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Analyze the impact of the organization’s community involvement and sociological perspectives on company branding.


You are the Director of Diversity and Inclusion. After receiving board approval to invest in your workforce, the community, and environment, you are tasked with presenting your new Diversity Equity and Inclusion (DEI) program to your team. The program promotes inclusion not only internally, but also externally with increased community involvement and the expansion of the organization’s product mix to cater to a larger demographic. Given this is the first time the organization has embarked on a project of this nature, you feel a Six Sigma DMAIC (Define, Measure, Analyze, Improve, and Control) approach would be most suitable for this program.


Create a 12-15

PowerPoint slide presentation

to outline the new Diversity, Equity and Inclusion (DEI) program.

Be sure to include the following slides:

Title slide (1 slide)

Outline the DMAIC process using the new DEI program. (1 slide)

Describe how this approach will be implemented to create an internal DEI initiative. (2-3 slides)

Describe how this approach will be implemented to kick off a community involvement campaign. (2-3 slides)

Discuss how this approach will be implemented to expand the organization’s product line to include new demographics (geographic region, race, ethnicity, gender, etc.). (2-3 slides)

Discuss the sociological impact on the organization’s branding if this program is not implemented. (2-3 slides)

Include how this could impact the organization internally.

Include how this could impact the organizational externally (in global, international, and multicultural environments).

Include how this could impact the organization financially.

Provide attribution for credible sources used in the professional presentation.

Cultural Sensitivities and Diversity and
In the global business environment, leadership must understand how cultural beliefs affect
employee behaviors and impact organizational goals. Therefore, leaders must embrace the
benefits of cultural differences to increase the probability of reaching organizational goals as
globalization does not solely occur externally from the organization. Globalization can be
defined as the integration of the international community due to the interchange of aspects such
as economics, politics, social, ideas, worldview as well as culture (Kacowicz & Mitrani, 2016).
Change is ongoing whether a leader is heading a globally based virtual workforce or leading a
domestic organization with a multicultural workforce. The reality of globalization has called for
the development of professionals to enhance their global leadership skills. Attracting, sustaining,
and developing people who can successfully survive a global environment is critical to an
organization’s operations. Because of global expansion, corporations have had to deal with
different cross-cultural employees and stakeholders with varying ethical, social, and moral
views. Consequently, executives should be educated in the varying business requirements
required to make strategic business decisions to lead in a dynamic global environment and
diverse employees.
Through research and surveys, both scholars and practitioners have noted emotional
intelligence (EI) and cultural intelligence (CQ) are contributing factors to effective leadership
within a diverse business environment. EI is an array of emotional, personal, and social skills to
survive environmental pressure. The EI skill is identified as being critical to effective global
leadership, and the training of leaders in developing this attribute will result in beneficial
attributes that influence one’s overall ability to survive environmental demands and pressure.
Reilly and Karounos (2009) identified five components of EI for an effective leader:
Emotion, strengths, weaknesses, needs, drives, and effect on others
Self-control, trustworthiness, integrity, and openness to chang
Desire to achieve, optimism, and organizational commitment
Cross-cultural sensitivity, and the management of others’ emotional make-up
Social skill
Change management, persuasiveness, and building teams
As an emerging field, researchers have stated that CQ is difficult to evaluate but loosely defined
as the ability to communicate effectively across cultural boundaries to create successful
business interactions (Christiansen & Sezerel, 2013). The goal of global organizations is to
determine the necessary skills that lead to CQ and develop a training program for leading a
multicultural workforce. In their study, Dunn, Lafferty, and Alford (2012) found that 90% of
executives from 68 countries named CQ as one of the top challenges in the coming years.
By continuously focusing on including a diverse global workforce in the organization’s strategic
plans, leaders are faced with the challenge to integrate standardized policies and procedures
throughout the organization’s locations around the world. Accepting that multiple cultures can
coexist and benefit from one another’s perspectives defines multiculturalism in a business
environment (Ng & Metz, 2014). Embracing diversity and respecting cultural differences
reinforces the importance of history and tradition. While there are many challenges in leading a
multicultural workforce, there are advantages as well. The wealth of knowledge that is present
in a multicultural workforce benefits the organization with creative and innovative solutions to
global problems (Christiansen & Sezerel, 2013). With a culturally biased leader, there is a
struggle to meet the goals of the organization, maintain a cohesive workforce, or assimilate into
a global environment (Resick, Hanges, Dickson, & Mitchelson, 2006). To mitigate this risk, global
organizations require leaders to recognize the potential in a multicultural workforce and guide
In blending CQ and EI into multiculturalism, EI prepares the leader for any environment of
multiculturalism and additions needed for leader selection and training. Global leaders can
benefit from adopting emotional intelligence in the process of leading a multicultural workforce
by acknowledging the contributions of followers. The inclusion of recognition leads to a change
in the social structure of the global business environment that increases the sustainability of the
organization (Reilly & Karounos, 2009). Global existence in business benefits the world
population. A cohesive workforce requires the ability to embrace the possibility that cultural
differences are simply a different perspective (Rada-Florina, Simona, Rita-Monica, & Michaela,
2012). All cultures have the same goal of survival, creating change, and establishing
sustainability, but when the moral viewpoint differs multicultural trust waivers.
As firms begin to remain sustainable in today’s dynamic world, leaders within organizations
must be flexible and be able to learn and adopt new skills. Regardless of the approach
implemented within an organization, the transformation of organizations that use EI creates a
culture that encourages creativity, integrity, empathy, and influences common goals (RadaFlorina et al., 2012). As diversity and inclusion demands continue to increase for organizations,
leadership theories and methods will continue to blend and evolve as these firms continue to
penetrate new markets around the world and create diverse and inclusive products, services,
and work environments.
Christiansen, B., & Sezerel, H. (2013). Diversity management in transcultural
organizations. Global Business Perspectives, 1(2), 132-143.
Dunn, T. E., Lafferty, C. L., & Alford, K. L. (2012). Global leadership: A new framework for a
changing world. S.A.M. Advanced Management Journal, 77(2), 4–14.
Kacowicz, A. M., & Mitrani, M. (2016). Why don’t we have coherent theories of international
relations about globalization? Global Governance, 22(2), 189-208.
Rada-Florina, H., Simona, S., Rita-Monica, T., Michaela, R.C. (2012). About emotional intelligence
and leadership. Annals of the University of Oradea Economic Science Series, 21(2), 744-749.
Reilly, A. H., & Karounos, T. J. (2009). Exploring the link between emotional intelligence and
cross-cultural leadership effectiveness. Journal of International Business and Cultural Studies,
Resick, C. J., Hanges, P. J., Dickson, M. W., & Mitchelson, J. K. (2006). A cross-cultural examination
of the endorsement of ethical leadership. Journal of Business Ethics, 63(4), 345-359.
Organizational Responsibility to Diversity
and Inclusion
In the areas of quality and business process improvement, organizations use methodologies
such as Six Sigma to achieve operational excellence. Traditional Six Sigma relies heavily on
quantitative and data-driven technical tools. These problem-solving tools include cause-andeffect diagrams, flow charts, and statistical quality control tools. In Six Sigma programs, the use
of these technical tools is integrated throughout the entire organizational system, resulting in
increased efficiencies and profitability. Like unconventional leadership approaches, leaders can
take a different approach to use a Six Sigma tool called DMAIC. DMAIC is an acronym for Define,
Measure, Analyze, Improve, and Control. With this approach, organizations create crossfunctional teams to identify, resolve, and improve operational processes.
In translating this approach to a diversity and inclusion program, once leaders create a diversity
and inclusion team, organizations could hire a Diversity, Equity and Inclusion or DEI consultant
to come into the organization to educate the leadership and project teams. Additionally, in
discussing the current state of the organization’s DEI processes, the DEI consultant could
identify the organization’s maturity compared to other companies with similar characteristics.
To implement a successful DEI program, the organization’s leadership team should introduce
the program during an all-hands or company meeting, and address the following questions:
Where is the organization going?
How will the organization get there?
What is the role of each employee in this initiative?
How will the project positively impact the workforce?
This approach provides transparency to the project and shows leadership buy-in and
commitment to the project. Once the leaders of the organization have officially kicked off the
project, the diversity and inclusion team could begin the DMAIC exercise by taking the following
The diversity and inclusion team would identify the goals and objectives of a Diversity, Equity
and Inclusion (DEI) program for the organization. Additionally, the project team would validate
the current state of the organization’s DEI processes and procedures outlined during the
education session. The goals, objectives, and current state processes should not be limited to the
project team and location as the team should create a survey to request input from individuals
across all the organization’s sites.
Once the team receives the survey responses from the organization’s workforce, they will then
measure the responses of the current state developing a baseline against those responses
identified during the education sessions with the Diversity, Equity and Inclusion (DEI)
During the data analysis step, the diversity and inclusion team will identify the common themes
from the current state identification to create a future state strategy. In regards to the goals and
objectives, the team will identify those that are aligned with leadership’s vision, while also
addressing new goals and objectives identified by the workforce.
At the end of the data analysis step, the project team will collaborate through brainstorming
sessions to implement approaches to address and implement the future state processes and
procedures identified by the members of the organization. Also, during this step, the leadership
team of the organization will continue to communicate the status of the project to ensure the
workforce understands the changes within the organization, and how it will impact their
business environment.
The most important step of the DMAIC approach is the Control step. Within this step, the project
team continuously monitors the newly adopted processes and adjusts based on peer feedback
and observations. At the heart of Six Sigma is the goal to achieve continuous improvement. In
transferring this philosophy to a diversity and inclusion program, the project team will
periodically meet to identify areas of improvement that would positively benefit the
organization and its surrounding communities for each location.
At the heart of Six Sigma is the goal to achieve continuous improvement. In transferring this
philosophy to a diversity and inclusion program, the project team will periodically meet to
identify areas of improvement that would positively benefit the organization and its
surrounding communities for each location. One method in creating continuous improvement
opportunities is through creating an ideation space where all employees within the organization
can share their thoughts and ideas on how to improve the DEI program. By incentivizing and
rewarding employees that have their ideas implemented, this innovative, knowledge-sharing
approach will be translated to daily processes and tasks throughout the organization.
As previously stated, although the Six Sigma DMAIC approach is a process and performance
improvement tool, creating this inventive process will create an inclusive work environment,
paving the way for the new DEI initiative. Through the adoption of tools such as the DMAIC
approach for non-performance related projects, organizations could use unconventional ways to
increase the participation of the workforce, which will harness creative ideas that may not have
been identified by the leadership team of the organization.
Sociolegal Perspectives on Corporate Social
Corporate social responsibility (CSR) often refers to ‘companies voluntarily going beyond what
the law requires to achieve social and environmental objectives during their daily business
activities.’ CSR is typically considered voluntary and beyond compliance with the law. Yet, a few
countries, such as China, India, and Indonesia, have taken a progressive approach to CSR under
corporate law, a legal area where CSR has been deemed highly controversial. Their corporate
statutes expressly state that companies shall engage in CSR activities.
China is probably the first country in the world that expressly writes the phrase ‘social
responsibility’ into its corporate statute. China’s 2006 Company Law provides that ‘[i]n the
course of doing business, a company shall comply with laws and administrative regulations,
conform to social morality and business ethics, act in good faith, subject itself to the government
and the public supervision, and undertake social responsibility.’
The recent emergence of such CSR legislation has raised controversies. Advocates of
shareholder primacy denounce this CSR legislation, believing that any deviation from
shareholder interests would just do more harm than good. While CSR advocates generally
welcome this legislative endeavor, their acceptance comes with reservations. A common
concern is that although the CSR law appears imperative, it is probably merely aspirational in
practice given that the statutory language of CSR is too vague to be operational.
As CSR law has become an emerging legal reality, there is an urgent need to look beyond the
theoretical debate and examine the law’s real-world application. In practice, how have courts
applied the CSR provision under the corporate statute? Existing literature generally presents a
depressing picture primarily with the analysis of the statutory language and the common
perception of incompetent courts in developing countries that have adopted the law. This
picture appears so pessimistic that empirical research on the judicial application of the CSR law
is not something worth pursuing.
In her research, Lin (2019) provides some hopeful lights shining from the generally negative
image through an empirical analysis of Chinese court cases. The Chinese CSR law has been more
than a decade old, which provides a long enough time span to evaluate its effects. The empirical
research reveals what the CSR provision means in judicial practice, whether CSR is, in fact,
mandatory, and in what types of disputes CSR is relevant or determinative of the outcome.
Since 2006, at least 169 unique Chinese court cases have explicitly referenced the CSR provision
or the CSR concept. Although the judicial application of the CSR law remains limited, the law is
not useless or simply expressive. Chinese courts have used it in a legally consequential manner.
Moreover, the substantive interpretation of CSR is contingent on the political, economic and
social situations in China. For instance, Chinese courts take social stability as an important
dimension of CSR. The judicial use of CSR has been made possible because the CSR law has a
certain fit with China’s macro and micro institutions, including relevant legal infrastructure.
The recent development of the CSR law provides a practical lens to revisit the purpose of the
corporation from a comparative perspective. The traditional debate about corporate purpose
tends to be firm-based, theoretical and insulated from real-world macro institutions, including
politics. The CSR law reveals the institutional forces in shaping corporate purpose in legal terms.
In addition, the article provides insights into the multi-faceted relationship between CSR and
corporate law. Existing corporate law scholarship, mainly based on the experience of AngloSaxon countries, takes CSR analysis to be exclusively tied with directors’ fiduciary duties.
However, Chinese courts have innovatively applied CSR in other corporate law contexts
unrelated to directors’ fiduciary duties. The Chinese experience suggests that the CSR law is
more of a judicial review standard than a corporate behavior standard. This example is further
evidence that interpreting CSR places high demands on the judiciary.
Lin, L. W. (2019). Mandatory corporate social responsibility? Legislative innovation and judicial
application in China. Legislative Innovation and Judicial Application in China (March 28, 2019).
Forthcoming in American Journal of Comparative Law.

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