The recent changes and diversity in the workplace had resulted in the creation of new challenges and possibilities for managers to consider. It has shaped a mixture of actions and protocols that are derived and benchmarked on the collaboration of organizational and workforce culture. Though actions and interventions may be at place, new hurdles continue to emerge as the workplace adapts to the global trends of society and economy. In the end, managers must remain vibrant and active to change by introducing and facilitating new avenues wherein changes can be made possible.
Changes that can both supplement the demand for work and the factors associated with such practice. The article provides a clear analysis of how societal factors (Religion and Culture) have continued to shape and determine the direction of many institutions and organizations. It has provided both managers and the workforce an operating framework wherein actions and decisions are facilitated using the mentioned facets (Rao, 2008). Recognizing this, it both presents positive and negative implications associated with these two ideas as it portrays increasing role in the diversifying environment.
One important impediment brought about by these ideas towards the disabled and elderly often revolve around the concept of belies and practices. “Conflicts that emerge from differences in beliefs and values are usually difficult to resolve” (Rao, 2008, p. 198), due to individuals and groups fail to reach a compromise. At the same time, generation gap continues to occur among new and old employees. The differences in management style can often result to confusion and hindrance in effective work practice (Rao, 2008).
Similarly, disabled individuals also share the burden of this mixture because some institutions and organizations continue to practice discrimination and prejudice. Though these cases remain to be minimal in the overall, the guidelines and protocols do continue to exhibit trends inclining to minimal or non-participatory actions by these people (Rao, 2008). Since this is the case, disabled individuals continue to feel pressured and constricted of growing and developing in a particular company that practices such organizational culture.
Given this, the creation of the Americans Disability Act of 1990 spearheaded a campaign to ensure and protect the rights of these individuals. This mandate has introduced new avenues for changes to happen and provide opportunities for individuals to practice and live in an environment that protects against discrimination and prejudice (Jones, 2003). Moreover, it tries to legitimize the equal role and importance of these individuals in the overall work environment by justifying that disabilities shall not be a hindrance for these people to live normal lives and function in a specific industry or workplace (Jones, 2003).
Comparing this to a company like Ford Motors, its workers manual and organizational culture has continuously sought to diversify and improve on ways to address the needs of the community it is part of. It has initiated efforts to introduce inclusion not only of minorities but also of the disabled and the elderly. “By 2000, the company had expanded its definition of diversity to include not only race, ethnicity, age and gender, but also many things that make people unique: backgrounds, opinions, experiences, perspectives and life situations” (Ford Motor Company, 2009).
In the end, the clamor for social responsibility remains to be one of the primary objectives of each institution and organization as it tries to adapt to the recent trends of the time. Though there may be hurdles and obstacles along the way, managers must continuously seek ways and opportunities to further its agendas that are congruent with its mission and goals. By taking into account the barriers that lead to conflict, better management styles and models can be introduced and increase capabilities not only of the elderly and disabled, but of the overall. References
Ford Motor Company (2009) Our History of Diversity and Inclusion. Retrieved January 21, 2009 from, http://www. ford. com/our-values/diversity/diversity-ford/history-diversity/diversity-history-440p Jones, N. L. (2003) The Americans with Disabilities Act (ADA): Statutory Language and Recent Issues. Retrieved January 21, 2009 from, http://www. law. umaryland. edu/marshall/crsreports/crsdocuments/98-921_A. pdf Rao, A. (2008) Religion, Culture, and Management in the New Millennium in Understanding Management and Diversity. 4th ed. Harvey, C. P. and Allard, M. J. Retrieved January 21, 2009 192-198.