BSBLDR804

Influence and shape diversity

management
Class Activities

Candidate Details
Assessment – BSBLDR804 Influence and shape diversity management

Please complete the following activities and hand in to your trainer for marking. This forms part of your
assessment for BSBLDR804 Influence and shape diversity management .

Name: Paul Lee

Address: 335 – 337 Blaxland Rd Ryde NSW
Email: tung1407andy1607@gmail.com
College : ____Hobart_________________________________________________________

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I declare that no part of this assessment has been copied from another person’s work with the
exception of where I have listed or referenced documents or work and that no part of this assessment
has been written for me by another person.

Signed: ________Paul Lee_______________________________________________________

Date: _______17-11-2020_____________________________________________________

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Learner 1: ____________________________________________________________
Signed: __ Paul Lee __________________________________________________________
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 ACTIVITY 1.1.

Case Studies – Group Activity

 Make a group of 2 members
 Consult books, journals, online resources.
 Time: 40 minutes for research and drafting
 10 minutes for presentation by each group.

Tata Group is one of India’s largest companies, employing 424,000 people in many different
industries, including steel, motor vehicles, watches and jewellery, telecommunications,
financial services, management consulting, food products, tea, chemicals, and fertilizers,
satellite TV, hotels, motor vehicles, energy, IT and construction. Such diversity far exceeds
that of any North American or Western European company.
What are the conditions in India that might make such broad-based diversification both
feasible and profitable?
From 1950 to 1980, in North America and Europe, the company focused on diversifying its
business "empire". As a source of corporate growth for the newly formed group company, it
has achieved tremendous development in many different product markets. From the 1980s to
2009, as the company's approach to diversification changed, the group's trend quickly shifted
to a refocused approach. Large conglomerates have almost disappeared in North America and
Europe, because they have become predatory corporate predators seeking to acquire them
and reorganize or sell them, profiting at substantial profits higher than the purchase price, often
because the stock market treats these large companies. The valuation of the business is less
than their sum. For managers of such diversified companies, huge uncertainty and the risk of
corporate intruders create a strong incentive to reorganize quickly before leveraged buyout
experts can act quickly for them.

In addition, "comprehensive" diversified companies still occupy an important position in many

emerging economies (such as India's Tata Group). Many reasons will be discussed more fully
in the sections "The Economics of Insider Trading" and "Diversified Companies as Internal
Markets". Tata Group has extensive diversification in many areas, adding value by allocating
investment funds and human resources (personnel) among different businesses, and rapidly
deploying its top management expertise to establish and develop new businesses. In order for
Tata Group to maintain its dominant position as a diversified company, it must manage its
value-added processes more effectively than external markets. The advantage of Tata Group
lies in its access to emerging markets that lack efficient capital markets. In the United States
and the United Kingdom, large conglomerates no longer have an advantage in allocating
investment funds, starting new businesses or developing and motivating business managers,
all of which are effectively executed by the capital market. In India's less efficient capital
market, the development of its venture capital, the labour market for managers and other
skilled professionals is poor. In this case, Tata can not only use its internal information and
advanced decision-making system to allocate resources more effectively, but also from lower
resource costs (especially cheaper capital costs than more professional companies) Benefit. In
addition to financial and human resources, other resources that Tata can deploy in its different
businesses include the impact of Tata on its external environment and business relationships.
In a heavily regulated country like India, political influence is crucial. The size and diversity of
Tata undoubtedly make it powerful in the state and federal government. Its international
network also makes it the preferred joint venture partner of foreign multinational companies
seeking to invest in India.

ACTIVITY 1.2.
Q. After reading the above case and give two examples of your own on “convergence”
and “divergence” by using different sources (web, books, journals etc.) and also
discuss them.

Although Western organizations, institutions, and practices are all over the world, they have acquired
different symbolic meanings in the new local environment. For example, McDonald’s fast food
restaurants are popular among European students because of their efficient and cheap food, while in
many poor countries, they are relatively expensive and therefore attractive to the upwardly mobile
class because this is wealth and cosmopolitan attitude symbol of. In addition, McDonald’s restaurants
will adjust the menu according to local tastes and incorporate local specialties. However, such local
changes usually involve folklore, superficial cultural aspects, called "cultural styles." Therefore, it seems
appropriate to distinguish cultural styles from those (cultural) core institutions that regulate the entire
social organization. Although cultural styles are increasingly characterized by "local" eclecticism, the
core institutions of social organizations are merging, and the main mode of their fusion is modern
Western society. Disagreement and "Global Positioning"-provide important theoretical insights, but
need to be combined into more complex methods.
Some aspects of social life tend to merge, while others are characterized by global differences or the
creation of global local mixes. In other words, convergence, divergence and "localization" are parallel
processes.
For example, any comparison between Australian and Japanese societies naturally tends towards the
differences between the two cultures. Australian tourists arriving in Tokyo are faced with an unfamiliar
environment. The difference is obvious. Antonyms of any word used to describe Australians and
Australians can be attributed to the description of Japan and Japanese: spacious/crowded,
casual/formal, indifference to authority/respect for authority, personalization/submission to groups
Celebration, lively/reserved, multicultural/mono-cultures, looking for national identity/tradition, etc.
Any comparison of Australian and Japanese society is naturally drawn towards the differences in the
two cultures. An Australian visitor arriving in Tokyo is confronted by an alien environment. The
differences are stark. The opposite of any words that might be used to describe Australia and
Australians could be attributed to a description of Japan and the Japanese: spacious/crowded,
casual/formal, indifference towards authority/respect for authority, celebration of individuality/
obedience to the group, boisterous/ reserved, multi-culture/mono-culture, searching for national
identity/steeped in tradition and so on.
The peoples and their cultures might be viewed as the flip side of each other: two sides of a coin. This
analogy also serves to suggest a relationship of mutual dependence, reliance, which is certainly true to
an extent.
 ACTIVITY 1.3.
Q.1. Define Diversity?
The definition of diversity refers to the variation of different characteristics in a group of
people. These characteristics may be everything that makes us different, such as our
cognitive skills and personality traits, and the things that shape our identity (such as race,
age, gender, religion, sexual orientation, cultural background).

Q.2. Discuss the five steps required for managing diversity?

1. Emphasize communication: Ensure that all employees understand your policies,

procedures, safety rules and other important information. For example, safety information,
use pictures and symbols on warning signs so that everyone can understand.

2. Treat employees as individuals: avoid positive and negative stereotypes. Don't make
assumptions about employees from different groups and judge success and failure
separately. When employees express prejudice or stereotypes, they should respond quickly
and firmly. Encourage employees to treat colleagues as individuals and judge them based
on work rather than personal factors.

3. Encourage employees to work in different groups: Ensure that the work team reflects
the diversity of the workplace. Diversified work teams not only enable employees to
understand and evaluate each other, but also expand the experience and perspectives of all
workers in the team, and help them achieve the power of comprehensive talents and
perspectives.

4. Make decisions based on objective criteria: Don’t set different conditions for different
groups. Don't make excuses, and don't let employees make excuses for shortcomings. All
hiring actions (including discipline) should be based on specific standards related to
performance. When dealing with employees, always focus on work-related issues, not
personal issues.

5. Openness: Recognize and encourage employees to recognize their own experience,

background and culture, and set an example of encouraging diversity by establishing
relationships with colleagues from different backgrounds. Look for ways to integrate
different perspectives and talents into the work of achieving organizational goals.
 ACTIVITY 1.4

Q.3. Discuss any six diversity issues at work?

1. Acceptance and Respect
Mutual respect between employee and employee is the fundamental value that contributes to
the successful realization of a diverse workplace. When employees lack acceptance of diverse
cultures and beliefs, conflicts and violent situations may occur. Acceptance can promote
mutual respect and prevent conflicts. Diversity training will help employees understand, accept
and respect each other's differences.

2. Accommodation of Beliefs
In a diverse workplace, the diversity of culture, spirituality, and political beliefs can sometimes
pose challenges. It is necessary to remind employees not to impose their beliefs on others to
prevent quarrels and disputes.

3. Ethnic and Cultural Differences

There are problems from racial and cultural differences in the workplace, who still have
prejudice against people with different ethnic, cultural and religious backgrounds.
This prejudice and discrimination cannot be tolerated in the workplace or anywhere, and
internal company policies with clear objectives should be formulated to prevent employees
from showing prejudice.

4. Gender Equality
Employers need to prevent gender discrimination and maintain equality regarding hiring,
salary, opportunities, and promotions.

5. Physical and Mental Disabilities

Develop procedures for people with physical or mental disabilities to support employees with
disabilities, avoid discriminatory or derogatory statements, and ensure a fair and comfortable
working environment for employees with physical and mental disabilities.

6. Language and Communication

Language and communication barriers have always existed in companies with diverse workforces.
These companies may hire people whose native language or native language is not English, so
employees and managers sometimes find it difficult to convey their messages. This can lead to poor
communication and reduced productivity. Hiring multilingual or bilingual employees can also help close
the gap.

Q.4. What is an equal employment opportunity?

Equal Employment Opportunity (EEO) means freedom from discrimination on the
basis of protected classes such as race, colour, sex, national origin, religion, age,
disability or genetic information, that all employees have the right to be treated
equally in all aspects of their work. Equal employment opportunities should provide
in all fields of employment.

Q.5. What is the purpose of anti-discrimination legislation?

Anti-discrimination law refers to legislation designed to prevent discrimination against
specific groups of people; anti-discrimination law is rooted in the principle of equality
and should not treat individuals differently. Prevent individual discrimination
(implemented by individuals) and structural discrimination (caused by policies or
procedures that are not conducive to certain groups).

ACTIVITY 2.1.
Q.6. A diverse workforce can give a company a competitive edge.

Q.7. The combination of different cultures, experiences and ideas can enhance the
workplace environment and help drive creativity

Q.8. Building ____diversity _____________ into the hiring process is an important

component of a strategic management plan.

Q.9. A company's hiring policy should incorporate federal Equal Employment

Opportunity guidelines.

Q.10. An effective strategy incorporates diversity training in the workplace.

Q.11. Mission statements and core values should also reflect a company’s diversity
strategy.

Q.12. To embrace a more diverse workplace, companies must review polices on

holidays , time off and employee communication.
Q.13. To take advantage of the synergy that diversity brings to the workplace,
companies must develop long term goals and strategies.

Q.14. By incorporating diversity as an asset, companies can better prepare themselves

to face the future.

Q.15. A diversity retreat also allows employees to get to know each other and develop
an appreciation for each other outside of work.

Q.16. Disagreements that arise because of cultural differences must be handled

promptly and swiftly as to not decrease productivity in the workplace.

Q.17. When investigating a disagreement, be fair, objective and factual in the process.

Q.18. Another way to improve communication in the workplace is to assign employees

to project-based groups to work on large tasks, increasing teamwork and helping
employees understand each other.

Q.19. The organizations should have “global attitude”, “open mind”, ” respect”,
“empathy”, “awareness of the difference” when it comes to managing cultural diversity
and “see it as an asset”.

Q.20. The managers who honestly believe in diversity tend to highlight on the benefits
and see the positive side of the disadvantages cultural diversity has on the organization.
 ACTIVITY 2.2.

Article to read in class: Diversity Management is the key to growth: Make it

Authentic by Glenn Llopls. (Will be provided in class)

After reading the article discuss “Why the Diversity Management is the key to growth in
today’s fiercely competitive market place”. And quote relevant examples.

How to manage the diversity of your organization will determine your long-term success or
failure in the global market. In today's highly competitive global market, diversification
management is the key to growth. Organizations seeking relevance to the global market must
embrace diversity in their thinking, actions, and innovation. Diversity is no longer just a matter
of numbers, but how the organization treats employees sincerely from the root of the business
model. In today's new workplace, diversity management is a time-sensitive business
requirement. Diversity is not just a matter of multiculturalism. Diversity means embracing many
different types of people. These people represent different things and represent different
cultures, times, ideas and thinking.

Take Ron Glover, Chief Diversity Officer, (IBM) as an example: Innovation is to solve complex
problems and propose new ideas. Diversity has enabled IBM to have 100 years of continuous
innovation and success experience, and it can work across 427,000 employees in 172
countries/regions. "

In addition Glover pointed out: "Diversity is a key factor in IBM's successful leadership.
Leaders all over the world are maximizing the efficiency of our team. IBM has realized the
importance of building corporate teams in different countries. This is not only related to
leadership, It is also related to ability.

In conclusion, good intentions cannot replace the accountability system; everyone must be
responsible for promoting diversity. Diversity management has developed rapidly from the
traditional role of human resources and talent training, and assumes more dashed
responsibilities. These responsibilities will involve Corporate strategy, corporate social
responsibility, organizational design and effectiveness, corporate marketing and even sales.
Therefore, it is necessary to operate more comprehensively in the overall management and
operational capabilities to ensure that diversity becomes an internal way of thinking, and its
common thread involves (internal) all functional areas and supply chains (external).
 ACTIVITY 2.3.

Q.1. How to identify the current and future diversity needs of the organisation
and what strategies to be used to address the gaps ?

The workforce plan determines and responds to current and future human resource
needs, and provides a basis for formulating and funding the human resource plan needed
to support the organization's goals.
The labour plan involves two main activities. The first is to develop and analyse data that
can identify human resource needs. This will include data such as the future gap and
surplus of the workforce, diversity statistics, demographics, health and safety statistics,
turnover rates and reasons, and employee opinion survey results. The mission, values,
strategic and business goals of the organization must also be considered, as well as
federal and state laws and regulations, which should also be considered data.
Secondly, develop plans and schedules, conduct staffing assessments, develop demand
and supply data, compare demand and supply data, develop, communicate and
implement labour plans, and evaluate and update plans.
In order to alleviate the diversity of labour gaps and risks, gap analysis is the key to labour
planning strategies.
• The purpose of the workforce strategic plan is to enable an organization to determine
and prioritize the types of strategies it needs to solve capabilities and capabilities.
• Conduct talent management for diverse employees and determine the current
strength of leaders to establish benchmarks
• Improve recruitment and retention strategies
• Integrate diverse workforce plans into business plans
• Cultivate workforce capabilities by promoting innovation, adaptability, agility and
responsiveness as the main workforce capabilities
• Improve training strategies, including internal skills development plans, and conduct
employee development discussions based on learning and development models.
• Determine the gap between the current supply and current demand of the entire
diverse workforce and the future supply and future demand
• Identify key time points and quantities of skills and abilities required
• Assess the likelihood and severity of the impact of each gap to grasp its severity (risk
analysis).
 ACTIVITY 2.4
Q.2. How to manage conflict in diverse organisation and what is the role of a manager
to resolve any conflict?
Conflict is an inevitable part of the workplace, and it is important to be as constructive as
possible when communicating with team members. In all workplace conflicts, as a manager,
should have communicated effectively, respect employees, recognize the tension in the
office and understand the importance of everyone in the office. These management
responsibilities will help prevent a large number of conflicts. When a conflict does occur, a
variety of techniques must be used to effectively, thoroughly and quickly handle the conflict.
Such as,
• Speak privately with each conflict participant. Maintain an objective but focused tone
when talking to everyone involved.

• Study each version of the incident to find out the cause of the conflict and possible
solutions.

• Meet the main employees in conflict in a private room. Maintain a cordial and optimistic
attitude at the beginning of the meeting.

• Recite the conflict objectively to the participants and tell both parties their
understanding of the conflict. Confirm with everyone that what you said is correct. Allow
everyone to add or correct any details and propose solutions. Listen carefully to
everyone's voice and make sure they stay calm and calm.

• According to the solution proposed by the participant and the solution proposed by the
target party, the final solution is obtained. Make sure everyone is satisfied with the
results. Make a record of the decision, let the conflicting parties shake hands and end
the meeting.

• Document conflicts and resolutions. Print a copy for the conflicting parties and have
them sign a master copy to verify that the information is correct. If the conflict recurs,
please file with the human resources file for future reference.
Analysis is the primary task of a manager to resolve conflicts. For example: (Who is the
conflicting party? What is the reason for the conflict stage? And, at which stage is it? Can the
conflict be resolved?) Use sufficient and effective information to make decisions.
In addition, the main responsibility of the manager is to act as an investigator, listen to and
ask questions, to fully understand the situation between each participant. The second
responsibility is to act as a mediator, and should work with employees to find and resolve
conflicts and resolve them peacefully.

ACTIVITY 3.1

Q.1. Discuss briefly 5 Strategies for Promoting Diversity in the Workplace?

In today's globalized business environment, the benefits of workplace diversity are equally
attractive. And diversity can take many forms, from culture and nationality to gender, race,
gender, educational background, and so on. Regardless of your position, you can
implement the following five strategies to promote diversity in the workplace.

1. Diversity Programs must be aligned with strategic plans - One of the keys to the
long-term success of a diversity program is to develop a diversity strategy using the
same deliberate goal-setting processes used to formulate traditional business-related
goals.

2. Establish a diversity committee - The participation of employees is essential to

achieve the goals of the diversity plan. One way to achieve this goal is to create an
independent diversity committee composed of members who represent all aspects of
the organization’s workforce, not just senior management, and to ensure that the
organization’s leadership has a clear role.

3. Participate in community activities - Encourage employees to participate in

professional and civic organizations that promote diversity. Participation with these
organizations not only provides excellent opportunities for communication, but also
promotes cooperation, which can increase contacts with more diverse candidates.

4. Deliberate hiring practices - Not only will a diverse workforce happen, but also
deliberate and deliberate behaviours are required. If the pool of qualified applicants
you see does not reflect the different demographics of the region or the customers you
serve, you may need to expand your search beyond traditional recruitment sources.
For example, in the legal field, the source of potential candidates is historically black
law schools or through regional job fairs, not just recruiting in traditional venues.

5. Use the company intranet - If you have a company intranet, include a diversity page.
The diversity committee can release updates and updates about what the organization
is doing from a diversity perspective, upcoming community events and other related
plans. Information employee diversity and inclusion can promote employee
productivity, retention, teamwork and commitment, all of which ultimately add value to
the services provided to customers.
 ACTIVITY 3.2 (cont.………)
Q.2. Briefly discuss the three Key Factors in Managing Diversity and Inclusion
Successfully in Large International Organizations?

There are some leading companies that can successfully manage diversity and inclusion.
In order to achieve its diversity goals, its common strategy is to establish a formal board of
directors and implement a diversity training program. I will show the three key factors of
managing diversity and inclusion in some large international organizations.

For example:
1. Mandatory annual online training programs: These initiatives vary from one-off
workshops on a particular diversity issue to an online training tool, which helps
employees understand diversity framework and support the business case.

2. Diversity Councils and Business Resource Groups: Diversity advisory councils have
roundtable discussions with associates and Business Resource Groups, to implement
and maintain programs that help assure the success in embracing the similarities and
differences of people, cultures and ideas. Additionally, Business Resource Groups
provide their associates with opportunities to connect with colleagues who share
similar interests and backgrounds.

3. Diversity Education and Training: The three pillars of diversity education are diversity
training, diversity speaker series and diversity library. Continuous diversity training
helps to promote employee engagement and create a working environment that clearly
values and utilizes diversity and improves productivity.
 ACTIVITY 3.3

Q.1 Strong diversity management can provide organizations with a competitive

advantage in the market.

Q.2 The continued growth of an organization may be dependent on attracting

and retaining qualified employees who offer different perspectives.

Q.3 Long-term success of a diversity program is to develop a diversity strategy.

Q.4 Strategic plans around diversity should include quantitative goals

along with specific timelines.

Q.5 One way to achieve this buy-in is to create a stand-alone diversity

committee

Q.6 Encourage employees to participate in professional and civic organizations

that promote diversity.

Q.7 Involvement with these organizations not only provides excellent networking
opportunities, it also fosters collaborations that may enhance access to a larger pool
of diverse candidates.

Q.8 If the pool of qualified applicants you are seeing does not reflect the diverse
demographics of the region or the clients you are serving.

Q.9 Diversity goes beyond gender and race

Q.10 International companies would benefit from the wealth of available business
knowledge, differing experiences, and global perspectives.

Q.11 Diversity is not limited to only identifying employee differences based

on nationality and ethnicity
 ACTIVITY 3.3 (Cont.…….)

Q.12 Discuss briefly:

Macro level of the organisation system:

At the macro level of the organizational system, management needs to formulate

organizational policies and formal education plans to build awareness and
enhance social awareness. Emphasize the importance of organizational culture,
management responsibility and accountability.
In addition, it is necessary to ensure that diversity management is included as
part of the overall development and change process of the organization and to
empower managers and employees to make them more involved in the process
of institutionalizing diversity. The company’s infrastructure, systems, and policies
that promote diversity should also be reviewed, and internal support systems
should be established to encourage the diversity of thinking and behaviour of
employees from different social and cultural backgrounds.

Micro level of the organisation:

Micro-level of the organization, management needs to integrate and build upon the
values and beliefs of the various members of the work team, and develop group
strategies that produce better results and solutions, which are more innovative.
 ACTIVITY 3.4

After reading article on “Cultural diversity in the workplace - Speech. ….” write a short
executive summary as to the key points of that report and what message is the author
conveying in their writing about Diversity ?

“Cultural diversity in the workplace”

Executive summary

The challenge of cultural diversity in the workplace is to change attitudes, which can be
summed up in three words: empathy, power and privilege. In order to understand the look
and feel of prejudice and discrimination, you first need to be able to put yourself in front of
people who may be on the receiving end of prejudice and discrimination.

Now, Empathy does not need to imitate and take any aggressive behaviour to empathize,
but only needs to ask people about their experiences and listen.

As for power and privilege, when challenging prejudice and discrimination, it is challenging
power in a very basic sense. This is not only about fairness. It is about ensuring that the
status quo does not serve to advantage others and disadvantage others. Related to it is a
privilege. People who don’t need to experience discrimination can treat the privileges they
may have honestly.

The invisible discriminator shows the destructive psychological impact of subtle racism on
the Australian indigenous people. As a multicultural country, racial discrimination persists in
Australian society. According to research, about 20% of Australians suffer from some kind of
racial discrimination. Approximately 11% of people are excluded from workplaces or social
places due to race; approximately 5% of people have experienced race-disturbing remarks,
such as verbal abuse, racial insults, and personal attacks due to their ethnic background.

In addition, think of diversity as related to festivals, related to lunch, or maybe one or two
events we should hold in the workplace to celebrate our culture? Is that enough? Are you
doing enough? Or are the things that you’re doing designed more to mollify our own feelings
than to tackle the real challenges brought up by diversity?

The key point is the diversity of work culture in Australia has become a part of daily life.
Embracing and clearly expressing the importance of celebrating diversity in the workplace
not only can attract talents, promote innovation, and encourage productivity. If an
organization can manage its cultural diversity and be inclusive, it is more likely to reduce the
cost of personnel movement and minimize legal and compliance risks.
So how are we to deal with discrimination and all of this? How are we to explain that
persistence of such under-representation of cultural diversity?
Discrimination is a factor: The researchers found that if you had a Chinese sounding name,
you had to apply 68% more times in order to be invited to interview compared to someone
with an Anglo-Saxon sounding name. If you had a Middle-Eastern sounding name, you
needed to apply 64 more times to be invited to interview. If you had an Italian sounding
name, 12% more. The one aberration that was found in the research was that in Melbourne
it was in fact an advantage if you had an Italian sounding name, not a disadvantage.

These findings are only related to discrimination at the entry level of employment. If
discrimination does occur at other levels of the organization, it may be more difficult to
identify. For example, when we talk about promotion or promotion, how do you recognize
prejudice and discrimination?

Unconscious bias and culture are identified as possible causes of insufficient representation
of diversity, regarding Australia’s cultural diversity and leadership issues, sometimes the
worst reaction young professionals may make when they are promoted is to conclude that,
they may only need to work harder and be convinced of pure work and talent. They will
ensure that their boss will not ignore them for the next promotion. However, managers or
executives may think that the people who are working hard are workers who are lost in the
details, cannot see the whole picture, may be too nervous to be promoted, and may lack the
required personnel skills, distance, judgment, wisdom and leadership.

National Anti-Racism Strategy, which has been running since 2012 and which aims to empower
Australians to speak out against prejudice and discrimination, that is the core part of education.
Racial Discrimination Act, particularly the racial vilification provisions of 18C and 18D. Because of
the law correctly sets the acceptable standards for our society. Except for our "racism." Stop the
movement from me, and we have carried out more systematic work around discrimination. The
"Cultural Diversity Workplace Tool" developed by us can help organizations assess their acceptance
of cultural diversity.