BUS FPX 4128 Assessment 1 Diversity and Inclusion from a Health Care Business Management Perspective

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Capella University

BUS-FPX4128 Cultural Competence in Health Care

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Diversity and Inclusion from a Health Care Business Management Perspective

Diversity and inclusion are two distinct yet equally vital concepts in organizational management (Deloitte, 2018). This paper examines how Christus Health differentiates between diversity and inclusion, analyzes its staffing structure, organizational culture, and practices, discusses diversity in supply management, and explores potential responses from senior leadership to evaluations.

The Difference Between Diversity and Inclusion

Christus Health demonstrates a clear commitment to both diversity and inclusion. The organization is known for its cultural competence, which is integral to fostering a workplace that understands and respects diverse values and beliefs. Cultural competence not only enhances team effectiveness but also ensures that employees from different backgrounds feel valued and understood. Inclusion, on the other hand, promotes harmony within the workforce by encouraging mutual respect and a deeper understanding of employees’ cultures, languages, and traditions. This is essential for both attracting and retaining clients and patients, as a lack of inclusion can lead to conflicts and a sense of alienation, ultimately disrupting organizational cohesion. An inclusive workplace recognizes and celebrates differences, ensuring equitable treatment, respect, and empowerment for all employees (Deloitte, 2018).

At Christus Health, diversity is defined as embracing all individuals and recognizing the uniqueness each person brings to the organization (Inc, A., n.d.). Inclusion is described as actively engaging everyone in the organization’s mission, fostering an environment where all employees can contribute their talents and experiences. This inclusive culture plays a critical role in improving organizational performance and success.

Evaluation of Staffing Structure

Christus Health’s staffing structure and organizational culture are specifically designed to promote diversity and inclusion. The organization seeks to harness the existing diverse talent within its workforce and supplements this with new hires when necessary. Organizational culture—the shared values and beliefs that guide employees’ interactions—directly impacts how employees perceive their workplace environment. For an organization to succeed, both diversity and inclusion must be prioritized. Practices such as diversity training, equitable treatment, and fostering a sense of belonging are essential to maintaining an effective and cohesive organization (Deloitte, 2018).

The Office of Diversity and Inclusion at Christus Health plays a pivotal role in fostering a culture of inclusivity. The office is responsible for implementing training programs, managing recruitment efforts, promoting equity in care, supporting community partnerships, and ensuring diversity in the supply chain. These initiatives are designed to hold the organization accountable and ensure that diversity and inclusion are embedded in every aspect of operations (Inc, A., n.d.). Empowering employees through growth and training opportunities is key to nurturing a more inclusive work culture.

Organization’s Efforts to Ensure Diversity

Christus Health is committed to ensuring diversity within both its management and supply sectors. The organization provides comprehensive diversity training to all employees, emphasizing inclusivity across all levels of the workforce. This training helps to create an inclusive environment and aids in employee retention. Furthermore, Christus Health places significant importance on promoting inclusive leadership qualities during the recruitment process, with job advertisements and hiring practices specifically encouraging diversity. By making diversity and inclusion central to leadership, the organization reinforces its commitment to creating a welcoming environment for all (Dillon & Bourke, 2016).

Possible Reaction of Senior Leadership

Senior leadership’s response to evaluations of diversity and inclusion practices may involve integrating the findings into the organization’s long-term strategy. This process allows for enhanced understanding of the issues at hand and helps foster a more inclusive organizational culture. While some leaders may be resistant to change, others will likely embrace the opportunity to evolve, understanding that these changes are essential to the organization’s continued growth and success.

Conclusion

Effective and inclusive leadership prioritizes diversity and inclusion because these elements are closely aligned with both organizational values and business objectives (Dillon & Bourke, 2016). A concerted focus on diversity and inclusion is critical for maintaining organizational unity and achieving long-term success.

References

Deloitte. (2018). 8 Powerful Truths About Diversity and Inclusion. Retrieved from https://deloitte.wsj.com/cio/2018/03/09/8-powerful-truths-about-diversity-and-inclusion/

Dillon, B., & Bourke, J. (2016). The Six Signature Traits of Inclusive Leadership: Thriving in a Diverse World [PDF]. Boston, MA: Deloitte University Press.