Workplace Inclusiveness Paper

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Successful organizations are predicated upon the inclusive management of all employee’s ideas and voices. Inclusiveness is improved when diverse voices are not only included, but are a fundamental majority within the organization. In this, social service organizational success can be improved, taking into account and utilizing social work values. Various approaches have been found to be successful, with commitment, in achieving workplace inclusiveness. Furthermore, many social service organizations are well positioned to start the journey to workplace inclusiveness based upon their own social work-related missions and values. Workplace inclusiveness is more than achieving organizational diversity, it is recognizing and putting that diversity …show more content…

Whereas diversity relates to the faces, or who makes up, the organizational demographics. Diversity however, as just one part of inclusiveness, must be understood in the context of race, ethnicity, gender, sexual orientation, ability level, etc. Combining the two, inclusive organizations are not only made up of people of various backgrounds at all levels (administration, staff, support staff, etc), but their varying ideals, values, ideas, and contributions are sought after (The Denver Foundation, 2007B; Watson, 2011). Inclusive organizations go beyond achieving diversity, but make their organization a welcoming place for all viewpoints. Michal Mor Barak (2000) define an inclusive workplace as one that “values and uses individual and intergroup differences, cooperates with and contributes to its surrounding community, alleviates needs of disadvantaged groups, and collaborates across national and cultural boundaries” (p339). Along with acknowledging related social work values, there exist larger benefits to workplace …show more content…

CME’s timeframe following DU’s quarter system, DU’s structural constraints, and the energies put forth by CME staff on campus, does not leave much time for internal inclusiveness inquiries. It was noted however that CME is much farther along in this process than most workplaces. Although Adrienne considers herself a change agent, she did mention that, as in most workplaces, transparency and communication due to hierarchical management structures are lacking. Wiltz et al. (2005/2006) spoke to this need in creating an inclusive workplace as opening lines of intentional communication. Adrienne reasserted Mor Barak’s (2000) and Findler et al’s (2007) writings for staff and administration to hold mutual accountability in creating an inclusive workplace in order to mitigate implicit bias, privilege, and championing the benefits of a diverse

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