As per requirement,

Please note that this should not take the form of a case study analysis. Rather, the news article should
act as a catalyst for a more general commentary on the salience of the issue, its evolution, and its
implications for managing diversity in the workplace. >> pls revise your work and do not apply a case
study analysis. This is an ESSAY only,o provide an informed, critical commentary on the issues raised
in the news story.

Pls restructure your work according to Essay format:

Introduction

Disvussion

Conclusion

You need to choose topic theme covered in the notes, and you chose diversity which is fine.
However please note this paper is not a case study, In your essay you should provide an informed,
critical commentary on the issues raised in the news story. You should have a clear essay question to
address, and you should bring the literature review and address your essay question.

Besides you used the theory of The Anglo-Saxon model of capitalism

Excuse me, does this theory appear on any of the notes provided?? Did you read the notes?

In all, wont be able to accept the paper.

Essay Question
The task for your second assignment is to choose one of the topics/themes
covered in term 2 on Diversity Management and identify a current news article
on which to develop and write an essay. More specifically, you should find a
news item featured on the BBC News website (http://www.bbc.co.uk/news),
The Guardian (https://www.theguardian.com/uk), or the CIPD website
(http://www.cipd.co.uk/pm/) from the past 12 months and establish a
relationship between the issue in the news item and the material covered on
this course.

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 Table of Content

Table of Content..............................................................................................................................2
1.0 Introduction................................................................................................................................3
2.0 Case Study.................................................................................................................................3
3.0 Findings.....................................................................................................................................5
4.0 The Anglo-Saxon model of capitalism......................................................................................6
5.0 Application of the theory...........................................................................................................7
6.0 Conclusion.................................................................................................................................8
List of References..........................................................................................................................10

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1.0 Introduction

The paper focuses on an article from the guardian titled, “How much progress is the NHS
making on workforce diversity?” and discusses the contents in relation to the course
contents.The case study is important in the application of various concepts and theories learnt in
class. At the same time, the current and relevant case study points to the significant problem in
the workplace environment worth policy and legislative intervention. The term diversity with
regards to a workplace environment is broadly classified into primary and secondary dimensions
(West, et al., 2015, D’Netto & Sohal, 1999). Primary dimensions refer to issues such as age,
race, gender, sexual orientation and other differences evident between multiple individuals
(Schneider & Northcraft, 1999). One more characteristic of this primary dimension is that it
operates as filters to the divergent views of the world. On the other hand, the secondary
dimensions include factors such as education levels, religion, income, and geographical location.
Arguably, these are factors from the external environment and may be influenced by several
other related factors. The silver line; however, remains the diversity outcomes associated to the
emergent environment (Kalra et al., 2009). Most importantly, secondary dimensions are those
qualities which in most cases might not be easily noticed after initial encounter and tend to be
susceptible to change throughout various encounters (Seymen, 2006).

2.0 Case Studyas per requirement this is only an essay not a case study analysis pls revise
accordingly

The case study is referenced from ‘The Guardian’ titled; “How much progress is the NHS
making on workforce diversity?” This article appreciates the fact that there is diversity in
relation to the workforce of the National Health Service (NHS) in the United Kingdom. At the
same time, it points to the incessant problem of workplace diversity, which has taken the NHS
decades to resolve. In spite of the many benefits that come with diversity, the rampant
negativities associated with it have not been left behind. One of the main issues of concern in this
sector is the discrimination that has deepened its roots over the past decades leaving a lot still to
be desired. Evidently, this has to do with the discrimination being perpetrated on the Black
Minority Ethnic (BME) for quite a considerable time now though improvement has been
witnessed in the recent past (Kline, 2017).

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The United Nations and several other international labour organizations decry any form of work
place abuse in relation to diversity (Grissom et al., 2015). Undoubtedly, peace of mind is a very
important element at the work place. Without features setting up conditions leading to the latter
environment. It becomes difficult to concentrate and even realize the organization’s objective.
Regardless of the type of diversity, nobody should be in a position to take advantage or abuse
and discriminate based on such falsifications (Kline, 2017). For this reason, attention should not
only be geared towards unearthing the weaknesses, but also setting up several control
mechanism.

Globalisation has been a major contributor to workplace interaction of individuals from diverse
cultures and backgrounds than it was witnessed before (Grissom et al., 2015, Seymen, 2006)).
Although this diversity has its fair share of benefits that it brings to a workplace, disadvantages
and challenges are imminent (D’Netto & Sohal, 1999). Therefore, increasing as well as
improving workplaces has in the recent times become one of the most vital issues of
management due to the appreciation of how rapidly organisations and workplaces are
dynamically changing (Kalra et al., 2009). Since multicultural working environment poses
challenges then the organisation must learn how to motivate employees to appreciate cultural
differences and treat each other with an acceptable level of dignity (Seymen, 2006).

The article brings into perspective the immense contribution of the Black and Minority Ethnic
(BME) staff which cannot be underrated either ignored. The population of the BME forms a
considerable population of the doctors, nurses, and midwives. However, records are all over in
black and white indicating that there has been a poor treatment directed towards the BME as
opposed to their white counterparts. In addition, the level of discrimination escalates when it
comes to seniority of a vacant position to be filled since this translates to a higher grade of
remuneration. Observations from diverse reports have clearly indicated the higher the pay grade
position in place the less likely it can be filled by a BME staff (Kline, 2017).

According to Kline et al (2017, p.11),

White shortlisted job applicants are 1.57 times more likely to be appointed from
shortlisting than BME shortlisted applicants, who remain noticeably absent from senior
grades within Agenda for Change (AfC) pay bands. BME staff remain significantly more
likely to experience discrimination at work from colleagues and their managers, although

5
 the percentage of BME staff reporting that in the last 12 months they have personally
experienced discrimination at work from staff fell slightly. BME staff in the NHS are
significantly more likely to be disciplined than white staff members.

Kline (2017) explains that;

White job applicants are over one-and-a-half times more likely to be appointed from
shortlisting than BME applicants. In 93% of trusts, it is more likely that white staff who
have been shortlisted will be appointed than BME staff. Not surprisingly, BME staff are
more than twice as likely as white staff to believe that their trust does not provide equal
opportunities for career progression and promotion.

From the above quotes, it is clear that equality is an issue in relation to the National Health
Service in England. The BME and their white counterparts are not subjected to the same level of
treatment. Though presented with similar opportunities, the likelihood of BME staff to benefit is
much lower ratio wise as compared to the white colleagues. There is also an existing gap in
relation to the vulnerability to punishment/ discipline (Grissom et al., 2015). It is quite evident
from the finding quoted above, that the BME staff are more likely to face disciplinary action as
opposed to their white counterparts.

Inequality exists in terms of employment openings available where chances of landing a job is
well documented to be quite on the lower side of the bar for the BME staff compared to their
colleagues (West, et al., 2015). Notably, this is a bad precedent for the sector which ought to
look at the skills and knowledge being injected rather than the perpetrated racial/minority
discrimination. Since equality is questionable according to the article of reference, there is the
need for the National HealthService to continually promote diversity management within the
sector. Through the process the workforce can achieve the greater purpose of providing better
healthcare services to the population without being adversely affected by diversity issues.

3.0 Findings

After the National Health Service were acquainted with the findings of what has been happening
within the healthcare sector, drastic measures were taken. The aim of the measures was basically

6
to bring some sort of sanity in the sector. Therefore through a report titled “The Snowy White
Peaks of NHS”, wide-ranging patterns of discrimination against the BME staff are highlighted.
This report is a rapid response to the issues raised by the NHS (Kline, 2017). Fair enough, the
National Health Service has been forced to come up with a compulsory Workforce Race Equality
Standard. The standard requires all healthcare providers both public and private to conclusively
demonstrate that they are taking strides to close the existing gaps (Kline, 2017). These gaps are
persistently present in the treatment and the resulting sharing of opportunities available for
between the BME and the white staff. Consequently, any measures undertaken by employers in
tackling these unwarranted patterns of discrimination and undue treatment for the BME staff
requires to be quite different from the ones already tried but failed (Kline, 2017).

In addition, statistics highlight that nearly one in five of the employed staff at NHS draws from a
background of black and minority ethnic(BME). However, it is well understood that the
treatment and accessible opportunities at their disposal are not congruent with the values held by
the NHS (Ferner, et al., 2005). The resultant effect is the cascading adverse impacts emanating
from the efficient and effective operation of the NHS leading to diminished quality of care being
delivered to the patients. It was in dealing with this rampant issues of concerns that the Work
Race Equality Standard (WRES) was tasked to function across the NHS (Kline et al 2017, p.6)..

4.0 The Anglo-Saxon model of capitalism

Worthy of note is that Anglo-Saxon model of capitalism did not emerge just from anywhere but
it was a complete product of a culture of the place it originated from and orchestrated with the
style together with characteristics of people who developed it. The model adopts the adversarial
principle which is considered to be principally competitive. This is where one group contests
with the other for some sort of supremacy. The market is regarded a war-zone where a ritualized
battle takes place (Grissom et al., 2015). This principle demonstrates that just like a litigant may
lose in a lawsuit or one party suffers a loss in an election so it is even in the commercial
enterprise where defeat to rivals is witnessed. Adversarial principle believes that it’s for the good
of the people to compete against each other (Dore 2002, 9).

The other underlying principle of the Anglo-Sixon model of capitalism is the evolutionary
principle. It is regarded as a theory of change which states that change in itself cannot be attained

7
by sudden and subsequent violent disruptions which displace the existing status quo rather it
follows a process that gives room for gradual modifications to be effected (Kalra et al., 2009).
Therefore, the principle advocates for a system which is lenient enough to allow for injection of
variations and changes as well as be elastic enough to be interwoven into the current practice.
The desired outcome of this is to overhaul the state of affairs through a series of transitional steps
of which some may be unnoticeable but cumulatively the construct the new reality (Dore, 2002).

Furthermore, any evolution of the modification of both social and economic affairs may vary in
terms of how fast change is witnessed as compared to others. But the bedrock of the principle is
that small accumulations of the desired changes will gradually overhaul the existing status quo.
Hence the two principles clearly explain why the Anglo-Saxon theory fights tendencies
restricting competition within it and also opposes the inclinations that make it less flexible and
adaptable. In addition, the theory is open to innovations to be presented so that they can prove
their merit as they are incorporated into the newly acquired status quo. The ultimate approach
adopted by this capitalism theory is sustaining competition as much as possible and seeking to
keep the operations as flexible as possible (Dore, 2002).

5.0 Application of the theory

The application of the Anglo-Saxon model of capitalism is well captured in the presentation of
evolutionary principle. As realised earlier, this principle acknowledge that change cannot be
achieved by any sudden means or violent disruptions in a bid to displace the status quo but rather
through modifications that bring about the desired changes gradually (Grissom et al., 2015). This
is exactly what is being implemented through the Work Race Equality Standard. The WRES
carries on with timely inquiries as well as helping healthcare organisations to come up with and
implement responses evident in the data of the challenges they face.

Majority of the NHS organisations are adhering to this call of developing not only systematic but
also innovative responses in a bid to counter the unfair treatment and experience of the BME
staff. The implementation team from WRES supports organisations to continually improve the
workforce race equality (Philip and Lindley, 2006). It is universally known that research has
proven beyond doubt that organisations which prioritise in treating their employees fairly,

8
listening to their needs/concerns as well as developing their talents are ones end up offering a
better healthcare to all their patients (Kline et al 2017).

WRES is dedicated to providing the required guidance to the National Health services on the
best approaches that can be adopted in order to successfully achieve sound race equality within
the workforce. Therefore, WRES will assist make the NHS a bit more efficient, promote high
productivity levels and help adopt more responsive systems to both the needs of the patients and
staff ( Kline et al 2017). The toughest determinant of an organisation that can be regarded
successful has its foundation on the level of engagement of staff (Cuthbert & Basset, 2007). Staff
who are well engaged will translate this to the patients they attend to (DiTomaso, et al., 2007).
Thus, WRES data is helpful in directing the focus on the staff and patients with the worst
experience and gear up towards providing high levels of engagement so that the best outcome is
achieved for both (Kline et al., 2017).

WRES is also engaged in offering the National Health Service organisations with the required
tools necessary to be able to understand their workforce race equality performance (Philip and
Lindley, 2006). Besides, it also it helps highlight the degree of the Black Minor Equity
representation at both the senior management and subsequent board levels (Kalra et al., 2009).
WRES plays an integral part in pointing out the state of experience and treatment accorded to the
white staff in relation to the BME staff within NHS. Thus, WRES objectively reflects on the
level an organisation happens to be in regards to the treatment and experience agendas; where
they are expected to be; and the mechanisms they can adapt to help them get at the desired point
(Kline et al., 2017).

The changes that are gradually adopted and implemented at these organisations will ensure that
eventually the existing gap on the way the BME staff are treated is reduced slowly until a point
where racial inequality will be regarded as a thing of the past (Cox, 2001). This is what was
envisaged by the Anglo-Saxon model of capitalism when it stated through its evolutionary
principle that if bit by bit change is effected until the status quo is altered. Therefore, the status
quo of poor treatment and selective opportunity sharing for the BME will twist and an
equilibrium will be achieved (Kline et al 2017, p.46).

6.0 Conclusion

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One of the highest levels when it comes to diversity awareness is the concept of diversity
management. This is key because diversity will always be there and if not well managed it can
lead to negative implications for both the employer and employees. Therefore, diversity
management should ensure it optimises the performance of its employees. IF the approaches
guided by the WRES to the NHS are adequately implemented then the BME inequality and
diversity management issues in place will be amicably and effectively solved. We shall no longer
see discrimination in terms of employment opportunities, promotions, harassment, bullying or
abuse among many other ill-treatments that promote prejudice. A better combination of sound
approaches geared towards diversity management will ensure that the workplace promotes a
work-life balance that is free from stress that is associated with deteriorating work performance
due to unfavourable work environments. Since the disparities are existent then steps have to be
taken to ensure that the gap is narrowed on the existing treatments, experience and opportunity
accessibility that is so wide between the Black Minority Ethnic (BME) and their white
counterparts. The ultimate achievement is the diversity management across the cross-cultural
workplaces and this is being realised gradually by the NHS through implementations of the
WRES findings and recommendations.

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 List of References

Aytemiz Seymen, O. (2006). The cultural diversity phenomenon in organisations and different
approaches for effective cultural diversity management: a literary review. Cross Cultural
Management: An International Journal, 13(4), pp.296-315.

Cox Jr, T., 2001. Creating the multicultural organization: A strategy for capturing the power of
diversity. Jossey-Bass.

Cuthbert, S. and Basset, T., 2007. The non-professionally affiliated workforce in mental health-
who are these generic mental health workers and where do they fit within a workforce strategy?.
The Journal of Mental Health Training, Education and Practice, 2(3), pp.4-11.

D’Netto, B. and Sohal, A.S., 1999. Human resource practices and workforce diversity: an
empirical assessment. International Journal of Manpower, 20(8), pp.530-547.

DiTomaso, N., Post, C. and Parks-Yancy, R., 2007. Workforce diversity and inequality: Power,
status, and numbers. Annu. Rev. Sociol., 33, pp.473-501.

Dore, R. (2002). Will Global Capitalism be Anglo-Saxon Capitalism?. Asian Business &

Management, 1(1), pp.9-18.

Ferner, A., Almond, P. and Colling, T., 2005. Institutional theory and the cross-national transfer
of employment policy: The case of ‘workforce diversity’in US multinationals. Journal of
International Business Studies, 36(3), pp.304-321.

Grissom, J.A., Kern, E.C. and Rodriguez, L.A., 2015. The “representative bureaucracy” in
education: Educator workforce diversity, policy outputs, and outcomes for disadvantaged
students. Educational Researcher, 44(3), pp.185-192.

Kalra, V.S., Abel, P. and Esmail, A., 2009. Developing leadership interventions for black and
minority ethnic staff: a case study of the National Health Service (NHS) in the UK. Journal of
health organization and management, 23(1), pp.103-118.

Kline, R. (2017). How much progress is the NHS making on workforce diversity? | Roger Kline.
[online] the Guardian. Available at:

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https://www.theguardian.com/healthcare-network/2017/may/16/progress-nhs-workforce-
diversity [Accessed 22 Mar. 2018].

Kline, R., Naqvi, D., Razaq, S. and Wilhelm, R. (2017). NHS Workforce Race Equality Standard
2016 Data Analysis Report for NHS Trusts. 1(1), pp.11-69.

Philip, M. and Lindley, P., 2006. People are our greatest asset: a model of real workforce
development to turn rhetoric into reality. The Journal of Mental Health Training, Education and
Practice, 1(1), pp.37-41.

Schneider, S.K. and Northcraft, G.B., 1999. Three social dilemmas of workforce diversity in
organizations: A social identity perspective. Human Relations, 52(11), pp.1445-1467.

West, M., Dawson, J. and Kaur, M., 2015. Making the Difference: Diversity and Inclusion in the
NHS. The King’s Fund, London.

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