D&I Essay Example | Topics and Well Written Essays - 1250 words

D&I - Essay ExampleIn communicating the vision for D&I, the post upset that collaborative relationship should be fostered, and that the vision should be operationalized throughout the organization as a means of communicating the firms D&I policies. What is meant by collaborative relationship is, however, unclear as it relates specifically to D&I. Collaboration should be more explicitly fleshed out as to the parties, the activities, and the manner by which it is operationalized. Collaborative relationship could yield to all policies and initiatives of management, thus how it particularly advances D&I should be more thoroughly elaborated. The course credit from Anderson & Harris (2010) is well-taken, however, and would have been a fair springboard for further discussion. Finally, the identified barriers to effective D&I implementation principally redound to resistance to change, which is a valid argument. However, the change sought to be implemented by D&I is more of a long-term tr ansformation (Koch, McMillan & Peper, 2011). Response to the post of Student 2 John Kolojaco The post makes a salient point about the adoption of diversity practices as part of business norm, which this reviewer takes to mean the institutionalization of practices and behaviours which encourage tolerance of individual differences within the organization. The quotation by Rink and Ellemers (2008), however, is slightly misplaced as it assumes the acceptance of diversity among groups as a prerequisite to the adoption of more tolerant practices, not the other(a) way around. That being said, the mentioned articulation of policies and a living mission statement are excellent but tentative first steps which must be followed by concrete action to ascertain effective leadership towards D&I. The answer to the second question (i.e., making sure efforts expressed externally apply internally) infers validly, it appears that most D&I efforts are ineffective because they result from a failure to internally apply what is externally promoted by the company. The implication is that questionable D&I corporate advocacies are used mostly as marketing slogans or catchphrases, to project a favorable image of the company that may engender stronger sales and greater profits. The principal issue therefore is the inadequacy of credibility on the part of management as a result of the lack of transparency in its decisions and actions, which strains all facets of the managements relations with its stakeholders (Tapscott & Ticoll, 2003). Johns sharing of his personal experience is well appreciated, and effectively delivers a first-hand exculpation of the contention that discrimination need not be ethnic, gender-based, racial, or one of the other attributes associated with D&I. Any perceived personal difference that sets an individual aside from the group (in this case, a difference in educational attainment) has the potential for discriminatory acts a very perceptive observation from John. Response to the post of Student 3 Soosai Xavier The post makes an excellent case for the obligation, responsibility and accountability of middle managers to ensure the effectiveness of what is initiated at the CEO level (i.e., corporate commitment to D&I) at the lower levels. Dovetailed with the earlier