Introduction

This paper seeks to undertake a critical examination of the profound effects of the enhancement of an increased embracing of the Line Manager function (Bhatti, İrfan and Öztürk, 2023). Thus, this report by comparing and contrasting the meaning of inclusion and diversity, analyzing the effects of culture on inclusion, and its possible consequences on the organisational outcomes and productivity, provides a fair insight for the consideration of the proposed policy as beneficial and maybe have some complicated aspects under the consideration of the HRM.

Possible Impact of Inclusion on Workplace Outcomes

Inclusion and diversity are the terms which are often used together however there are certain differences in the concepts. Diversity in a workplace is variation in the employees based on physical, age, education and social characteristics whereas inclusion refers to the strategies of the organization to integrate a diverse workforce in an organizational culture in such a way that despite all the differences a diverse workforce can coexist (Winters, 2013).

Concerning the application of the more extensive concept to the position of the Line Manager, it is possible to distinguish the list of benefits and potential drawbacks (Eden, Chisom and Adeniyi, 2024). Just like any other change, it has its strengths where it provides innovation, increased active participation of employees, and improved decision making but it also has its weaknesses that include resistance to change, increased workload, and conflict.

As the line managers understand the dynamics of culture and inclusion and the tools prepared to handle the problems arising from them, the groups will be strategic in guiding their organizations to good corporate culture and productivity by introducing workplace inclusion (Lashitew, Bals and van Tulder, 2018). Thus, the present report highlights that purposeful and intentional attempts must be made to ensure that the culture of inclusion is evolved for maintaining long-term organisational management. (DLMM07 – Cross Cultural Management)

However, there are potential drawbacks for line managers in implementing inclusive practices. One significant challenge is the initial resistance and pushback from employees who are accustomed to traditional ways of working (Bhatti, İrfan and Öztürk, 2023). Line managers need to address these concerns and facilitate change, which requires effective communication and change management skills (Kuknor and Bhattacharya, 2020).

Additionally, promoting inclusion involves additional responsibilities such as training, mentoring, and fostering inclusive behaviours, which can add to the workload of line managers. This increased workload might lead to stress and burnout if not managed appropriately. Moreover, inclusion efforts may lead to conflicts as diverse viewpoints emerge.

Line managers must be equipped with conflict resolution skills to handle such situations effectively, ensuring that the diversity of opinions is managed constructively. It therefore becomes the responsibility of line managers to have sufficiently developed conflict-solving skills to be able to solve such a problem in the right manner, especially about the diversity of ideas (Aririguzoh, 2022).

Conclusion

Implementing a more inclusive approach to the role of the Line Manager presents both significant benefits and potential challenges. While it enhances innovation, employee engagement, and decision-making, it also requires managing resistance, increased workload, and potential conflicts.

By understanding the interplay between culture and inclusion, and preparing to address the associated challenges, line managers can successfully lead their teams towards a more inclusive and productive workplace. This report underscores the importance of deliberate and strategic efforts to embed inclusion within the organizational culture for sustainable success.(DLMM07 – Cross Cultural Management)

References

Aririguzoh, S., 2022. Communication competencies, culture and SDGs: effective processes to cross-cultural communication. Humanities and Social Sciences Communications, 9(1), pp.1–11.

Bhatti, O.K., İrfan, M. and Öztürk, A.O., 2023. Influence of responsible leadership on inclusive organizations: A mixed- method study. [online]

Eden, C.A., Chisom, O.N. and Adeniyi, I.S., 2024. Cultural Competence in Education: Strategies For Fostering Inclusivity And Diversity Awareness. International Journal of Applied Research in Social Sciences, 6(3), pp.383–392.

Kuknor, S.C. and Bhattacharya, S., 2020. Inclusive leadership: new age leadership to foster organizational inclusion. European Journal of Training and Development, 46(9), pp.771–797.

Lashitew, A.A., Bals, L. and van Tulder, R., 2018. Inclusive Business at the Base of the Pyramid: The Role of Embeddedness for Enabling Social Innovations. Journal of Business Ethics, 162(2), pp.421–448.

Winters, M.F., 2013. From diversity to inclusion: An inclusion equation. Diversity at work: The practice of inclusion, pp.205-228.