Diversity Training Development

Diversity Training Development

Methods Used to Offer Diversity Training Development

The article,Organizational diversity learning framework: Going beyond diversity training programs by Fujimoto and Hertel (2017), highlights how to overwhelm the challenges of multiplicity preparation programs. The authors write the publication to help conceptualize the basis of diversity knowledge, which, according to them, skins on managerial intervention for mutual decision making courses of employees. The report also explains how new organizational diversity knowledge is generated for behavioral learning, cognitive learning, and attitudinal learning. Fujimoto and Hertel, present in detail the challenges of diversity training, principles of diversity generated knowledge together with integration and perspectives of learning.

In the article, Law Enforcement in the Cyber Domain: Organizational Recommendations,Lamar (2019) explains the importance of law enforcement across the United States. In this article, the author describes how enforcing the law is significant in creating a vital cultural diversity program with an effort to facilitate community policing notion. Further, according to Lamar, law enforcement is essential in building a trustworthy relationship, and also helps in building transparency between the civilians and the law enforcers. The article describes in detail the two types of diversity, which are acceptance and respect. According to Lamar (2019), it is vital to cultural sensitivity when citizens accept and respect each other’s race, sex, political ideologies, religious views, and ethnicity.

According to Fujimoto & Hertel (2017) and Lamar (2019), the developing interest on the challenges of various training programs has led to the callings from various scholars for a substitute means that encourages workers to learn about and from different views in their work stations. The calls have attracted multiple responses from concerned parties that integrate the existing framework with diversity teaching to improve relationships and organizational activities. Fujimoto and Hertel (2017) note that the process of integrating diversity learning and corporate diversity helps to yield positive results in the organization. For instance, the process of integrating variety learning in the regulatory framework helps to bring the inclusivity of the minority members in the process of corporate decision making. Also, the process of integration presents an equal opportunity for members to deliberate their views and come up with a collective agreement. On the other hand, Lamar (2019) opines that enhancing the concepts of community policing in diversity training development helps communities to have a healthy relationship and coexist harmoniously..

Lamar (2019), identified various methods used to offer diversity training development. The first method is developing a comprehensive agency, which is a crucial and vital component for creating successful civic centered policing. Lamar adds that workers with extensive knowledge are assets to their respective agencies in coming up with cultural skills, understanding, and experience to the organization. Additionally, Lamar identifies monitoring of the connection between law enforcers agencies and civic as the second method used to provide diversity training development for police.

Fujimoto and Hertel (2017), also explain three main methods used by various organizations to provide diversity training development to their employees. First, the authors identify gamification as the method used by most organizations to ensure the development of diversity. Gamification in the work station brings teams together as they coordinate to find a solution to a common problem or work to achieve a particular goal (Fujimoto &Härtel, 2017). The authors note that workers can interact, in the best-case scenario, on the platform as they generate knowledge and apply the skills learned as a team.

Fujimoto and Hertel (2017) also state microlearning as the second method used by organizations to offer diversity training development. Through microlearning, the manager divides training into the minor bite and use the bits to assign various tasks. The method is identified as the best means of introducing definitions and setting mutual goals at workstation variety training. The third method mentioned in the article is mobile learning. The authors state that mobile knowledge is common in organizations because many work stations provide telecommunicating modes with unified places of work, free schooling being available. Through mobile learning, workers are capable of accessing diverse training programs.

Learning Styles

Lamar (2019) discusses cognitive learning as the main style of learning used in diversity training development. The author explains that a diversity of knowledge develops police who are self-motivated, provided their tasks and goals are laid down clearly. In elaboration, The Victoria diversity training development was established as a result of the complicated relationship between the Aborigines and Torres Strait Island custom (Lamar, 2019). Due to cognitive learning that the police in the region were subjected to, they can maintain a healthy environment in the area.

Fujimoto and Hertel (2017) discuss that both cognitive and behavioral styles of learning are used in delivering diversity training development. Cognitive learning is viewed as the best method of learning in solving problems facing the organization, such as improving and refining the speed and efficiency of delivering products and services. Besides, cognitive learning is significant in appraising and making proposals concerning occupational goals, plans, products, and facilities, giving answers to work discernment or signifying just engagement rules; and improving service situations, such as labor life stability and worker welfare.

Fujimoto and Härtel (2017) explain that behavioral learning is essential in creating legitimate communication authority among those undertaking diverse training development. Tentatively, an organization must reduce minimum effort and demographically mixed groups, all of which can be done by behavioral learning. Behavioral learning can be made active when the facilitator asserts that all participants have the free will to challenge/offer a different opinion in a deliberation. However,in behavioral learning, one must ensure equal time allocation to each member to curb discrimination (Fujimoto &Härtel, 2017). In particular, the minor class in the organization should be granted an equal opportunity to give out their opinions.

Best Trainingand Reasons

The best method toprovide diversity training to a group of twenty-five employees in anorganization is gamification and cognitive learning. The process of gamification, when integrated withcognitive learning, will yield positive results in daily organizationaloperations. As stated by Fujimoto &Härtel (2017), gamification brings together a team ofemployees who interact by applying their skills to discover a common goal.Using cognitive learning in diverse training will motivate the workers to worktowards achieving a common goal as far as the goals are stated equally andtasks defined. Tentatively, integrating the two, brings out the best results.

Conclusion

Fujimoto &Härtel (2017) and Lamar (2019)highlight the importance of diversity training development in building acoexisting and harmonious relationship within the organization and the general public.In their articles, the authors discuss the various method used in providing diversetraining development. Finally, the authors discuss the mainlearning styles used in organizations and agencies, which are behavioral andcognitive styles of learning. The best and most convenient method of diversity training development is gamification. However, integrating gamification with cognitive learning will generate the best results.

References

Fujimoto, Y., & E.J. Härtel, C. (2017). Organizational diversity learning framework: going beyond diversity training programs. Personnel Review, 46(6), 1120-1141.

Lamar, G. (2019). Law Enforcement in the Cyber Domain: Organizational Recommendations. Law Enforcement Executive Forum, 19(June).