closely scrutinised by subordinates, peer and supervisors. Unfortunately, this period of examination often difficult to find the behaviour of the subordinates and the reinforcement of the management system is difficult to implement in the short time (Atewologun and Val Singh, 2010). Another factor that managers of differing race may be careful because sometimes the subordinate has identical race as the managers, and they obtain extraordinary ‘treatment’ from the managers. This is an important point because it touches on the subordinates’ perception of equality. For instance, minority managers who are as well in minority group speaking a different language may be tempted to communicate with individuals of the identical race in their native language. The â€Å"non-special† subordinate think there is extraordinary relationship between manager and some individual with same race as the managers, in their mind. Unfortunately, this perception will also steer the mind of the â€Å"non-special† subordinate that the minority manager give extraordinary treatment and that this difference may influence his decision when it comes to promotions, raises, and special treatments (Atewologun and Val Singh, 2010). Another source of potential problem is when minority managers sometimes encounter difficulties in his or her efforts to control their subordinate (Leadership problem). Hesitation by the employees in accepting the authority for a minority manager is not uncommon (Atewologun and Val Singh, 2010). Problem may also manifest them as a power struggle of intelligence. A manager may find resistance in convincing subordinates that his ideas have merit. This struggle is a reflection of the low intolerance of minorities stereotype. If this becomes an irritating issue with the manager he may resort to â€Å"flexing his managerial rights† either coerces or legitimates (i. e. perform the task because I am the boss) undermining any possible team building efforts (Atewologun and Val Singh, 2010). Particular challenges arise from gender and ethnic social categories, visible markers of membership of less powerful groups in the workplace. The intersection of these categories also merits investigation, as stereotypes often arise from a particular combination of categories. For instance, the African-American female ‘‘Mammy’’ label of a self-sacrificing woman, caring, and loyal is drawn from images of the ‘‘chief caretaker’’ slaves of the plantation master and family. Bell and Nkomo (2005) warn that focusing on her emotional and nurturing style downplays the black professional woman’s competence. Women are often stereotyped as emotional, mater nalistic and nurturing – characteristics incompatible with the manager/leader role (Roberts, 2005). Another stereotype is ‘‘Sapphire’’, an aggressive, sassy, bossy, and ‘‘drama queen’’. A black professional woman perceived in this way may be criticized or even ostracized for individual outspoken and abrasive, with co-workers responding to her behavior and not her skill. Bosses may also see her as not fitting requirements for management (Bell and Nkomo, 2001). Cases in UK: Diversity and Equality for Lesbian, Gay, and Bisexual According to DTI (2005), there are estimated 6 per cent of UK population is lesbian gay or bisexual (LGB). There has been difficult to research their presence because they are shy to confess, and some of them is scared if society reject them. In 2006, London Metropolitan University held a conference to investigate their presence. The conference was planning to make a two-year research project with support by the Higher Education European Social Fund (HEESF). HEESF has been experiencing the investigation about LGB workers because the introduction of Employment Equality Regulation in 2003 at UK. In recent studied by Mark Bell (2003) from University of Leicester, founded the implementation of Employment Equality Regulation, which required all European Union countries to introduce special legislation to fight discrimination of sexual harassment, was a long way from complete because only some countries like Luxemburg and Germany had yet to introduce legislation to this issue.