¶ … organizational culture and diversity helps me to understand my current workplace and the issues we face. All organizational theories provide some insight into the organization, with diversity theories and organizational culture and management theories being especially relevant because we are a small company with a diverse workforce. In spite of the tremendous benefit and opportunities presented by diversity in the workplace, I do not see that our current owner/chief executive understands well enough how to capitalize on diversity. The chapter on diversity in the text points out how diversity management is fast becoming a critical management strategy not just because of ethics and social justice, but also because diversity is good for business. A business-focused diversity management strategy would help our small private ambulance/paramedic company improve our branding, attract a broader clientele, and expand the business. Equally as important, a cohesive diversity management strategy would help our company retain top paramedic talent. Currently, we have people from around the world working as paramedics. The diversity of the paramedic team is extremely beneficial for trauma, it becomes critical to have a diverse team who understands different communication styles -- not just different languages.
Unfortunately, our organization's structure and culture do not actively or directly promote diversity. I would describe the organizational structure as being hierarchical with three distinct tiers. At the top is the owner, and below him is a Director of Operations, who also serves as a paramedic supervisor. The owner's management style is hands-on and authoritative, and he does not solicit much feedback or input from employees. The text describes a phenomenon in organizations known as fragmentation, and I believe this is what has been happening in our company. Fragmentation is a product of lack of cohesion in the organization. The paramedics like me have some ideas about how the company could grow and improve, and if the owner does not flourish during the critical next stage of growth, he may lose some of his strongest personnel. The text does explain why young companies like ours have managers that behave in similar fashions, micromanaging their staff…