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Kern County Network for Children is a nonprofit organization in the county of Kern. The organization specializes in children protection from abuses, promotion of stability and safety programs for families, and provision of community youth services in generally. The Kern Youth Service Board consists of 22 members who are predominantly from the same region and same line of specialization.
The organization could perform much better if there was diversity in the service board. Thus, this reflective treatise attempts to explain the need for more board diversity in the organization and its potential in improving the link between its mission and business.
Lack of diversity in the board
By definition, diversity climate in an organization comprises of the perception and attitudes exhibited by members of the organization culture directed to persons of diverse background in terms of race, tribe, culture, and views that might be different from their own. As a matter of fact, these various attitudes and perceptions are not evident in the board’s structure as part of the interaction, accomplishing duties, and performing a technocratic role (Kinicki & Kreitner, 2009). Despite the large number in the board, there is little diversity in terms of gender representation, area of expertise, and region of origin. For instance, all the members are from local institutions and there are only six ladies. Therefore, there is need to create a diverse climate within the Kern Youth Service Board.
Promoting more board diversity for quality service provision
The Kern County Network organization has the mandate of promoting sustainable cultural diversity through a series of initiatives on inclusivity. Therefore, the organization should roll out a diversity training program with a systematic implementation module. During diversity training, these rules are clearly presented on a blue print to the organization community in order to appreciate diversity and uphold integrity in judgment.
In the process, cases of prejudice are minimized as diversity will develop into a positive aspect of the organization. Periodically, the organization can restructure these goals in consistency with the changing work environment and requirement of its staff. Consequently, when people are absorbed and made to feel part of these goals, they would strive to give their best towards the organization and uphold the existing culture with minimal struggle (Kinicki & Kreitner, 2009).
The Kern County Network organization can honor the traditions and cultures of so many varied groups without inadvertently disadvantaging anyone by appreciating and accommodating various attitudes, behavior, and perceptions of different races, groups, and traditions in board selection. This can be achieved through the aspect of learning the distinct individual perspectives, within subgroups, in the process of personal interaction with different cultures.
Besides, the organization can direct, uninterrupted attention towards procedures and practices that promote diversity appreciation and mutual accommodation of different cultures as part of its board commonalities (Harvey & Allard, 2012). When working with clients from various racial backgrounds, it is important to accommodate divergent cultures in the board to ensure inclusion and community support.
In promoting diversity in the Kern Youth Service Board, it is vital to factor in the aspects of social circles, cultures, and background of members of the organization culture. This facilitates quality and objectivity in implementing the training. As a matter of fact, boarder perspectives will be incorporated in the displayed character of the organization culture. It is therefore necessary to establish an appointment policy that accommodates the elements of gender balance, special interest groups, and ethnic inclusion in order to make the board popular in the community of interest.
Harvey, C. & Allard, J. (2012). Understanding and managing diversity (5th ed.). New York, NY: Prentice Hall.
Kinicki, A. & Kreitner, R. (2009). Organizational behavior: Key concepts, skills & best practices (4th ed.). New York, NY: McGraw-Hill Irwin.