Diversity within an organization can take a number of different forms such as diverse cultures, religions, nationalities and job groupings (Shockley-Zalabak, 2002. Mor-Barak, 2011). In my organization, the implementation and maintenance of programs that value diversity is generally undertaken using a number of approaches, key among them is review and re-writing of policies so as to create a division within the organization tasked with prompting inclusion and workforce development (Mor-Barak, 2011). This division is mandated to undertake a special recruitment policy that is designed to seek to promote diversity within the organization. To this end, training programs are conducted to promote the adoption of diversity among the employees. The division also implements a variety of internal mentorship and internship programs that are designed to prepare some of the internal candidates both for competition with outside job applicants and upward mobility to prevent their being marginalized by the special recruitment program (Mor-Barak, 2011). The diversity valuing programs practiced by my organization are seen to be quite effective at increasing both the awareness and valuing of diversity in the workplace. They are designed to increase the organization’s diversity via the special recruitment policy while simultaneously promoting the competitiveness of the existing employees through the internal mentorship and internship programs (Mor-Barak, 2011). However, there are a number of changes that can be made to increase the overall effectiveness of these programs. While increasing the awareness and integration of diversity within the organization is seen to be primarily dependent on employees at every level of the organization working at fulfilling their roles, it is also critically important for the organization’s leadership to increase both the amount of resources and the level of guidance and support it lends to these programs (Mor-Barak, 2011). Reference: Mor-Barak, E. M. (2011). Managing diversity: toward a globally inclusive workplace. Los Angeles: SAGE. M4A1: The communication style used by a past leader in my organization, its relation to his leadership style and its suitability to our workplace and culture When I joined my organization, my direct supervisor primarily used to employ the use of an assertive communication style. His role of directing the new recruits on how to perform their duties necessitated that he used the style to ensure that he was able to portray himself to be in authority when working with the recruits (Shockley-Zalabak, 2002). The assertive communication style is seen to have been quite appropriate to the supervisor a suitable to our workplace as it perfectly complemented his transactional leadership style. In line with his leadership style, the manager used to provide us with a number of pre-agreed tasks to perform and would then punish or reward us depending on how these tasks were performed (Shockley-Zalabak, 2002). In the event that one of us would continually fail to adequately perform the assigned task, the supervisor would then undertake to provide more intensive and closely supervised training to the employee and would then encourage the employee by providing the employee with bonuses if they managed to register performance improvements. However, the communication style used by the supervisor could have been drastically improved if the supervisor undertook to try and listen more to the input provided

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