Most Organizations Claim To Value Diversity.

Most Organizations Claim To Value Diversity For This Discussion

Most organizations claim to value diversity. For this discussion: Define some characteristics of surface-level diversity and deep-level diversity. Analyze the diversity practices at your job or school: Based on the characteristics you identified, give an example of how your job or school engages in surface-level and deep-level diversity. Be sure to respond to at least one of your classmates' posts. Provide examples or share your experiences as well.

Paper For Above instruction

Diversity within organizations can be broadly categorized into two types: surface-level diversity and deep-level diversity. Understanding these categories is essential in evaluating how organizations approach and value diversity through their practices and policies.

Surface-level diversity refers to observable, easily identifiable characteristics among individuals. These include attributes such as race, ethnicity, gender, age, physical abilities, and other demographic features (Harrison, Price, & Bell, 1998). Because they are immediately noticeable, surface-level diversities often influence initial perceptions and interactions. For example, in my workplace, colleagues' racial backgrounds and gender are easily recognizable, highlighting surface-level diversity.

Deep-level diversity, on the other hand, encompasses less visible attributes such as beliefs, values, attitudes, personality traits, and educational backgrounds (Landy & Mount, 1986). These elements are not readily apparent and often influence long-term relationships and team cohesion once individuals get to know each other beyond superficial appearances. At my school, students from different cultural backgrounds and with diverse academic interests exemplify deep-level diversity. These differences impact how students collaborate and communicate, as their perspectives and problem-solving approaches vary based on their backgrounds and personal experiences.

In analyzing the diversity practices at my workplace, I observe a focus on surface-level diversity through hiring policies aimed at increasing representation of various demographic groups. The organization actively recruits diverse candidates to promote racial, gender, and age diversity. For instance, promotional campaigns highlight initiatives to increase gender parity and cultural inclusion, which directly address observable differences. These efforts are visibly evident through diverse hiring panels and targeted outreach programs.

Regarding deep-level diversity, the organization emphasizes fostering an inclusive culture that values different perspectives and experiences. Employee resource groups (ERGs) facilitate dialogue and learning about different cultural, religious, and philosophical backgrounds. Workshops on unconscious bias and cultural competency are regularly organized to deepen employees' understanding and appreciation of psychological and societal diversity. Such practices aim to nurture deeper understanding, respect, and collaboration beyond surface characteristics.

At my school, diversity practices include curriculum design that incorporates multicultural perspectives, reflecting an acknowledgment of deep-level differences in knowledge and worldviews. Additionally, peer mentoring programs are designed to support students from diverse backgrounds, promoting inclusion and understanding. These initiatives help address the deep-level diversity among students and staff, creating an environment where varied perspectives are valued and differences are leveraged for learning and growth.

While surface-level diversity can be easily measured and visibly experienced, deep-level diversity requires ongoing effort and intentional practices to cultivate understanding and appreciation. Effective diversity management involves recognizing the importance of both levels. Surface-level diversity initiatives might attract a broad range of individuals, but cultivating deep-level diversity ensures an inclusive environment that harnesses differences for innovation and problem-solving (Cox, 1993).

In conclusion, organizations that genuinely value diversity recognize the importance of addressing both surface-level and deep-level characteristics. My workplace demonstrates this by actively promoting demographic representation and fostering an inclusive culture that values different perspectives. This comprehensive approach enhances organizational adaptability and promotes a more equitable environment. To further advance these efforts, continuous evaluation and adaptation of diversity practices are necessary to meet evolving societal and organizational needs.

References

Cox, T. (1993). Cultural Diversity in Organizations: Theory, Research & Practice. Berrett-Koehler Publishers.

Harrison, D. A., Price, K. H., & Bell, M. P. (1998). Beyond Relational Demography: Time and the Effect of Surface- and Deep-Level Diversity on Work Group Cohesion. Academy of Management Journal, 41(1), 96-107.

Landy, F. J., & Mount, M. K. (1986). The Logistic of Diversity in Organizations. Journal of Applied Psychology, 71(2), 491-499.

Roberson, Q. M. (2006). Disentangling the Meanings of Diversity and Inclusion in Work Group and Organizational Outcomes. Group & Organization Management, 31(2), 212-236.

Ng, E. S., & Burke, R. J. (2005). Person–Organization Fit and the Work Environment: An Examination of Diversity and Inclusion in the Workplace. Journal of Managerial Psychology, 20(2), 94-114.

Mor Barak, M. E. (2015). Managing Diversity: Toward a Globally Inclusive Workplace. Sage Publications.

Clark, C. (2020). Cultivating Deep-Level Diversity: Strategies for Organizational Success. Business and Society Review, 125(3), 319-341.

Ng, E. S., & Tung, R. L. (2016). Managing Diversity in Organizational Contexts. International Journal of Cross Cultural Management, 16(2), 137-148.

Williams, M. C. (2014). Diversity and Inclusion: Examining the Impact on Organizational Performance. Journal of Leadership & Organizational Studies, 21(2), 136-151.