Your Final Assignment Helps To Integrate All That You Have ✓ Solved

Your final assignment helps to integrate all that you have

Assignment: Your final assignment helps to integrate all that you have learned over the course. Your future role as a leader will benefit from this exercise by applying your new knowledge to the real world. Answer each prompt using at least 350 words. Develop a list of five criteria for a CEO assuming that he or she has effective diversity management and inclusion as a strategic goal. Now that this course is coming to a close, select any one of the managers in a case from this text. Evaluate this manager on your established criteria for diversity. Based on your evaluation, give this person a grade ranging from A to F for his or her diversity. In terms of the change model (unfreezing, change, and refreezing) what internal and external forces might resist each of the following: instituting mandatory diversity training for all employees, appointing a chief diversity officer, initiating applications for diversity awards, or establishing a phased retirement program? Assume that you are a mentor to an employee who came from a low-class background. She is bright and has career potential. However, you recognize that some elements of her behavior such as the way she speaks, her dress, her manners, and her communication patterns will prevent her from advancing to the next level in your organization. How could you help her? The list of primary and secondary dimensions of diversity include: - Race - Ethnicity - Age - Gender - Sexual Orientation - Physical and Mental Challenges - Social Class - Religion - Appearance - Language and - Military Service Now that you have read about the primary and secondary dimensions of diversity, what have you learned about yourself? Of all of the dimensions covered in this text which so far have affected your life the most? What examples can you provide to substantiate your answer? Do you think these may change in importance during your lifetime? Why or why not.

Paper For Above Instructions

Introduction

This final assignment integrates valuable lessons from the course, emphasizing the significance of effective diversity management and inclusion in leadership roles. Understanding how to navigate diversity is crucial for a CEO, and this report outlines five essential criteria for evaluating a CEO's effectiveness in meeting diversity goals. Furthermore, an analysis of an established manager will reveal their diversity performance, while also examining the potential resistance to diversity initiatives. Finally, the personal reflective element allows for a deeper understanding of individual experiences with diversity.

Criteria for a CEO Focused on Diversity Management and Inclusion

1. Cultural Intelligence: A CEO should possess high cultural intelligence, meaning they understand, respect, and adapt to various cultural contexts. This encompasses recognizing cultural differences and leveraging this knowledge to foster an inclusive environment.

2. Empathy and Emotional Intelligence: Empathy enables a leader to resonate with the experiences of diverse employees. An emotionally intelligent CEO will be able to engage meaningfully with staff from varied backgrounds, understanding their struggles and valuing their contributions.

3. Commitment to Change: The CEO should demonstrate a robust commitment to diversifying the workplace. This includes actively pursuing initiatives that promote diversity and inclusion, ensuring that these values are embedded in the company’s mission and operations.

4. Accountability and Transparency: Effective diversity management requires a CEO to be accountable for outcomes. This involves setting measurable goals for diversity and openly sharing the company's progress with stakeholders. Transparency promotes trust and allows for collective problem-solving across the organization.

5. Communication Skills: High-level communication skills are critical for a CEO. They must be able to communicate the importance of diversity values compellingly and persuasively, inspiring others to embrace diversity as a core value of the organizational culture.

Evaluation of a Manager on Diversity Criteria

For this evaluation, I will select a case manager (hypothetically named “Manager A”) who has been involved in diversity initiatives. Using the established criteria, my assessment reveals Manager A's strengths and weaknesses. Manager A shows considerable emotional intelligence and a genuine empathy for the employees' diverse backgrounds. He actively participates in discussions about diversity and has taken steps to facilitate cultural training workshops.

However, his cultural intelligence could improve, as he occasionally overlooks subtle cultural factors that could enhance team cohesion. His commitment to change is demonstrated but is still in developmental stages, with room for setting clearer goals. Based on my criteria, I would grade Manager A a “B” for their current performance in diversity management.

Resistance to Diversity Initiatives

Implementing diversity initiatives can face various internal and external resistance forces, often relating to Lewin's change model—unfreezing, change, and refreezing.

1. Mandatory Diversity Training: Internal resistance may stem from employees perceiving mandatory training as an imposition. This perception can lead to resentment, where employees feel their autonomy is being compromised. External resistance could arise from community backlash if the training is viewed as unnecessary or patronizing.

2. Chief Diversity Officer Appointment: Employees might resist the appointment of a chief diversity officer if they feel that their roles are threatened by changes or further scrutiny of behaviors. External forces may involve public skepticism regarding the effectiveness of such positions, questioning their necessity.

3. Applications for Diversity Awards: Internal resistance might include low morale if employees feel that pursuing awards distracts from core functions or if they perceive it as tokenism. Externally, critics may argue against the authenticity of recognizing diversity for accolades rather than genuine commitment.

4. Phased Retirement Program: Internal pushback could come from older employees who feel unsettled by discussions about retirement before they are ready. Public perceptions may also influence these discussions, leading to potential resistance from community groups advocating for younger talent over seasoned professionals.

Mentoring an Employee from a Low-Class Background

As a mentor to an employee who comes from a low-class background but has great potential, I would adopt a nurturing approach to address behavioral elements that hinder her advancement. Regular one-on-one meetings would provide a platform to openly discuss her goals and challenges.

To assist her in improving communication patterns, I would recommend public speaking workshops and networking opportunities that could enhance her confidence and professional demeanor. Additionally, providing resources for professional attire and grooming tips could positively impact her self-esteem and workplace presence. Encouragement to engage with diverse networks would also expose her to successful role models who share similar backgrounds.

Personal Reflection on Dimensions of Diversity

Through my learning about the primary and secondary dimensions of diversity, I have gained insights into my identity. The dimensions of social class, race, and ethnicity have significantly shaped my experiences, presenting both challenges and opportunities. For instance, coming from a middle-class background allowed certain educational privileges, yet I also faced stereotypes based on my ethnicity that influenced perceptions of my capabilities.

Looking ahead, I believe these dimensions will continue to evolve in importance throughout my life. As societal norms shift and diversity becomes more integral in various spheres, my understanding and personal significance attached to these dimensions may enhance. This dynamic nature of diversity will require ongoing self-reflection and adaptability.

Conclusion

In closing, this final assignment illustrates the critical importance of diversity management and inclusion in leadership roles. By establishing clear criteria for evaluating executive performance in this context and reflecting on personal experiences, we can better prepare ourselves for diverse work environments. Ultimately, the journey toward inclusivity requires commitment, continuous learning, and open conversations among all stakeholders.

References

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