Organizational Insensitivity - Discriminatory Worldviews
Organizational culture refers to the beliefs and values that have existed in an organization for a long time, and to the beliefs of the staff and the foreseen value of their work that will influence their attitudes and behavior. Manifestations of cultures in organizations include formal practices such as pay levels, structure of chain of command, job descriptions, and other written policies. Furthermore, aspects of organizations include formal and informal structure, organizational culture, leadership, human resource systems, and organizational climates that may contribute to or diminish discrimination. The relationship between these organizational-level procedures and actual levels of discrimination is facilitated by individual understandings and interpersonal behaviors. Subsequently, changing an organizational culture is one of the most difficult leadership challenges. That’s because an organization’s culture includes an interlocking set of goals, roles, procedures, values, communications practices, attitudes and assumptions.[i] Many of the fail points within the organization could be traced directly back to its socialization process. The socialization process is the process by which an organization brings new employees into its culture. An organizational culture is usually passed on from one existing employee of the organization to the new recruit transmitting social skills and knowledge needed to properly function within the organization. Organizational cultures to a great extend influences the behavior of the employees in the work place. Whether an organization has established procedures and regulation against discrimination it all boils down to the influential individual within the agency. Culture particularly within an organization context has a varying degree of validity. Rice refers to cultural competency with the following attributes: cultural appropriateness, cultural accessibility, and cultural acceptability.[ii] Deep structure has to do with sociodemographic and racial and ethnic population differences in general as well as how ethnic, cultural, social, environmental, and historical factors may influence specific behaviors.[iii] As different groups of people possess a variety of ethnic, cultural, social, and environmental experiences in which it creates the opportunity for long-lasting struggle of cultural validity. Stout notes that the best way to predict and channel human behavior is to treat people as “rational maximizers” that relentlessly pursue our own material interests.[iv] Also, according to Fischbach, “Large cultural differences were found in self reports of frequency and intensity of facial, vocal, and emotional behaviors”.[v] An organization that encourages employees to be sensitive and aware of ethnic diversity will grow positively as a business. On the other hand, when an organization does not encourage cultural acceptability and recognition of cultural differences, there will be negative consequences. It is worthwhile to think more generally about how one could establish realistically that an organizational culture leads to discrimination. Organizations place successful candidates in many challenging environments, or impossible situations to test their commitment to the position. This suggests that at this point in the process those individuals who are not willing to accept the culture would be removed and all others will be allowed to proceed. The question whether or not changing an organization culture in a large scale by changing minds can eventually deploy the likeliness of success. The following paper looks at both recent and historical innovations within the public, private, and non-profit sectors in cultural differences and acceptability within an organization. United States v. City of New York FDNY Employment Discrimination Case It has become increasingly clear to organizational decision makers...
Please join StudyMode to read the full document