Impacts Individual Behaviors Within An Organization example essay topic

Diversity: Individual Behavior Impact Individual behavior is the pattern of behavior, thought, and emotion, unique to an individual, and the ways he or she interact to help or hinder the adjustment of a person to other people and situations (The Columbia Encyclopedia, 2001). Within organizations, diversity can positively or negatively impact the behavior of individuals. Organizations are responsible and held accountable for making the overall work environment conducive for all within the diversified setting. Diversity is shaped and informed by a variety of characteristics including age, ethnicity, gender, disability, language, religion beliefs, life stages, education, career responsibilities, sexual orientation, personality traits, and marital status. Workplace diversity is about acknowledging differences and adapting work practices to create an inclusive environment in which one's diverse skills, perspectives, and backgrounds, are valued (Workplace Diversity Strategy, 2003). There are many diversity issues within the workplace however, age, gender, personality traits, and religion highly impacts individual behaviors within an organization.

Age "The Age Discrimination in Employment Act of 1967 (ADEA) ", states the unlawfulness of discriminating against a person because of his or her age with respect to any term, condition, or privilege of employment; including, but not limited to, hiring, firing, promotion, layoff, compensation, benefits, job assignments, and training (Age Diversity, 1997). Age diversity at work means employing people of all ages, and not discriminating against someone because of how old he or she is. Age discrimination can take place as a result of the organization or from the different generational differences that make-up the organization. Generational differences can have many diverse impacts on individual behavior with regard to age differences.

These differences can become a big distraction, hurt morale, and teamwork, unless managers learn how to accommodate the uniqueness of each group (Gomolski, 2001). Typically older persons tend to take his or her work related responsibilities very serious unlike their younger counterparts. Older employees take pride in doing a job well whereas younger employees want to just get the job done and move on to the next assignment. Although each person is working toward the same organizational goals, due to the age difference, the approach or techniques used to reach these goals may vary.

The key is to get all workers focused on the goal, rather than his or her different approaches to meeting that goal. The goal will prove to be the common ground in an age-diverse workforce (Gomolski, 2001). Gender Gender differences are a major factor within organizations. The fact that opportunity and pay are equal is crucial however; it is not accurate to think that men and women are the same. Each gender has different methods and styles of achieving goals within the organization however, due to the many differences between them tend to leave room for conflict. As human beings, women and men share many of the same experiences and expectations, however; as individuals they are each entirely unique (Hahn, Litwin, 1995).

Men see themselves as engaged in a hierarchical social order in which they are either "one up or one down" in relation to others. Their communication styles and reactions to others' communications often stress the need to "preserve independence and avoid failure". Women, on the other hand tend to see the world as a "network of connections", and their communications and interpretations of others' communications seek to preserve intimacy and avoid isolation" (Hahn, Litwin, 1995). Years ago, organizations were known as being "a man's world", or "the good ole' boys club", however; in today's time more women are joining the workforce with the demand of being treated equally.

What is called for, and all-too-often lost in the debate is an approach that allows men and women to maximize their respective strengths in the workplace, and to recognize that the true competitive advantage lies in an ability to allow those strengths to coexist in a co-operative, supportive and aware workplace (Annis, 1998). Personality Traits Personality is defined as enduring patterns in a person's thoughts, feelings, and behaviors across situations (Williams, 2005). Personality traits are behavioral differences. Appreciating the diverse personalities of the people one interacts with helps one to understand why they act the way he or she does and how to get most out of them. Appreciating personality diversity means respecting the strengths and limitations of each individual, and knowing how to capitalize on each individual's strengths. People with different personalities have different inherent strengths and weaknesses (Williams, 2005).

A persons personality habits can exist from how that person was raised or taught as a child as well as from adult experiences on jobs or just with life. Individual behavior within organizations stems from the different personalities of the staff members. These differences have the potential to either cause problems for or efficiently help an organization to obtain goals if he or she is properly trained to co-exist with each other in an organizational setting. Therefore, the best groups are made up of members with diverse personalities who learn to appreciate and put to use each other's strengths. Managers should promote an appreciation for personality diversity.

The most effective managers appreciate the diversity of their subordinates' personalities (Williams, 2005). Religion Title VII of the Civil Rights Act of 1964 required employers to reasonably accommodate the religious observances of their employees unless doing so would impost an "undue hardship" upon the employer. The Workforce Religious Freedom Act is a bill that seeks to amend Title VII of the Civil Rights Act to reinstate the protection religious workers require so that they may be faithful to their religion and support their families as well (Workplace Religious Freedom Act, 2005). Companies are facing growing demand to address religion and issues of spirituality and faith in the workplace to accommodate the needs of an increasing diverse and global workforce (BSR Staff, 1999). The impact on individual behavior is determined by how one's individual religious beliefs or disbelief's could affect another person within an organization.

Eventually the organizations behavior towards religion sets the stage for the individuals' behavior towards religion within the organization. Companies have enhanced their policies and programs on diversity and work-life issues. With these ideas now prevalent in the workplace, a growing number of companies are integrating religious issues into these frameworks, such as adding religious issues to diversity training, equal employment opportunity statements, and offering flexible schedules to employees whose religions either prohibit them from working on certain days or proscribe prayers and other rituals that must be performed during working hours. Unless one wears outward signs of his or her religion, such as a yarmulke, other staff members will not know about one's faith. However, if someone must leave the office on particular days or times for religious reasons, this has the potential to become strenuous on other employees.

Organizations should craft guidelines so that they apply equally to religious and nonreligious employees. For example, rather than granting employees time off or flexibility solely for religious holidays, policies should be developed for any personal need. This ensures that individuals who do not take time off for religious purposes will not feel treated unfairly (BSR Staff, 1999). Ultimately, managers are responsible for making sure that workplace tasks are accomplished in an optimal fashion.

They must create a productive work environment that brings out the best in each member of the staff, whatever her or his individual, group, or individual characteristics may be. The foundation of a productive work environment is mutual respect and understanding (Hahn, Litwin, 1995). Many companies are under legislative mandates to be non-discriminatory in their employment practices. Non-compliance with Equal Employment Opportunity or Affirmative Action legislation can result in fines and / or loss of contracts with government agencies. In the context of such legislation, it makes good business sense to utilize a diverse workforce.

By diversifying workforces, organizations can give individuals the "break" they need to earn a living and achieve their dreams (McInnes, R., 1999).

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