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Article review of creating a successful Corporate diversity program

Article review of creating a successful

Corporate diversity program

Introduction

            The continuing changes in the industry and market trends have significantly increased the competing business environment that challenges various corporations. The consumer’s needs and lifestyle together with the increasing cost of raw materials, equipment, and labor force have resulted in the fact that business are only for those who can adopt to diversity.

            Over the years, the constant growth of the population has largely contributed to the changes of patterns in the marketplace. The new twist in products that make them competitive is the “ready-to-serve-and-eat” variety which provides convenience to consumers. In other words, most goods come with convenience and comfort, as most of the consumers adapt to the fast-pace environment of consumerism.

            Moreover, retail outlets have transformed into versatile retailing, as convenient stores sells only the most basic foodstuff with a “ready-to-pick-and-pack” items at the cash counters. In short, there have been significant changes from production areas to market where manning, distribution and consumption of goods have assimilated to the changing business environment of “one-stop-shop” convenience. Likewise, diversity transforms the quality and good business value at the height of several economic recessions.

            But what is the significance of diversity? Diversity is a process of adoptable means to changes, condition, and situational factors. In business, diversity is the capability to manage and adopt the flexibility of capital budget. Therefore, the significance of diversity to business is the efficient and effective handling of goods which encompass the needs of consumers and marketability of products in an adverse marketplace. In this regard, this paper will review an article of creating a successful corporate diversity program.

Literature Review

            Organizational diversity

            Based on the article of Brandi Williams (2007), ‘Creating a Successful Corporate Diversity program’, the inclusion of programs that can make an institution or a company flexible make diversity a business priority. According to William’s perception of the organizational nature of enterprise, a company’s Chief Executive Officers (CEOs) should always look at the internal capability of the organizations towards the daily trends in the marketplace.

It may be noted from Williams’ perception that a check and balance of the business environment retains the resources’ performance, in which the “organizational capability” [being an internal situation] is attributed to the marketplace situation. The claims of Williams in his article can be exemplified by the common understanding that what rules out in the marketplace is patterned after the notion of economics theory; “when supply is low, demand is high”, and vice-versa.

This cost and return analysis is one of the organizational capabilities that could best describe the market situation. In addition, the actual reconnaissance or investigation of the prevailing market index through “shop testing” may actually enable one to know the pricing and identify the competitors.

From this point of view of organizational capability, the corporation may create programs that would formulate the best manning ability, like identifying the employees or creating a task group that regularly oversees and feels the pulse of marketplace. In this case, according to Williams, the programs foster environment where employees feel safe, acknowledge their differences among one another, and recognize the value of different perspectives. It would truly give the employees recognition and security as they are aware of the “environment” within the organization and the marketplace that make the organization exist. In sum, this approach may be also perceived as organizational diversity, in which Williams wants to point out.

The diversified programs of Food Lion and Coca-Cola Company

From this section of the article review, Williams has refers to the diversification methods used by two competing multinational corporations, such as the Food Lion and Coca-Cola Company.

According to Williams, Food Lion has developed programs that basically give value to its employees. Based on his article, Food Lion Vice President Eric Watson divided the employees according to race and classified them into groups such as the African-American group, Asian-American group, Pacific Islander group, Hispanic group, Native American group. He also further divided according to gender. (Williams, 2007).

It was clear from the explanation of Williams that the apparent “patronization of race” through the groupings of employees according to race, has broken down the barriers of communication between a client and an employee who belong to different genders. Basically, this kind of diversified program for employees may encourage racial discrimination. However, this program is applicable to the level of “seller-customer relationship” and has no bearing to the employees’ multi-racial relationship within the organization.

The partnership in the diversified program for employees of Food Lion could be an effective means of a “come on” for its customers. This may be expected with a kind of “personalized” approach to the cultural or racial presentation of business according to race of targeted customers. The method of Food Lion towards racial and gender sensibility or sensitivity for a diversified program shows the capability of an organization in complex business dealings.

On the other hand, Coca-Cola Company (Coke) has a different type of diversified program for employees. According to Williams’ article, Coke has settled over $200 million in a discrimination suit filed by an African-American who complained of unfair labor treatment and compensation (Williams, 2007), which, in effect, has led to Coke land at the 18th spot the industry after 3 years and subsequently moving to number four.

Basically Coke became aware of a need to have a diversified program for employees [as it also learned from Food Lion] so that it began to be “employee-focused”. One of the strategies for an employee diversified program used by Coke was the adoption of a “Manifesto for Growth”. According to Williams, the Coke Manifesto promotes 5 key principles that address profit, people, portfolio, partners, and planet. In sum, the 5 key principles are ruled by giving value to the organization, the customer, and the environment. As a result, Coke has brought in together [within its vision, mission and objectives] the rationale of its business existence.

In his article, Williams further cited that Food Lion and Coke has a comparative approach in using the diversified program for employees, in which the two multinational corporations have commonly given due values for its employees.

Critical Analysis

Basically, Williams claimed that diversified programs for employees that were effective methods of Food Lion and Coke only or companies that are similar to them. However, according to him, a diversified program for employees under a category of a multinational corporation may not be applicable with other corporations that critically consider capital budgeting.

Williams’ finding explored the diversification process in an industry and market environment wherein the products has been well established and entangled in the marketplace. For example, in the case of Coke, even a one-year old child would be able to identify what a coke drink is and how it tastes. In other words, coke may be considered as part of global heritage and a tradition in every meal whether it is a time of war or peace. However, there is also a need for an organizational diversification program wherein sufficient capitalization can cross bridges of difficulties in business. With Multinational Corporation, creating a successful corporate diversity program could always be part of the financial risk management program that dictates the level of application.

Generally, it can be said that Williams’ claims only highlighted the diversity program which he felt successful due to the industry status of the Food Lion and Coke and without considering other types of companies. Somehow, it could have been much beneficial and would further draw the interest [for comparative review of the article] if Williams discussed the industry and market situation of a competitor.

Three points of critical analysis may be attributed to the findings of Williams: first, organizational diversification is found achievable and successful only when a company has sufficient capital budgeting; second, the complex industry and market situation still pose an opportunity for a product to survive and flourish; and third, competition has a ready and captive market that could absorb the risks of losses as a result of substantial organizational financing such as Coke who spent $200 Million amidst the global economic recession.

Another point of consideration is that the organizational diversification could be in another way effective using the methods employed by Food Lion. However, one of the threats to “patronization” [as a result of employees’ racial and gender groupings] is the tendency and possibility of professional jealousy within the organization. Since the grouping was characterized by “internal racial competition,” it could lead to vulnerability of racial, gender, and transgender, discrimination. In addition, Food Lion may be perceived as investing more resources in order to maintain the so-called “factor of consolidation” that would prevent divisiveness. This factor of consolidation could be translated into financial incentives that may only give relief to the threats of discrimination, which can also be added to the cost outlay of the company representing an overhead expense

Conclusion

            The diversification method depicted in the article may be claimed by Food Lion and Coke as efficient and effective within their organizations. However, it may be perceived as non-substantial to many business enterprises that suffers the capital shortage.

            We may conclude that creating a successful corporate diversity program is characterized by the elements of corporate strategies that can be adopted with lesser effects on both the financial well-being of the management and the capability performance of the workforce. In addition, it can also be deduced that the diversification process is basically dictated by the factors of control from the production to marketplace and that the multinational and transnational corporations may not be affected by the expeditious trends of the economy. In other words, it is the judicious sharing of the marketplace that leads to diversification.

            The over financial capitalization to organizational diversification of multinational companies may be perceived as having financial glut or over sufficiency in capitalization. On the other hand, the small-medium enterprises are the least to suffer the financial glut because, it has not flowed out directly to the production sites in order to double the cycles of supply chain, which widen the market share and broaden the capitalization for the sourcing of goods. In this case, diversification could only be successful when every consumer has afforded the goods at a lower price and there is an abundant amount of food in every table.

References

Williams, B. (2007). ‘Creating a Successful Corporate Diversity Program’.  Public

            Relations Tactics, Public Relations Society of America (PRSA). Retrieved 08 April

            2008 from http://www.prsa.org/pdf.

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