Business Foundation Social Action Plan

Question: Discuss about theBusiness Foundation for Social Action Plan. Answer: Introduction Social action plan refers to the addressed strategies of the organisations in order to enhance their business goals. This study has considered several issues in regards to it and selected diversity management of the organisations in international context. The study has found diverse possibilities for the organisations through the implementation plans of diversity management. Thus it has assessed several issues in relation to it. Background of the Issue Culture usually has diverse layers of meaning that varies from a group of people to another. As per the statement of Eagly and Chin (2010, p.934), cultural diversity defines the idea of greater cultural formation on the basis of distinctive social groups. However, it is liable to encompass several additional issues, such as art, literature, religious beliefs, values, lifestyle, practices, tradition and ways of living together. However, in most of the cases these people from diverse cultural backgrounds are united by the same goals A certain amount of respectfulness is always demanded in the workplaces across the world. Respect for diverse cultural backgrounds followed by tolerance, inter-relation, cooperation and dialogue are the keys of success in every sector. Mutual trust and understanding in a particular climate are considered as the best guarantees in the workplaces across the global context. They are liable to guarantee international peace and security in broader aspects. However, massive cultural diversity issues have been observed since the beginning of 21st Century, where it has emerged as a major global challenge for several international corporations. As per the UNESCOs World Report on Cultural Diversity Alserhan et al. (2010, p.31), the cultural diversity issues have also been observed violating human right opportunities extensively. The report has demonstrated several opportunities from cultural diversities in communication, language, education and creativity. It has also emphasised on the major importance of cultural diversity and indicated at the essential dimensions of intercultural dialogues. Social cohesion and democratic governance have also been acknowledged in the report as the major keys of successful workplace environment. In the supportive words of Barak (2005, p.41), managing cultural diversity can be objectified as an integral approach to ensure sustainable development in an organisation. The key of diversity management usually hinges on the strategic thinking of the management or the people responsible for the human resource development. Diversity management mostly approaches towards resolving the employee issues in regards to their cultural differences. It is a process that enables all the employees in a workplace to perform cooperatively with each other. Objectives of the Action Plan Objectives of the action plan for diversity management refer to the strategies that resolve the diversity issues among the employees in a workplace. It is implied in planning the priorities and needful actions to manage the cultural differences of the employees. The fundamental objectives of the action plan include several factors, such as collaboration, creating future orientations, developing cultural identity, prioritising employee beliefs, creating contents, capturing value, forging connection. According to Catalyst (2015, p.39), the management of an organisation always emphasis on the collaboration process of the employees at the initial stage, as it increases the possibilities of growth of an organisation. (Refer to Appendix) Figure 1: Objectives of the Action Plan (Source: Kinyanjui et al. 2009, p.22) Proposed Actions As mentioned earlier, collaboration is always considered as the major key part of proper governance. It usually expands beyond the art sectors in a society, mostly in the global context, where people are found sharing thoughts to each other. Collaboration tends towards extensive government goals, where the people are advised to make bridges between the cultures, aiming to contribute in the policies and programme objectives. As opined by Kinyanjui et al. (2009, p.21), developing better cooperative goals are liable to ensure future goals of an organisation globally. It also enables multi-cultural opportunities for the organisations in order to ensure benefits in global context. Developing collaboration and creating future for diverse cultures lead the process to develop cultural identity. Developing cultural identity is always implied in the international context for the organisations, where they provide proper leadership goals through coordinated approaches. It is also liable to create new opportunities in the context of social exchange. Creating content is the next proposed action in the management process of diversity. It indicates at facilitating new partnership opportunities and explore reflective programmes. Utilising cultural aspects in the beneficial models of the organisations are always prioritised in this action, which is followed by enabling forging connections. This part of the proposed actions aims at conducting research works on the best practice models and developing stronger global business links. Investigating a community cultural ambassador network is a major part of this action that deals with collaborating diverse knowledge into work pr ocess. It is also dedicated at association the collective knowledge of the participants from different cultural identities. Forging actions is followed by capturing the value process, which is again an important factor of community diversity management. This process investigates the mechanisms for managing collections from diverse communities. This also indicates at an evaluation process that ensures proper value to different cultures in same manner and without any discrimination. Capturing value often associates the strategies as per the government, which encourage the organisations to follow local government legislations, while approaching at global contexts. Anticipated Outcomes Managing cultural diversity globally is always involved with the process of organisational development and consultation. Thus, the action plan generated for it is targeted to contribute towards the cultural opportunities by resolving differences. However, in the argumentative words of Kearney and Gebert (2009, p.79), the outcomes of diversity management is always expected to be resulted from certain information on cultures. As per the planned action of this study, the primary outcome is connected with the collaborative measurements. Employees of an international organisation are expected to be working collaboratively regardless of their national or cultural identities. It is always aimed towards enhancing the ability of an entire organisation globally. Creating the future in a professional sector is always expected from a global context, where the profits are subjected to be associated with both economical and social exchanges. The planned actions have fruitful possibilities in terms of outcomes. Developing proper cultural identities and acknowledge their presence categorically are often found useful in providing desired outcomes. However, in the contradictory words of Kearney and Gebert (2009, p.80), this process is expected to be identifying the opportunities and addressing the barriers in order to foster the cultural exchanges. Creating content is involved with utilising the government supports along with all user responses. Thus, it is meant to be focused categorically to ensure positive outcomes along with wider recognition. Forging connections are the other most essential contributions in diversity management. It aims at supporting and demonstrating the project as per the needs in order extracts the positive outcomes. Buildin g new audience is also considered as a positive outcome in the projected action. Developing all the possible cultural resources are believed to be projecting maximum amount of positive outcomes. As per the projected action plan, the process of capturing value provides the last set of outcomes. It generates valued outcomes through investigative mechanisms and culturally specific marketing tools. Key Roles and Responsibilities The cultural diversity has been emerged as a major issue in international business sectors in last few years. Thus, the managements of the organisations are always recommended to address this issue categorically and take responsibilities to meet the needful requirements. According to Kunze et al. (2011, p.p.272), dropping homogeneity is mostly recognised as the superior criterion of maximum participation. The managements of the organisations are always liable to ensure this policy in order to enhance the maximum participation of the employees. In most of the cases, the human resource people are responsible for enhancing the management goals of the organisation. They use to plan and operate the needful actions accordingly towards the benefits of the organisation. The HRM is responsible to conduct a set of distinctive approaches towards diversity management. These approaches are meant to be executed through several activities, functions and processes. All these actions are aimed at attracting, directing and maintaining the organisational tasks. Encouraging all the employees within a workplace to work under a cooperative ambience can be measured as the superior most responsibility of the human resource team. They always need to influence the collaboration process among the employees in order to achieve maximum supports from them Creating future goals in diversity management is always recommended to the organisations, while entering other geographic locations of the world. Managing cultural identity and acknowledging them are also recommended to enhance cultural diversities. However, the human resource managements of the organisations are also responsible to emphasis communication goals among the governments along with all the other participants of the business, such as employees, shareholders, stakeholders and users. They are also trusted to develop the bridges between the management of the organisations and employees by addressing all their challenges regardless of their cultural identities. In the words of McGuire et al. ( 2006, p.262), creating value is always recommended for the human resource practices in order to ensure proper communication among the employees. However, they are also found liable to increase the communication goals largely with proper implementation of diversity management. Timelines and Resources Required The strategies of diversity management are required to be involved with different resources for successful implementation. As opined by Littrell and Salas (2005, p.p.328), the managements of the organisations are always recommended to incorporate several resources and timelines in order to ensure diversity management. However, they often face several challenges in regards to the diversity issues, which are potentially harmful for the growth of the organisation. Thus they are recommended to consider appropriate resources and timelines accordingly. The widely most considered stages of timelines and resource varieties are visible and strong hierarchical support, adequacy of resources for successful goals, accountability built-in, extensive involvement of participants, and Timelines respectively. Key Risks Timelines and resources used by HRM, in regards to the diversity management are always surrounded with both possibilities and risks. However, a proper implementation may reduce the risks. Community, character and collaboration are the major goals addressed by the managements in order to achieve success in the diversity management. Addressing the community behaviours are often found with major dilemmas, mostly in the international businesses. According to Anand and Winters (2008, p.p.368), organisations are often surrounded by their global objectives and the actions taken by them in international business contexts. However, in many cases they fail to access effective strategies due to their international market images, which is potential to their value orientations as well. Character is another major risk for the organisational diversity management, as the nature of the businesses is often liable to provide identities to the organisations. It often creates barriers for the organisations beyond their set criterion. Collaboration is another risk issue that is involved with the images of other brands too. In many cases, the most convincing collaborations can play negative roles for the businesses in developing their images. In the argumentative words of Kinyanjui (2013, p.p.21), companies are always liable to set distinctive images in different national contexts and play diverse roles in the diversity management plan as per the cultural orientations of the targeted countries. Evaluation Method The methods of diversity management are always surrounded with both positive and negative outcomes. However, they are always subjected to be evaluated in every definite interval in order to ensure prominent implementation of the processes. According to Catalyst (2015, p.42), increasing the cultural values within the organisations are always recommended for the human resource managements. It is highly responsible to enhance corporate reputations as well as the trustworthiness among the global users. However, this policy is also liable to help the organisations to attract the talented persons from different corners of the society instead of the majority groups only. In the words of Munjuri (2012, p.19), diversity management is always dedicated to find the maximum number of talents irrespective of their cultural hegemonies. Managing the diversity issues categorically, aims at promoting innovation powers within the workplaces and also enhance the creative goals. It has often been found promoting higher productivity goals among the employees and increase trustworthiness for the large scale consumers globally. The proper ways of diversity managements are also liable to overcome the labour storage issues globally and reduce labour turnovers. Conclusion Diversity management and their possibilities are widely extended in the context of international business. This study has addressed background of the study at a stretch followed by their objectives and action plans. The anticipated outcomes have also been discussed in this study categorically followed resources and organisational responsibilities. However, the risks have also been analysed in the study along with their evaluation methods. Reference List: A.H. Eagly and J.L. Chin (2010), Are membership in race, Ethnicity, and Gender Categories Merely Surface Characteristics? American Psychologist, 65(1), pp.934-935. Alserhan, B. A., Forstenlechner, I., and Al-Nakeeb, A. (2010). Employeesà ¢Ã¢â€š ¬Ã… ¸ attitudes towards diversity in a nonwestern context. Employee Relations Journal. 32(1). UK: Emerald Group Publishing Limited Anand, R. and Winters, M.F. (2008). A retrospective view of corporate diversity training from 1964 to the present. Academy of Management Learning Education, 7(3), pp.356-372. Barak, M. E. (2005). Managing Diversity towards a Globally Inclusive Workplace, London: Sage Publications Catalyst. (2015). Connecting corporate performance and gender diversity. New York: Author Kearney, E. and Gebert, D. (2009). Managing diversity and enhancing team outcomes: the promise of transformational leadership. Journal of applied psychology, 94(1), pp.77-80. Kinyanjui, S. (2013). Innovative Strategies for Managing Workforce Diversity in Kenyan Leading Corporations in Present Global Scenario. International Journal of Business and Management, 8(15), pp.20-22. Kunze, F., Boehm, S.A. and Bruch, H. (2011). Age diversity, age discrimination climate and performance consequencesa cross organizational study. Journal of organizational behavior, 32(2), pp.264-290. Littrell, L.N. and Salas, E. (2005). A review of cross-cultural training: Best practices, guidelines, and research needs. Human Resource Development Review, 4(3), pp.305-334. McGuire, D., Garavan, T.N., Saha, S.K. and O'Donnell, D. (2006). The impact of individual values on human resource decision-making by line managers.International Journal of Manpower, 27(3), pp.251-273. Munjuri, M.G. (2012). Workforce Diversity Management and Employee Performance in the banking sector in Kenya. DBA Africa Management Review, 3(1), pp.1-21.