CHCDIV003 - MANAGE AND PROMOTE DIVERSITY Question 1 Define cultural awareness, cultural safety and cultural competence. How do these impact on leadership and management practice? (180–200 words)...

DIPLOMA OF COMMUNITY SERVICES ASSIGNMENT
CHCDIV003 - MANAGE AND PROMOTE DIVERSITY
Table of Contents
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13.    8
Project 1    9
1. Definition of Diversity    9
2. Rationale    9
3. Principles and Values    9
4. Objectives and Goals    9
5. Benefits    10
6. Strategies    10
7. Legislation    10
8. Monitoring    11
References    12
1.
Cultural consciousness is an awareness of various cultural communities, including recognition of own cultural values, traditions and identity.
Cultural skills are the behaviours and attitudes and policies that build productive cross-cultural professional relationships are important in every organisation.
Cultural competency is enacting activities that are culturally respectful influence the working of the organisation.
Cultural competency, cultural protection and related concepts have been described and applied in various ways. Regulatory and educational health agencies have sadly tended to frame their perception of cultural competence towards individualised rather than organisational/systemic processes, rather than reflective self-assessment of influence, privilege and prejudices and the development of cultural awareness.
2.
In racial-cultural, socio-economic, regional and intellectual contexts, diversity is distinct. People of diverse views, cultures, religious values, political beliefs, gender identity, ancestry and experience of life describes as diversity. In recent years the issue of workplace diversity and inclusion has grown to ensure that corporations improve minority engagement, efficiency and benefits, not just symbolic recruiting to tick a box. More significantly, Tande (2017) has described that businesses have realised the tremendous value that can be
ought to their company by recruiting a wide variety of people and personalities. Diversity, on the other hand, is about acknowledging variations between people and maintaining that each of these various properties and skills are respected in relation to the workplace.
3.
Fairness
The space where almost everyone feels respected and relaxed is a nice modern workplace. We always want to be treated seriously and in a positive way, we need to use our talents and expertise.
Motivation
Perhaps some individuals out there are so utterly without motivation that putting a daunting task front of them can only cause them stress.
Obstacle
They might face hindrance to perform well.
A Common Clear Target
As previously mentioned, in a happy workplace, teamwork is extremely necessary. We are social beings, we like to connect, share thoughts and obligation.
The Openness
Some managers seem to feel that it is their duty to deal with such items such as budgeting) and hold others within the dark.
Versatility
Flexibility is what modern day workers are searching for. They want to adapt their work schedule, never the other side it around their hectic schedules.
Growth
Job is less about making money now or more regarding ambition.
Social Initiatives
They can have a sense of serving the society.
The Character
Each business requires a distinctive culture and character. It is after all, some kind of a primary residence and it is important for employee satisfaction to feel a deep attachment to the company.
Small Benefits
They can be happy with small benefits
4.
· Being mindful of unconscious bias
· Building knowledge is a first step to real change
· Communicating the value of bias control
· Giving training for diversity
· Recognising holidays of all civilisations
· Making it simple for the individuals to engage in resource groups for employees
· Mixing the teams up
· The inherent disparities between employees in terms of race, age, ethnicity, mental capacity, social class/standing, gender and physical ability must be acknowledged, understood, appreciated, cele
ated and respected in order to provide appropriate leadership.
5.
If we view people based on our cultural perceptions, then we refuse them the opportunity to demonstrate their talents and abilities to us and we refuse ourselves the opportunity to learn. When we recognise and enjoy collaborating with colleagues and customers from different backgrounds, we can interact as a collection, learn and progress. As mentioned by Al-Rahahleh (2017), when dealing with people from different cultures, it is crucial to postpone own cultural assumptions because own cultural assumptions can be inco
ect. The old "dumb blonde" myth, for instance, or that men cannot handle feminine things. If we treat people based on our cultural perceptions, then we deny them the opportunity to demonstrate their abilities and talents to us and we deny ourselves the opportunity to learn.
6.
i. Checking that all policies and practises are up-to-date with the applicable international, federal identity and local laws
ii. Making sure that all appropriate action taken to...