CHCDIV001 Work with diverse people

Case Study v1.0 (2016/10/27)

CHCDIV001 Work with diverse people

Name

Email address

Assessment
Case study
Please read through the following case studies. Reflect on your learning and your own research
within this unit.
Prepare a response that responds to each of the issues presented below. Your responses must
reflect your knowledge, skills, and application for this unit.

Scenario 1
Danielle is the practice manager of a large dental practice in the city. She is the only female
staffer at management level. The CEO often refers to her as the ‘office mum’ although no male
manager is ever referred to as the ‘office dad’. He also expects her to handle office birthdays
and always asks her to organise coffee for their monthly managerial meetings. Danielle is
becoming really frustrated with these requests and the ‘office mum’ label. She tells her CEO of
her concerns, and he responds by telling her that she is being ‘overly sensitive’.
Do you believe that the CEO is displaying any sexist behaviour, or is Danielle being overly
sensitive? Outline your reasons for your response.
Outline at least three strategies that Danielle could use to curb this behaviour while still
remaining respectful to her CEO and colleagues.

Apparently, the CEO would not refer to male personnel as 'work moms,' indicating sexism and
that Danielle is not generally 'excessively sensitive.' Several approaches are here to dealing with
workplace harassment, but Danielle must remember not to be unduly harsh to the CEO or his
employees. I'd want to suggest that she first try to adopt saying no. Because it is absolutely
improper for just her to be present at monthly meetings to make coffee arrangements.
However, if Danielle begins to communicate orally no because she has other essential things to
perform in the workplace, the staff cannot compel her to do so. Another approach she may
take is to pretend she didn't catch the joke and request that the CEO retell it to her. Retelling
anything sexist, such as the CEO referring to Danielle as "office mother," generally helps people
recognise that he is making a mistake that he will not do again. Danielle's final option is to
approach the CEO and ask him how he feels about being referred to as "office dad." Although
asking these sorts of inquiries is non-threatening, Danielle's message is being conveyed.
Workplace provocation occurs when a person or group of representatives feels undermined or
ostracised by their co-workers. The primary goal of a workplace harasser is to make their
victims feel unsafe and uncomfortable.
Harassment includes numerous forms of segregation and acts of infringement that are not
limited to a single group. Harassment happens when numerous groups are targeted, such as
women, racial minorities, sexual minorities, individuals with impairments, and immigrants.
1
 CHCDIV001 Work with diverse people
Case Study v1.0 (2016/10/27)

Fundamentally, workplace harassment necessitates a pluralistic system since it cannot be

defined in a single clear and solid definition. Workplace provocation is constant, although it is
rarely discussed openly in many workplaces. Badgering at work creates a poisonous and
uncomfortable environment. Many people are unsure about what constitutes workplace
provocation; as a result, the majority of incidents go unnoticed and unreported.

Scenario 2
You are the team leader of a practice where one of the employees constantly makes ‘jokes’
about people being ‘bipolar’, ‘going postal’, or being ‘off their meds’.
You happen to know that one of the other employees — within earshot of these comments —
is on medication for depression.
Outline at least three strategies to stop the bad behaviour without revealing confidential
information, and discuss why you would use them.

The following approach, which comprises of, will be used to deal with this circumstance:
Providing counselling to employees who are bullying others in order to make them aware of
the consequences of bullying and how it can affect other employees. Another strategy would
be to provide the bully with the workplace bullying policy, as all workplaces should have one of
these. By reading and analysing this policy, the employee can learn about the actions taken to
resolve cases and determine procedure. The final and arguably most successful technique
would be to warn the bully of their conduct; doing so would ensure that the bully refrains from
the behaviour and fears being dismissed.
Awful conducts emerges from the whole impact that an individual's conduct has in the group's
aim and execution, not from what they do or don't do. Because almost all labour is done in
groups, anything that detracts from their creation is, by definition, wrong. Negative workplace
conduct, on the other hand, might have serious consequences. That's why it's critical to put a
stop to negativity in the workplace before it spreads. Employees might be subjected to a wide
range of undesirable consequences as a result of their actions. They can range from real
consequences, such as health-related concerns, to deep topics, such as sadness and
forlornness, to hierarchy issues, such as low job contentment and high turnover rates. Settling
the bad lead is equally important to the two workers' and the organization's overall well-being.
Understanding how communication best practises may aid is critical for communication
management degree students. A bad start might have a negative influence on the bottom line.
Missed goals and declining efficiency imply a lesser benefit. You may see an increase in sick
days as team members struggle to avoid or are drawn into undesirable conduct. Another
possible outcome is increased worker turnover, with all of the costs and effort associated in
finding and training new employees.

Scenario 3
In the lunchroom at your workplace, a colleague is reading the paper. After reading an article
about increases in funding for health and housing for Aboriginal and Torres Strait Islander
people, they make a comment about Aboriginal and Torres Strait Islander people ‘expecting
Government handouts’ and say that they ‘should stop living in the past’. The person always
prefaces these comments with “I’m not racist, but…”

2
 CHCDIV001 Work with diverse people
Case Study v1.0 (2016/10/27)

You know that this is an opinion that this person has expressed before and that it seems to be
deeply ingrained. Nobody else seems to mind this behaviour, and you are also aware that a
number of other colleagues also think this way to some degree even if they do not come out
and say it very often. Sometimes, the lunchroom discussions get quite heated, with people
using derogatory terms when making comments about Aboriginal and Torres Strait Islander
people.
You are working in a situation where you and your colleagues are frequently dealing with
Aboriginal and Torres Strait Islander people. Indeed, there are some Aboriginal and Torres
Strait Islander people working with you. You notice that another colleague, whom you know to
be Aboriginal and Torres Strait Islander, becomes upset and leaves the room.
• How does this impact the way you carry out your work, both in working with your
colleagues and in dealing with your customers? Have any laws been broken?
• What are some of the issues affecting this situation, and what are you able to tell the non-
indigenous workers about issues affecting Indigenous Australians?
• How would you respond to the Aboriginal and Torres Strait Islander person who left?

Making harsh and racist remarks and ideas like these has a detrimental influence on workplace
operations. For example, there has been a deterioration in co-worker relations, which has
resulted in increasing confrontations and a rise in absenteeism. This is because aboriginal and
Torres Strait Islander employees feel discriminated against and undervalued in the job, which
leads to a lack of motivation, stress, poor service and product quality, and even resignation
from the organisation. Also, the federal statute against workplace discrimination has been
violated in this case, since Aboriginal and Torres Strait Islander people are discriminated against
in the workplace on the basis of their race, severely harming their job performance. The issue
includes a lack of diversity and inclusion initiatives inside the firm, as well as workplace disdain
and a failure to recognise and appreciate employee differences.
Another factor influencing this scenario is a lack of cultural understanding and bad employee
relations. I would also educate non-indigenous workers on the effects of discrimination and
how it may affect the discriminated employees. I would also require all non-indigenous
employees to learn about and recognise the other varied groups, as well as to collaborate with
them as a team. This is advantageous since non-indigenous staff must have the necessary
education to comprehend how prejudice may negatively influence others. I would respond to
the Aboriginal and Torres Strait Islander employees who left by counselling them and assisting
them with any challenges that may arise as a result of differences in the ground among the
employees, as well as advising them on how to handle the situation without becoming stressed
and overwhelmed. I would also recommend that employees receive training on the value of
diversity and the detrimental effects that workplace racism may have on others.
Arranging and providing sorts of help to Aboriginal and Torres Strait Islander children, families,
and networks may be a difficult task for professionals and policymakers. Cultural difficulties are
frequently deeply ingrained, and they should be addressed with a focus on the chronicled,
social, local area, family, and individual components. Furthermore, because Indigenous
customs in Australia are not standard, Indigenous people groups can alter dramatically. Native
people groups frequently exhibit topographically exceptional traits, with significant differences
seen across metropolitan, provincial, and remote meetings.

3
 CHCDIV001 Work with diverse people
Case Study v1.0 (2016/10/27)

Quality outcomes

Ensure the following for your submission:

i) It is grammatically correct.
ii) It is error-free.
iii) It is written in simple English.
iv) It comprises of an average of 15 words for each sentence.
v) There are separate paragraphs for each new content/topic or discussions. Include
references to relevant legislation, which must be defined.
Attach any models, tools, or resources that could be used in an organisation to improve the case
study situations presented.

Tip: Read all text aloud in order to identify any gaps and correct them. Ask another person to
proof read your work in order to check for accuracy before you submit.

A minimum of 1,000 words is required (attachments are not to be included in word count).

Writing strategies and actions for future improvements

A case study is designed for you to demonstrate your skills in reading, accurately interpreting
and providing workable responses and strategies.
Check that your responses provide:
1. Identification and clarification of the key issues. Discuss and provide some suggestions as
to what has caused these.
2. Key facts and information that is relevant and demonstrates your ability to provide
solutions.
3. Templates and resources that could assist managers in the future when managing their
teams.
4. Recommendations, both short term and long term, to improve the current situation.
Also ensure the appropriate use of headings and formats so as to reflect a professional
presentation.