39874081-Conflict

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Assignment on

Managing conflict in the workplace

Instructor: Satyam Dhunputh

Word Count: 4,949

Due Date: 18 October 2010

Prepared by:

Pravesh Ramdharry

Rooka Ramdin

Rakshita Mungur

Anick Manan (Team leader)

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Executive Summary

This report addresses the managers of the Fairmont Copley Plaza Hotel and concludes all information in

managing conflict with a diverse workforce.

The report outlines the existing trigger which leads to conflict in the organization where we analyze the

weakness in the current environment. It examines whether the organization has policies prohibiting

harassment, violence and other inappropriate conduct; enforces these policies; and supports employees

when they have been victimized.

The objective of the report is to create a positive environment where employees are motivated to

increase productivity where they can find the relevant intrinsic and extrinsic values in their jobs.

The report explains how the organization should tackle with conflict arising from a diverse workforce.

The report sets out the time schedule of these elements and outlines the strategies required for

attaining the set objectives.

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Table of Contents

EXECUTIVE SUMMARY ...............................................Error! Bookmark not defined.

1.0 INTRODUCTION.................................................................................................. 4

2.0 SITUATION ANALYSIS............................................................................................ 6

Internal Factors ...................................................................................................... 6

2.1.1 Abraham Maslow's Hierarchy of Needs Theory ...................................... 6-9

2.1.2 Nature of Conflict ...................................................................................... 9

2.1.3 Trigger over Roles, Policies and Procedures............................................... 9

2.1.4 Trigger over Relationships ......................................................................... 9

External Factors ...................................................................................................10

2.2.1 Multicultural Workforce ..........................................................................10

2.2.2 Managing Diversity .............................................................................10-11

2.2.3 Starting a program for Multicultural Workforce..................................11-12

2.2.4 Legal Factors............................................................................................13

2.2.5 Disadvantages of Litigation and Arbitration .............................................14

2.2.6 Mediation as an Advantage .....................................................................15 2.2.7 Conclusion.............................................................................................................15

3.0 CONFLICT RESOLUTION ......................................................................................16

3.1 Thomas-kilmann Conflict Mode Instrument...........................................16-17

3.2 Five Communication Continua....................................................................18

4.0 CONFLICT RESOLUTION STRATEGY ..................................................................... 19

4.1 Reinforcement of Anti-discrimination Policies ............................................ 19

4.2 Sensitization of Employees on Racial Discrimination ................................... 19

4.3 Formation of Clusters ................................................................................. 19

4.4 Creation of an Efficient Feedback System ................................................... 19

5.0 CONCLUSION...................................................................................................... 20

6.0 BIBLIOGRAPHY/REFERENCES ......................................................................... 21-22

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1.0 INTRODUCTION

Company Profile

A leader in the global hospitality industry, Fairmont Hotels & Resorts is a celebrated

collection of 59 distinctive hotels, which includes iconic landmarks like The Fairmont San

Francisco, Fairmont The Norfolk, Nairobi and Canada¶s Fairmont Banff Springs and more

than 20 new properties in development, including London¶s The Savoy and the Fairmont

Peace Hotel in Shanghai re-opening 2010 following extensive restoration programs.

Fairmont hotels are one-of-a-kind properties where sophisticated travelers can discover

culturally rich experiences that are authentic to the destination. Situated in some of the most

exclusive and pristine areas in the world, Fairmont is committed to responsible tourism and is

an industry leader in sustainable hotel management with its award-winning Green

Partnership program

The Case Study

The Fairmont Copley Plaza Hotel is a Forbes three-star, AAA four-diamond hotel in downtown Boston,

Massachusetts owned by Fairmont Hotels and Resorts. It stands on Copley Square, by the John Hancock

Tower.

From business and leisure travel to meetings to social events and weddings, The Fairmont Copley Plaza

wants to create an exceptional experience and a lasting memory. The Fairmont Copley Plaza strives to

become home away from home for its guests, even providing the services of resident Canine

Ambassador, Catie Copley.

However during October 2009, seven current and former employees are suing the Fairmont CopleyPlaza in Boston and its parent company for discrimination, alleging that hotel managers treatedthem unfairly and failed to act when other workers verbally abused and physically threatenedthem because of their Moroccan descent and Muslim religious beliefs.

µµThere became a pattern of harassment and after the attacks on Sept. 11, the level of harassment

increased,¶¶ said Rahsaan Hall, an attorney with the nonprofit Lawyers¶ Committee for CivilRights Under Law of the Boston Bar Association, which filed the complaint against the FairmontCopley yesterday in US District Court.

A spokeswoman for Fairmont Hotels and Resorts Inc., which runs the Fairmont Copley, referredquestions about the case to a local representative from the hotel. However, that representative didnot immediately respond to requests for comment.

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According to the 71-page court filing, seven employees of Moroccan descent ² all of whom areUS citizens ² repeatedly were disparaged by co-workers who called them µµterrorists¶¶ andaccused them of being members of the Taliban. In one instance, one of the employees wasgrabbed inappropriately by a hotel doorman. In another, during a meeting with several people,including a human resources director, the hotel¶s general manager allegedly said: µµI have two

problems: the rats and the Moroccans. I took care of one and I can¶t figure out the other.¶¶

The court filing also claims that the employees named in the case were denied promotions, madeto work harder than their peers, and unfairly disciplined. The workes are suing the hotel for violating antidiscrimination laws and creating and tolerating a hostile work environment.

Five of the employees still work at the hotel. Two employees were µµterminated unlawfully,¶¶according to the court case. One employee was fired for allegedly making false accusationsabout another co-worker, even though the suit claims numerous other employees were not let goor disciplined for similar conduct. In another instance, a different employee was fired for allegedly threatening to terrorize the hotel ² an accusation that is µµblatantly false,¶¶ according

to the filing.

This is not the first time the Fairmont company has been accused of mistreatment by employees.The company was sued in 2003 by Muslim and Arab-American employees at the Fairmont PlazaHotel in New York City, who complained of discrimination following Sept. 11. Fairmont settledthe case by paying $525,000 to a dozen workers and agreeing to provide additional anti-discrimination training.

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2.0 SITUATION ANALYSIS

2.1.0 INTERNAL FACTORS

Abraham Maslows Hierarchy of Needs Theory

The basis of Abraham Maslow's Hierarchy of Needs Theory is that people are motivated byneeds that remain unsatisfied, and that certain lower factors have to be satisfied in order for higher needs to be recognized as unfulfilled. Maslow identified general categories of needs(survival, physiological, love, safety, and esteem) which have to be fulfilled in order for someoneto act in an unselfish manner. These needs were referred to as "deficiency needs." While we aremotivated to fulfill these needs, we progress toward growth and, eventually, self-actualization. Itis a healthy, normal part of life to attempt to satisfy these needs. While, on the other hand, prevention of this gratification can make the person sick or even act in an evil manner.

As a result, for adequate workplace motivation, it is important that leadership understands theactive needs active for individual employee motivation. In this manner, Maslow's pyramid modelindicates that fundamental, lower-order needs like safety and physiological requirements have to be satisfied in order to pursue higher-level motivators along the lines of self-fulfillment.

Self-Actualization

Esteem Needs

Social Needs

Safety Needs

Physiological Needs

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Self-Actualization

Self-actualization is the summit of Maslow's motivation theory. It is about the quest of reaching

one's full potential as a person. Unlike lower level needs, this need is never fully satisfied; as onegrows psychologically there are always new opportunities to continue to grow.

Self-actualized people tend to have motivators such as:

y Truthy Justicey Wisdomy Meaning

Self-actualized persons have frequent occurrences of peak experiences, which are energized

moments of profound happiness and harmony. According to Maslow, only a small percentage of the population reaches the level of self-actualization.

Esteem Needs

After a person feels that they "belong", the urge to attain a degree of importance emerges.Esteem needs can be categorized as external motivators and internal motivators.

Internally motivating esteem needs are those such as self-esteem, accomplishment, and self respect. External esteem needs are those such as reputation and recognition.

Some examples of esteem needs are:

y Recognition (external motivator)y Attention (external motivator)y Social Status (external motivator)y Accomplishment (internal motivator)y Self-respect (internal motivator)

Maslow later improved his model to add a layer in between self-actualization and esteem needs:the need for aesthetics and knowledge.

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Social Needs

Once a person has met the lower level physiological and safety needs, higher level motivatorsawaken. The first level of higher level needs are social needs. Social needs are those related tointeraction with others and may include:

y Friendshipy Belonging to a groupy Giving and receiving love

Safety Needs

Once physiological needs are met, one's attention turns to safety and security in order to be freefrom the threat of physical and emotional harm. Such needs might be fulfilled by:

y Living in a safe areay

Medical insurancey Job securityy Financial reserves

According to the Maslow hierarchy, if a person feels threatened, needs further up Maslow's Needs Pyramid will not receive attention until that need has been resolved.

Physiological Needs

Physiological needs are those required to sustain life, such as:

y Air

y Water y Foody Sleep

According to this theory, if these fundamental needs are not satisfied then one will surely bemotivated to satisfy them. Higher needs such as social needs and esteem are not recognized untilone satisfies the needs basic to existence.

Applying Maslow's Needs Hierarchy - Business Management Implications

If Maslow's theory is true, there are some very important leadership implications to enhanceworkplace motivation. There are staff motivation opportunities by motivating each employeethrough their style of management, compensation plans, role definition, and company activities.

y Physiological Motivation: Provide ample breaks for lunch and recuperation and pay salaries that allow workers to buy life's essentials.

y Safety Needs: Provide a working environment which is safe, relative job security, andfreedom from threats.

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y Social Needs: Generate a feeling of acceptance, belonging, and community byreinforcing team dynamics.

y Esteem Motivators: Recognize achievements, assign important projects, and providestatus to make employees feel valued and appreciated.

y Self-Actualization: Offer challenging and meaningful work assignments which enable

innovation, creativity, and progress according to long-term goals

Nature of Conflict

The conflict is a head bangers one. The conflict is a true conflict that has been escalated. No

proactive action has been made to avoid it by the organization even if this latter has indication

like being call terrorism and Taliban.Moreover the spokeswomen of Fairmont Hotel and Resort Inc did not take immediate attention

about the problem.

In this case the communication has been broken down and there is no hope that the parties can be

reconciled. And because of no proactive action, the company has been sued by their Muslim

employees.

Trigger over Roles, Policies and Procedures

The Muslim employees did not feel accepted and respect by their co-workers and was constantly

abuse and physically threatened by them. The co-worker did not respect the policies of theorganization and even more they did not respect the antidiscrimination law.

According to the text 2 Muslim employees were terminated unlawfully.

One employee was fire because it seems that he/she make some insinuation about other co-

worker. Another one has been accused to terrorize the Hotel.

All this case did not follow the procedure of termination because none of them have been

relevant. Moreover some co-workers were not been discipline when they threaten the Muslim

employees. It was general plot against these employees.

Trigger over Relationships

Because of their belief of their belief, the Muslim employee has been treated unfairly by the co-

workers. They have been threatened and harassed. They do not feel accept by their coworker.

They have been put aside for promotion.

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2.2.0 EXTERNAL FACTORS

Multicultural workforce

The phrase "multicultural workforce" refers to the changing age, sex, ethnicity, physical ability,

race, and sexual orientation of employees across all types and places of work in the United

States. Multicultural workforce as a descriptive term or phrase has, however, largely been

supplanted by the term "diversity" in describing the increasing heterogeneity of the workplace

through the inclusion of different groups of people. While "multicultural workforce" is still

sometimes used in reference to employees of varying social, racial, and ability characteristics,

the scope of diversity goes further and includes not only the personal characteristics of an

organization's employees but also the way an organization responds to a multicultural or diverse

workforce .

Assimilation of minorities into the workplace, or the practice of suppressing cultural differences

to conform to the majority culture, meant that previously many of these minority workers had to

lose a part of their heritage in order to obtain and hold gainful employment. Stereotypes of

African Americans, Hispanic Americans, Asian Americans, and women permeated the corporate

and industrial culture until well into the 1960s, when federal laws were established to prevent

discrimination. Some of the more important pieces of federal antidiscrimination legislation are:

Title VII of the Civil Rights Act of 1964, which prohibits employment discrimination based on

race, religion, sex, and national origin; the Equal Pay Act of 1963; the Age Discrimination Act in

Employment of 1967; and the Americans with Disabilities Act of 1990. While these pieces of

legislation are aimed at preventing discrimination rather than promoting diversity per se, they do

help in maintaining a diverse workplace.

Managing diversity

Programs or corporate environments that value multiculturalism must answer hard questions

about managing diversity. For example, can diversity be best promoted by equal treatment or

differential treatment? Antidiscrimination laws prohibit employers from treating applicants

differently, yet some argue that this premise seems to ignore those fundamental differences

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between individuals that form the basis of diversity. On the other hand, treating people

differently often creates resentment and erodes morale with perceptions of preferential treatment.

Other questions to be answered are: Will the company emphasize commonalities or differences

in facilitating a multicultural environment? Should the successful diverse workplace recognize

differentiated applicants as equals or some as unequals? How does the company achieve candor

in breaking down stereotypes and insensitivity towards women and minority groups? These

questions pose difficult dilemmas for companies seeking to create an environment conducive to

diverse workers and productivity.

Starting a program for multicultural workforce

How does a company initiate a multicultural or diversity program? Many different elements may

be necessary to create a climate of inclusion and to incorporate genuine value for diversity in the

workforce. Four common elements in diversity initiatives that strengthen diverse programs are

training, communication, task forces, and mentoring.

Many major companies conduct diversity training for managers and almost half conduct training

for all employees. The key to success lies in viewing training as an ongoing process rather than a

single event. Core components of diversity training may include valuing diversity, cultural

literacy, corporate enculturation, global perspectives, and individual self-development.

Communications about the value of inclusion and diversity that come from the top of the

organization are critical in the success of a diversity initiative. While this communication is

frequently written, companies such as Allstate Insurance employ teleconferencing to

communicate multicultural values across the country. Additionally, the creation of special

multicultural manager positions communicates with actions the real value of diversity from the

top.

Task forces engage management and employees in the process of dealing with multicultural

conflicts, needs, and organizational dynamics. Many task forces operate at high levels within

organizations. Yet, increasingly many companies involve employees at all levels of the company

in formulating policies and guidelines. Mentoring programs directly connect multicultural

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employees with traditional employees across racial and gender lines. IBM, for instance, uses a

formal mentoring program while Corning employs a more informal "coaching" program.

Even the most well-intentioned diversity programs can, however, sometimes go awry. Deleyte

Frost, senior associate of a Philadelphia organizational development firm offered a number of

tips for instituting diversity programs. Frost felt that diversity programs should focus on the real

issues of group identity, be they race, gender, age, etc., and not be covered up by such phrases as

"all individual differences." Frost also did not approve of euphemisms such as "lifestyle" when

the issue is sexual orientation. Opposition to diversity programs should be met with "energy,

caring, and thoughtfulness and not deflected by intellectual arguments," although baseline data is

needed to jump-start such programs. True change in corporate culture begins at the top and

diversity programs cannot succeed without long-term commitment from top officers and a

forward-thinking implementation team. Everything the diversity program does must be linked to

business success, diversity strategies must be part of "the business purpose and vision." Do not

waste time trying to create a plan that will make everyone happy, it just won't happen. Finally,

do not assume that training will change behavior, and do not focus diversity efforts only on

customers and external public relations.

There are a number of organizations and commercial enterprises that are involved with diversity

on a national scale. The American Institute for Managing Diversity is located in Atlanta and was

founded in 1984 as a nonprofit organization. The institute helps organizations understand the

business imperative for managing diversity. It also provides insights into the strategic

implementation of diversity and suggests new areas of research critical to the successful

application of diversity programs. DiversityInc.com is an online magazine that provides news,

resources, and commentary on the role of diversity in strengthening the corporate bottom line.

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Legal factors

1) Racial discrimination occurs under the RDA when someone is treated less fairly thansomeone else in a similar situation because of their race, colour, descent or national or ethnic origin. Racial discrimination can also occur when a policy or rule appears to treat

everyone in the same way but actually has an unfair effect on more people of a particular race, colour, descent or national or ethnic origin than others.

It is against the law to discriminate in areas such as:

y Employment (section 15) - e.g. when seeking employment, training, promotion, equal pay or conditions of employment;

y Land, housing or accommodation (section 12) - e.g. when buying a house or whenrenting;

y Provision of goods and services (section 13) - e.g. when buying something, applying for credit, using banks, seeking assistance from government departments, lawyers, doctors

and hospitals, or attending restaurants, pubs, entertainment venues;y Access to places and facilities for use by the public (section 11) - e.g. when trying to use

parks, libraries, government offices, hotels, places of worship, entertainment centres, hirecars;

y Advertising (section 16) - e.g. advertising for a job stating that people from a certainethnic group cannot apply;

y Joining a trade union (section 14).

2) The Racial Hatred Act ("RHA") was introduced in October 1995 and extends the

coverage of the RDA

to prohibit offensive behaviour based on racial hatred (racialvilification)(section 18C)[2].

The RHA covers public acts which are done, in whole or in part, because of the race, colour, or national or ethnic origin of a person or group A ND reasonably likely in all the circumstances tooffend, insult, humiliate or intimidate that person or group.

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Disadvantages of Litigation and Arbitration

1 Time and Money. Litigation - a courtroom trial - requires many hours of an attorneys time over

many months or years, taking depositions and other steps to learn about the other sides case. Litigating

even the simplest of disputes costs $10,000 to $20,000 and in more complex cases it costs much more.

Arbitration is usually a little faster so it normally costs less than a court trial, but there are no guaranteesit will be faster or cheaper. As a way to resolve conflicts, they are both expensive, inefficient and can

permanently destroy relationships.

2 Win/Lose. In litigation, a judge or jury declares a winner and a loser and awards a judgment to the

winner. As recent high profile trials have shown, juries are very unpredictable. In arbitration, one or

more arbitrators acting as judges and jurors, consider the evidence, decide who wins, and enter an

award in their favor. The award must be filed with a court to be enforced like a judgment. The loser has

little chance of appealing an unfavorable arbitration award.

3 Loss of Control. In both litigation and arbitration, control of the result is given to a third person or

persons with no stake in the outcome. Control of the process is held by the lawyers who can only

interact with their own clients and with one another. Personal contact between the disputing parties is

lost, increasing their feelings of alienation toward one another.

4 Inconclusive. "Winning" the case in court or at arbitration does not guarantee an end to the

dispute. Most judgments and awards require the loser to pay money to the winner, but getting the

money is not automatic. More trips to court to locate assets, attach liens, foreclose on assets, and argue

appeals are often required and if the person ordered to pay is bankrupt, all may be for naught.

5 Publicity. Since most court proceedings and records are open to the public, there is no guarantee of

privacy in litigation. Business secrets, family secrets, embarrassing details about your life all could be intomorrows newspaper or on the evening news.

6 Lose/Lose. Whether declared a winner or a loser, both sides lose. They lose control over the process

and the outcome, they lose relationships with others, and they lose the money spent fighting the other

side.

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Mediation as an Advantage

1 Fast and Efficient. Since an average mediation takes a single day, the efficacy of this method speaks

for itself. A trial attorneys time spent on the deposition of a single witness may take longer than the

mediation.

2 Control. Since the whole process is voluntary, the parties have complete control over the outcome;

if they dont agree, there is no resolution and their other options are still available.

3 Win/Win. Mediation can provide creative solutions that cant be obtained in court or from an

arbitrator. Solutions like increased orders for products, a bonus, a training program for employees, or

simply a sincere apology. Or it could be an agreement for one party to stop doing something like

mowing their lawn in the morning. Something that, while it may be annoying, would not be something a

judge would order them to stop doing. Relationships are often preserved, healed, even strengthened.

4 Privacy & Confidentiality. The process is completely private and confidential. This allows people to

openly discuss issues without the possibility of public exposure.

5 Peace. Mediation usually results in a better understanding between people, which leads to peace.

Clearing up misunderstandings promotes the peaceful resolution of most disputes.

2.3.0 CONCLUSION

To resolve the conflict, the Muslim employees decide to sued the company. They decide to take

the right-base approach because it seemed that the company does not want to collaborate.

The court played the role of decision-maker in order to reach a conclusion base on correctinterpretation of right.

The employees hired a lawyer specialize in Civil right. There did so because they do not have the

appropriated knowledge to fight their case.

The court gave the employees right because it determined that the employees have effectively

been discriminated because of their beliefs and that the company violated the antidiscrimination

law. Because of that the court judged that the company should pay damage to their Muslim

employees.

It is not the first time that the company had been sued by employees for mistreatment.

To avoid this kind of issued in the future, the company should use the interest-based approach

and therefore collaborate. It should find solution that would address the need of their employees,

understand each party¶s interest and find way to achieve an outcome that is acceptable and

mutually beneficial to all parties.

The outcome of this approached is that it is less time consuming. It cost less in procedure (no

lawyer to pay). And moreover the company will not have to pay high damage again.

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3.0 CONFLICT RESOLUTION APPROACHES

Thomas-kilmann Conflict Mode Instrument

Using the five strategic approaches for handling conflict based on the Thomas-kilmann conflict mode

instrument. This instrument indentifies five basic modes that individuals generally adopt when

responding to conflict; 1) avoiding 2) accommodating 3) compromising 4) competing 5) collaborating.

It is based on the combination of two behaviors that an individual exhibits during conflict:

i) Degree of assertiveness, i.e., importance of relationship.

ii) Degree of cooperativeness, i.e., importance of outcome.

Collaboration:

People adopt a collaborating approach when they seek to foster an ongoing relationship with another

party and want to achieve an outcome that will be mutually beneficial. It is a strategy which usually

leads to the most productive and positive outcomes and enable us to achieve a win-win solution for

both parties.

A party seeking to collaborate will encourage the other party t engage in dialogue where both parties

are open about their interests, clear about their goals, respectful of each others interests while

expressing any reservations, and creative in exploring how their interests may be met.

Steps in undertaking collaboration:

1. Analyze the situation requiring collaboration.

Before pursuing collaboration, decide whether the situation warrants collaboration and, if so,

analyze the issues, concerns, and interests involved and how you will approach the other party

to encourage.

2. Inviting the other party to collaborating.

When inviting someone to collaborate, acknowledge the individuals concerns about

collaborating, show empathy, and state your desire to achieve a mutually satisfactory

resolution.

3. Listening and understanding.When beginning the collaborating, encourage the other party to discuss his or her view of

situation, including both facts and underlying emotions, and listen empathetically before

attempting to share your own views.

4. Define the problem.

As you collaborate, be sure that your discussion focuses on creating a problem statement on

which you both agree. Be careful not to impose a solution as a guise for the problem.

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5. Brainstorming and evaluating possible solutions.

When problem solving, brainstorm as many options as possible that may solve the problem

without criticizing or evaluating the suggestions offered, then narrow down to select the best

option that may solve the problem.

6. Committing a solution.

Test the proposed solution against relevant criteria to ensure you can commit to it, ask probing

questions to determine its impacts on you and the others, and develop a strategy for

implementing the solution.

7. Implementing the monitoring the agreement.

Implement the agreement and have a process in place for monitoring its progress and modifying

or renegotiating aspects of the agreement as needed.

8. Fostering the relationship.

Evaluating the success of your collaboration, using it as a springboard for future collaborations

and fostering an ongoing, positive relationship.

Advantages of collaboration:

1. Commitment to a decision will be greater if the team is made a part of the decision-making

process.

2. Diversity of viewpoints will result in a more thought-out problem solving process and a more

creative solution than what they would achieve alone.

3. They can win back an employee with whom they have experienced a strained relationship.

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Five Communication Continua

Many responses that we give and t from others fall somewhere on the five communication continua.

Recognizing where messages fall on the communication continua will provide you with a deeper insight

into the patterns of communication in both written and spoken communication.

1. Solution Giving Problem Inquiry

Conflict often arises out of our patterns of communication. Our ability to comprehend

patterns of communication enhances our relationships. A supervisor who gives solutions may

negatively affect the decision-making ability of his employees.

Engaging in problem inquiry often helps others discover their own solution to their problem or

conflicts. Problem inquiry uses open-ended questions to expand the conversation, open up our

thoughts, and enrich our exploration of problems; they help us gain insight into our problems.

2. Superiority Equality

People generally respond negatively to superior messages. They produce defensiveness and

hard feelings.

Equality messages have the opposite effect. Those who receive then often regard them as

being supportive.

3. Ignore feelings Empathy

Ignoring feelings can cause conflict and damage relationships.

Empathic responses provide senders an opportunity to discuss their feelings if they choose.These responses usually expand the conversation as people open up and discuss their inner

feelings. They send the unspoken message that they care about others.

4. Absolute Conditional

Absolute responses are seldom accurate. They leave no room for variability, flexibility, more

uncertainty.

Conditional responses are appropriate to give when you are unsure about how to respond to

another person or when there are a variety of possible solutions or approaches from which to

choose.

5. Evaluative Descriptive

Evaluative responses only communicate ones interpretation of events or data.

Descriptive responses inform through specificity and are especially important when

improvement is necessary.

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4.0 CONFLICT RESOLUTION STR ATEGY

Reinforcement of anti-discrimination policies

We must lay the foundation of anti-discrimination laws by demonstrating zero-tolerance for discrimination. We can put our words in action by giving a written warning to the HR Director and General Manager for having violated the company¶s policies. Also, handouts and postersmust be provided to employees to make them understand their right.

Sensitization of Employees on Racial Discrimination

We must sensitize employees on the issue of racial discrimination. On a worldwide basis, people

are generating ad proliferating prejudices against Muslims with reference to the 11th

September.Employees must be taken out of groove thinking so as to make a confused amalgam of issuesthat because of Al Qaeda, all Muslims are to be blamed. This is why we propose to hire theservices of a good communicator so as to clear any confusion as well as heal psychologicalwounds of worldwide terrorism.

Formation of Clusters

When people work together, one of the way to cement their relationship is to work in clusters.

We propose that teams of composite groups are created with at least one Moroccan in each of them.

An Efficient Feedback System

A feedback system of constant follow-up and monitoring must be developed to avoid theoccurrence of racial discrimination. It requires collaboration with employees at all level, monitor on grapevines and meetings with the parties concerned to see if the solutions do not have anylong-term unexpected problems for the employees.

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6.0 BIBLIOGR APHY/REFERENCES

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Col vin, Geoff re y." The Best Companies for Asians, Blacks, and Hispanics." Fortune, 19

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Crockett, Joan. "Div ersity as a Business Strateg y." Management Review, Ma y 1999, 62.

Digh, Patricia. "Coming to Terms with Div ersity." HR Magazine 43, no. 12 (Nov ember

1998): 117-20.

Dreachslin, Janice L. Diversity Leadership. Chicago: Health Administration Press,

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Fernandez, John P. Race, Gender, and Rhetoric: The True State of Race and Gender

Relations in Corporate America. Ne w York: McGra w-Hill, 1998.

Fl y nn, Gillian. "Div ersity Programs." Workforce 77, no. 12 (December 1998): 27-35.

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