Diversity and Culture
Primary Dimensions of Diversity
The primary dimensions of diversity convey the very important truth that every individual is unique and that human beings are wired and abled differently. Because of this, it is crucial that people make deliberate efforts to learn how to co-exist peacefully and productively with one another. This is imperative in the contemporary multicultural society where people from different cultures interact often in the workplace and in educational institutions. An important fact about the primary dimensions of diversity is that they greatly determine an individual’s early socialization (Ting-Toomey, 1999). More specifically, primary dimensions mold a person’s self-image, directing their thinking as well as behavior (Ting-Toomey, 1999). From this, I have learnt that the way I behave and reason in different situations is largely influenced by my gender, age, ethnicity, and social class. I have also learnt that I am unique and that I do not have to do anything to change who I am so that I can fit in with other people. In short, I have learnt to appreciate myself, especially where my ethnic background is concerned.
Among the six primary dimensions of diversity that were covered in the text, the aspects of age, race, gender, and sexual orientation affect my life the most. I have been in a number of social contexts where, being a young person, my views and ideas have been downplayed. This has left me feeling undervalued. It also hurts me that in many family settings, children are often not consulted when important decisions are being made. For example, many parents will choose the schools they want their children to attend without seeking the child’s views or wishes. Regarding gender, it bothers me that even in the 21st century, women are still marginalized when it comes to high-ranking jobs. It hurts me even more when I consider that women put in a lot of effort to acquire knowledge and skills to compete in the job market, especially when a woman has to juggle between her family responsibilities, job demands and part-time classes.
Concerning the aspect of race, it unsettles me that even in the present society, incidents of racial profiling and killings still occur. The sad story of last year’s murder of George Floyd is still very fresh in my mind. I fail to understand why law enforcers- people who are charged with the responsibility of protecting citizens- should kill innocent people simply because of their racial background. To me, embracing racial diversity is a key requirement attribute that every person must strive to acquire in this era of multiculturalism, and in which globalization has reduced the world to one village. Lastly, I am still struggling to accept the concept of same-sex relationships and marriages. I would not wish to delve much into my reservations about this topic, but I realize that a time may come when I will have no option but to change my views and embrace the whole idea. After all, the world is changing at a rapid pace and it is only prudent that human beings learn to adapt to the changes.
Generational Issues in the Workplace
The Electronics Section that Julia has been appointed to head is an excellent illustration of generational diversity in the place of work. The three full-time sales associates belong to different age groups, and Julia must understand and meet each of their expectations and needs. Ethel, for example, belongs to the ‘analog’ generation that can be challenging to work with in today’s digital world. According to Harvey and Allard (2014), learning a new computer program for inventory control has been difficult for Ethel. Similarly, she could not concentrate when a video on customer service was being shown.
Communication via instant messaging or email is a big challenge, and reaching her off office-hours is a nightmare because she turns off her phone so as ‘to watch the television uninterrupted’. A major issue that Julia faces with Ethel, who represents the Baby Boomer generation, is rigidity when it comes to change. As noted by Harvey and Allard (2014), Baby Boomers tend to be comfortable with the status quo even if it stands in the way of goal attainment. Ethel also seems to be self-centered: her switching off the phone at home just to watch the television without caring that her colleagues or boss might seek to know something from her urgently is a sign of selfishness. Additionally, Ethel does not really have the company’s interests at heart; she goes to work because of the medical benefits she receives. This may be attributed to unpleasant historic events that she witnessed earlier on, including the Vietnam War as well as the Kent State University shootings.
Larry seems to be the solution to some of the issues Julia is having with Ethel. For instance, Larry, a millennial, is an expert when it comes to text messaging. He is also very conversant with computers and will try every new electronics equipment that arrives as he believes that it is wrong to sell to a customer something that the seller is not familiar with. This is understandable given that he is millennial, people born at a time when technology use was gaining momentum (Harvey & Allard, 2014). However, Larry’s obsession with technology could be a huge obstacle for Julia as she seeks to improve customer service in the department. Larry’s reportedly gets so preoccupied with checking messages and learning video games that he snubs customers who require assistance. He also lacks patience when dealing with customers, especially those that ask to be helped to understand certain features or apps on their accessories or phones. Additionally, Larry cannot be contacted via phone calls; he prefers emails and text messaging. Julia may not get the clarity and satisfaction she needs when she has to contact Larry over an important issue. At the same time, his obsession with technology may require frequent supervision; the department might also lose some customers-especially the older ones- due to Larry’s impatience with people who seem not to get things quickly.
Unlike Ethel and Larry who have issues serving certain customers, Ricky, a Generation Xer, enjoys attending to customers. So good is Ricky with customers that many of the buyers he attends to make frequent return visits to the store to buy other items (Harvey & Allard, 2014). Ricky is not as conversant with computers and technology as Larry, but he at least understands the basics. Unlike Ethel, Ricky does not away customers who pose technical questions; he will call Julia or a younger associate to help the customer. He values his teammates, perhaps because he belongs to a generation that was influenced by the erosion of the world’s dominance by America (Harvey & Allard, 2014). He also has the habit of searching answers online. The main issue that Julia has with Ricky is that he excels in selling TVs alone and is not interested in the other equipment. In other words, Ricky gravitates to aspects or sectors about which he is knowledgeable. This could create additional work for Julia as she may have to promote one of the part-time associates to a full-time associate to sell the other electronics equipment that Ricky does not show interest in selling.
The Gender Quota System
Gender imbalance, especially in the corporate arena, has been a major issue in most countries-including the most developed ones. In the United States, for example, women reportedly constitute “fewer than 15% of all Fortune 1000 directors” (Sweigart, 2012 p.82A). This is a huge concern given that women have made remarkable advancements in terms of education as workforce participation (Sweigart, 2012). To address this disparity, it is perhaps time that the U.S. government considered going the Norwegian way of enforcing gender quotas that set the minimum number of women members in corporate boards. Research has established that gender quotas are an effective strategy of fostering gender diversity (Sweigart, 2012). Nevertheless, there are conflicting views on the impact of gender quotas, which warrant careful evaluation of the pros and cons of enforcing such a policy in the U.S.
A key benefit of enforcing gender quotas in the U.S. is that it would increase institutional capacities. It has been found that corporate boards that have a significant number of women tend to be more well-organized and capable of developing effective strategic protocols. At the same time, having a greater female representation in corporates enhances management effectiveness and fosters communication (Sweigart, 2012). In addition, studies have shown that gender diversity, as fostered through gender quotas, improves a firm’s brand image whilst also increasing customer satisfaction (Sweigart, 2012). These benefits are worthwhile in a country where alternative measures of promoting gender diversity in corporate boards have failed (Sweigart, 2012).
Even with the benefits outlines above, the quota system may not bear much fruit in the U.S. unless the issue of gender stereotyping is dealt with. In the words of Sweigart (2012, p.93A), boardroom quotas could be unpalatable if people perceive them as forms of gender stereotypes. This is because of the widespread perception that male achievements stem from individual capabilities like commitment and intelligence whereas any achievements by women are largely the result of “external factors such as chance or special treatment” (Rhode & Packel, 2014 p.406). In other words, enforcing gender quotas on the number of female members of corporate boards could have the impact of creating or exacerbating gender bias due to the thinking that the women appointees are not serving in the boards because they are skilled or competent; rather it is because the government has simply done them a favor. This brings into perspective the concept of tokenism, which essentially refers to the view that somebody got a given position due to a quota. When such view prevails, it becomes very challenging to eradicate gender stereotyping, hence only worsening gender imbalance. When this happens, efforts to promote gender diversity become nothing but counterproductive.
In conclusion, therefore, there are some underlying issues that need to be addressed before the U.S. government considers implementing the gender quota system that is currently being used in Norway. Key among these issues are stereotyping and tokenism, which essentially postulate that holding a high-ranking position for a woman is sheer luck or favor while for men it is a merited accomplishment.
References
Harvey, C. P. & Allard, M. J. (2014). Understanding and Managing Diversity: Readings, Cases, and Exercises, (6th Ed). Pearson Education.
Rhode, D. L., & Packel, A. K. (2014). Diversity on corporate boards: How much difference does difference make. Del. J. Corp. L., 39, 377
Sweigart, A. (2012). Women on board for change: The Norway model of boardroom quotas as a tool for progress in the United States and Canada. Northwestern Journal of International Law & Business, 32(4), 81A.
Ting-Toomey, S. (1999). Communicating across cultures. Guilford Press.
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