Diversity Diversity

DIVERSITY 5

Diversity

Diversity

Classismoccurs when an individual is treated differently by other members ofa group. Most happenings are usually worse because of perceived orreal social status in life. In the work place this could take placethrough attitudes and behavior on a personal level howeverinstitutionalized an organization may be with their managementpolicies and practices. On the interpersonal level, it is evidentwhen a person from higher class acts entitled, arrogant or superiortherefore regarded as more articulate or smarter than the person inthe class below. In management the people in the higher class as agroup decide the norm or acceptable behavior in the work place. Thisclass forms the structures also rules in the work place consequentlyfinancial benefits will accompany with the privileges.

Inclassism, there are stereotypes that are formed then maintained inover a long period of time. The first common stereotype is genderwhich in the lower socioeconomic bracket the female gender isconsidered docile. They can work for long hours paid low wages withminimum complaints therefore are employable to many employers. Theseenable women to get into employment easily although the male genderregarded as social misfits finds it harder to find work. The secondone is age perhaps by how young or old you are then some jobs youmay not be considered. Too many people do not have the sameopportunities in life so some get to the careers they desiredbelatedly subsequently they lack the requisite experience in theparticular field. The roundabout route an individual followsencompassing all other jobs done which are not in tandem to theindividual present speciality makes his/her work experienceirrelevant. The third one is disability there is a general norm thatdisable individuals are an extra burden to the work force howeverincreasing number of companies are finding them employable to providefor a holistic public image of the company. This usually places thecompany in a good footing with the public, as the company profile ishighly esteemed favorable.

Thefirst stereotype when employed in a place then made to understandthat no progress but minimum wages is all to get. The staff moralewill be low so a lot of time will be spent gossiping and small talk,lengthy breaks and generally very little productivity. The femalegender are exceptional communicators probably an unofficial gossipnetwork will thrive affecting the entire work force in a negativemanner. When we come to the second stereotype age may prove more thanjust a number in the information communication and technology fieldas most of the staff there are mostly young individuals in theirearly twenties so being nick named granddad or grandma is notparticularly great. This will create groupings in the work force thatwill affect the homogeneous manner that the management ought to mouldthe staff for betterment of the company. Lastly, on the thirdstereotype, the disabled may feel like poster staff as the rest ofthe personnel may unconsciously reflect the company policy of goodpublic image. This could possible affect the disable self esteemwhile the other staff members consider them just tolerable. Theworking environment will be marred by such kind of perception thatwill in the long run an individual won’t be giving their all as theperson is just a poster staff and the decision makers will keep thedisable number to the minimum for poster functions only.

Thestrategy to combat the first stereotype is to equal pay act in theUnited States of America needs to be implemented fully (Dijk &ampLippe, p. 5). This affirmative action will boost the female moraleand entrench the same in the management practice therefore, everyonewill be sure that they are part and parcel of the company. The secondstrategy is to make it a deliberate management policy to break thegenerational cohort (Byrd &amp Scott, p. 220). The company policywill be training for every new staff on social etiquette so that onevalues, attitudes also preferences is nurtured to createcohesiveness. The third strategy is the inculcation of the principlegainful work is essential to everyone so each individual ought to bevalued as a gain to the company (Geisen &amp Harder, p. 3).

Thefact that is stereotype is bad however being from the lowersocioeconomic bracket worsen the case subsequently all are affected.In every way possible, the wall of silence must be broken as theinvolvement of everybody to discuss proposed solution, working aroundobstacles finally implementing the decision. All staff work will beappraised as individuals minimizing the disability issue affectingthe company negatively. Fair remuneration and clear communicationchannels will be maintained as these three strategies will alleviatethe effects of stereotyping with little cost on the management.

References

Byrd,M. Y., &amp Scott, C. L. (Eds.). (2014). Diversityin the Workforce: Current Issues and Emerging Trends.Routledge.

Geisen,T., &amp Harder, H. (Eds.). (2011). Disabilitymanagement and workplace integration. Gower.

VanDijk, L., &amp Van Der Lippe, T. (Eds.). (2001). Women`semployment in a comparative perspective.Transaction Publishers.

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