Managing Diversity in the work place - Article Example

Managing Diversity in the Workplace Managing Diversity in the Workplace How my workplace instills a culture of acceptance and positivity Each individual has distinctive characteristics and as a result approach specific subject matters differently. These variations in approaches are attributed to diversity issues. Outten (2012) alludes to different kinds of diversity in the workplace: Sex, race, religious conviction, and socioeconomic status. Other types of diversity according to Outten (2012) relates to individual feelings, principles, morals and tradition.

People in the workplace also vary according to their levels of education, skills , and experience (Beheri, 2009). In my organization, there are no observable issues relating to diversity owing to the harsh disciplinary actions taken against any employee who discriminates or harasses a colleague on the basis of their diversity. Conversely, my organization instills a culture of acceptance and positivity through creation of teams exemplified by involvement of both older and younger generations in order to introduce a diversity of expertise (Wesotzkey, 2011).

For instance, the younger generation is considered more computer savvy while the older generation is cited by Collins-McNeil, Sharpe and Benbow (2012) as having a wealth of experience that can benefit a team. Harton et al (2012) notes that a culture of fairness and impartiality in scheduling individual duties is imperative in managing a diverse workforce. In my organization, individual employees are given the autonomy to make their own schedules aligned to their needs. Commonalities in my workplace In terms of commonalities, all employees in my organization have a common vision.

Our core vision is to become a leader in healthcare delivery through a patient-centered approach to care. In this regard, each employee regardless of gender, race, religion, experience, morals and principles bring their divergent opinions towards the achievement of this common vision. The second commonality in my organization relates to partnership. All employees comprehend the fact that delivery of quality and safe health care is highly dependent on collaboration. An interdisciplinary collaboration approach to care delivery evident in my organization is proof that working in partnership with other disciplines is a collective agenda.

Strategy to increase appreciation of both differences and similarities To increase appreciation of both differences and similarities, I would introduce weekly or monthly meetings whereby all employees discuss their beliefs, traditions, principles and moral standings. In doing so, employees would understand how their colleagues view specific issues or subject matters and consequently understand how to approach or handle them in an effort to prevent potential conflicts. In a nutshell, understanding other peoples beliefs, traditions, principles, and other distinctive factors such as morals is imperative in the workplace in order to increase the appreciation of both differences and similarities.

ReferencesBeheri, W. H. (2009). Diversity within nursing: Effects on nurse-nurse interaction, job satisfaction, and turnover. Nursing Administration Quarterly, 33(3), 216–226.Collins-McNeil, J., Sharpe, D., & Benbow, D. (2012). Performance potential. Aging workforce: Retaining valuable nurses. Nursing Management, 43(3), 5051.Harton, B. B., Marshburn, D., Kuykendall, J., Poston, C., & Mears, D. A. (2012). Self- scheduling: Help or hindrance? Nursing Management, 43(1), 1012.Outten, M. K. (2012). From veterans to nexters: Managing a multigenerational nursing workforce.

Nursing Management, 43(4), 42–47.Wisotzkey, S. (2011). Will they stay or will they go? Insight into nursing turnover. Nursing Management>, 42(2), 15–17.