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Coaching and Managing Diversity

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Introduction

Coaching and Managing Diversity Introduction: The best way to start is by answering the question, "what does diversity mean?" Simply defined, diversity means difference or variety. Put two people in a room together and you have diversity, for as you know, no two people are exactly alike. Yet at the same time, even though the two people have their differences, they also have similarities. So as you begin to put a definition to the issue of diversity, you can say that it is about the differences and similarities among people. But to define diversity in the workplace, my definition: diversity is about how you manage peopling who in your business. And people bring a variety if differences and similarities that make them who they are. For example, some similar expectations those people bring to their work environment. > They want to be treated with respect. > They want to feel included or as if they're part of a team. > They want the kind of opportunity and support that will enable them to be successful in their jobs. Putting these pieces together, I further define diversity as follows: Managing people- all kinds of them- and creating a work environment where they are treated with respect and inclusion and given support and opportunity to be successful as individuals, as well as the opportunity to help the business be successful. ...read more.

Middle

* Timeliness: The work is getting done when it need to get done. Meeting deadlines is another important performance issue. Job-related behaviors This critical issue of performance relates to people conduct and relations with others- behavior needed to do a job well. Of course, these behaviors vary from job to job, upholding operational or safety standards, courtesy and respect, and managing other. When managing diversity and coaching, you want to put an emphasis on going attention to the issues of performance that yield high productivity and build positive work environments. Stay away from attempting to manage issues that aren't performance-related. For example, when managers mistakenly deal with the following three issues, they may find that their efforts create problems and fail to enhance productivity. * Attitude: attitude isn't an issue of performance that you can manage. Attitude is how some one thinks or feels about something. It's not the same as behavior. Behavior is tied up in someone's actions; you can observe and manage behavior. * Personal background: The personal background-his or her race, ethnicity, religion, age, gender, sexual orientation, and so on - doesn't determine his or her ability to perform. Skills and behaviors do that. When you base your employment-related judgments and decisions on whom a person is rather than on the person's performance, you jump into the discrimination zone. ...read more.

Conclusion

These kinds of behaviors are not what you are paying people to do. People have the right to feel safe at work. Conclusion Organizations function with a diverse workforce with variations in gender, culture, ethnicity, age, disability, sexual orientation, background and personality. Managers must be able to understand the needs of the individual in order to encourage the best performance from everyone. Not surprising, then, we can find an abounding difference of opinions about what diversity means and approaches for dealing with it. Programs and training efforts offered by groups on diversity have had a mixture of results. Some efforts have created awareness and employee dialogue within a business context. Other efforts have reinforced and even taught new stereotypes, created more discomfort and tension, and made little connection to a business context. Whether you like the issue of diversity, understand what it means, or view it as important, when the dust and confusion settle, managers still need to lead and manage their employees and the diversity that comes with them. Reference 1. Adrian Savage, Diversity in the Workplace: Take Aim at the Right Target http://hr.com/hrcom/index.cfm/ 2. David Creelman, Interview: Barbara Annis on Same Words, Different Language http://hr.com/hrcom/index.cfm/WeeklyMag 3. Judith Lindenberger & Marian Stoltz-Loike, Managing a Diverse Workplace http://hr.com/hrcom/index.cfm/ 4. Individual Performance Management, http://www1.worldbank.org/publicsector/civilservice/individual.htm#1 5. David M. Williams, Diversity at work, 1996, New York, National Grocers Co. Ltd. Page 1 ...read more.

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