Creating Organizational Initiatives to Appreciate Diversity and Leverage Human Potential
Creating Organizational Initiatives to Appreciate Diversity and Leverage Human Potential
Shannon Munoz
GM500: Management Theories and Practices I
September 16, 2014
Creating Organizational Initiatives to Appreciate Diversity and Leverage Human Potential
Introduction
The purpose of this paper is to assess the real-world situation “True to Myself” as described by Daft (2014) and develop organizational initiatives to advance diversity within the oil company. Managers must have the ability to look at situations from a human resource perspective. Managers who are familiar with the human resource aspect of business are less likely to make or condone situations that prevent diversity and inclusion. “True to Myself” exemplifies how a lack of diversity training can lead to exclusion rather than inclusion, making employees feel as though they are not appreciated and their accomplishments mean nothing (Daft, 2014). Through the process of the analysis and assessment of the oil company, I will learn to evaluate and strengthen my own skills of understanding competiveness and collaboration in a global economy. I will also gain an understanding as to why organizations that actively recruit women and minorities, find that these groups fail to move up into leadership positions (Virick & Greer, 2012).
Analysis
Based on Daft’s rendition of “True to Myself,” the oil company, Alexis Bale, and the male managers are committing blatant discrimination. Alexis is not only committing discriminatory acts, but is also the victim of such acts by her co-workers.
Alexis was hired because the daughters of the founder, Champ Luman, inherited a controlling share of the organization upon his death and decided that women should be included in the management of the company (Daft, 2014). Alexis tells Ethney that she learned to play the game and it is easy to tell from the tone of the conversation that Alexis did not feel as though she was successful at the company.
If Ethney Gentry
Shannon Munoz
GM500: Management Theories and Practices I
September 16, 2014
Creating Organizational Initiatives to Appreciate Diversity and Leverage Human Potential
Introduction
The purpose of this paper is to assess the real-world situation “True to Myself” as described by Daft (2014) and develop organizational initiatives to advance diversity within the oil company. Managers must have the ability to look at situations from a human resource perspective. Managers who are familiar with the human resource aspect of business are less likely to make or condone situations that prevent diversity and inclusion. “True to Myself” exemplifies how a lack of diversity training can lead to exclusion rather than inclusion, making employees feel as though they are not appreciated and their accomplishments mean nothing (Daft, 2014). Through the process of the analysis and assessment of the oil company, I will learn to evaluate and strengthen my own skills of understanding competiveness and collaboration in a global economy. I will also gain an understanding as to why organizations that actively recruit women and minorities, find that these groups fail to move up into leadership positions (Virick & Greer, 2012).
Analysis
Based on Daft’s rendition of “True to Myself,” the oil company, Alexis Bale, and the male managers are committing blatant discrimination. Alexis is not only committing discriminatory acts, but is also the victim of such acts by her co-workers.
Alexis was hired because the daughters of the founder, Champ Luman, inherited a controlling share of the organization upon his death and decided that women should be included in the management of the company (Daft, 2014). Alexis tells Ethney that she learned to play the game and it is easy to tell from the tone of the conversation that Alexis did not feel as though she was successful at the company.
If Ethney Gentry
References: Daft, R. (2014). Management (11th ed.). Mason, OH: South-Western. Jones, K. P., King, E. B., Nelson, J., Geller, D. S., & Bowes-Sperry, l. (2013). Beyond the business case: an ethical pespective of diversity training. Human Resource Management, 52(1), 55-74. Virick, M., & Greer, C. R. (2012). Gender diversity in leadership succession: preparing for the future. Human Resource Management, 51(4), 575-600.