Managing workplace diversity seeks to address issues related to human resources, internal communications, interpersonal relationships, conflict resolution, quality, productivity, and efficiency (Cross 2000, p. 137). It also provides a climate where all employees feel they are valued by and contributing to the organization, and where racism, sexism, and other forms of discrimination are ameliorated in the organizations.
The management of diversity is essential to every working environment (Aronson 2002, p. 46). This is based on the perceived favorable effects and the crucial role it plays in the overall functions of the organization. As stated in the article of Parvis (2003, p. 37), the common notion of people on the negative effects of diversity is also equated to some significant and boundless positive possibilities and benefits such as variety in ideas, styles, forms of devotion, vision, creativity, innovation, histories, and lifestyles. Thus, there is a need to evaluate the importance of diversity in the workplace in order to utilize it in the overall development of the organization.
Diversity is one of the most effective strategies that manage individuals with different characteristics who eventually create the team (Cross 2000, p. 137). Because of the observable, given and useful impacts of diversity, proper management is an important factor that follows the process of organizational development. Moreover, a diverse workforce understands and able to deal with varied demands and expectations of a diversified customer (Knouse and Dansby 1999, p. 486). It also supplies a rich array of different ideas to bear on organizational problems. Since it brings a broader set of perspectives, approaches, and ideas to bear on problem solving, the workforce produces higher quality work.
Responsibility for ensuring the successful implementation of the Managing Workplace Diversity Strategy rests with all the employees, and above all, the manager (Levine 1995, p. 37). Accomplishing these objectives means the manager must have a set of characteristics to handle the diversity, and maintain healthy working relationships in the organization. Leadership also plays a great role (Harris & Moran 2000). The emphasis in managing diversity is that differences between people should be effectively managed (Cassell 1996) as opposed to being avoided (Liff and Wajcman 1996), or viewed as a liability (Wilson and Iles 1999).
Managing diversity should way go beyond equal opportunity, instead of making people fit in, the concept of diversity states the belief that people should be valued for their uniqueness and difference. Diversity thus is perceived to enrich organizations human capital for this enables them to reach out to their customer base on a more personal level. Equal opportunity focuses on groups of disadvantaged individuals; diversity on the other hand is all about individuals.
Reference
Aronson, D 2002, “Managing the Diversity Revolution: Best Practices for 21st Century Business,” Civil Rights Journal, vol.6, no. 1, pp. 46+.
Cassell, C 1996, “A fatal attraction? Strategic HRM and the business case for women's progression at work,” Personnel Review, vol. 25, no. 5, pp.
51-66.
Cross, EY 2000, Managing Diversity – The Courage to Lead, Quorum
Books, Westport, CT.
Harris, PR & Moran, RT & Moran, SV 2004, Managing Cultural Differences:
Global Leadership Strategies for the 21st Century, Butterworth-Heinemann Ltd., UK.
Knouse, SB & Dansby, MR 1999, “Percentage of Work-Group Diversity and Work-Group Effectiveness,” Journal of Psychology, vol. 133, no. 5.
Levine, DI 1995, Reinventing the Workplace: How Business and Employees Can Both Win, The Brookings Institution, Washington, DC.
Liff, S & Wajcman, J 1996, “Sameness and difference revisited: which way
forward for equal opportunities initiatives,'' Journal of Management Studies, vol. 33, no. 1, January, pp. 79-94.
Parvis, L 2003, “Diversity and Effective Leadership in Multicultural Workplaces,” Journal of Environmental Health, vol. 65, no. 7, p. 37.
Wilson, EM & Iles, PA 1999, “Managing diversity ± an employment and service
delivery challenge,'' The International Journal of Public Sector Management, vol. 12, no. 1, pp. 27-49.
The management of diversity is essential to every working environment (Aronson 2002, p. 46). This is based on the perceived favorable effects and the crucial role it plays in the overall functions of the organization. As stated in the article of Parvis (2003, p. 37), the common notion of people on the negative effects of diversity is also equated to some significant and boundless positive possibilities and benefits such as variety in ideas, styles, forms of devotion, vision, creativity, innovation, histories, and lifestyles. Thus, there is a need to evaluate the importance of diversity in the workplace in order to utilize it in the overall development of the organization.
Diversity is one of the most effective strategies that manage individuals with different characteristics who eventually create the team (Cross 2000, p. 137). Because of the observable, given and useful impacts of diversity, proper management is an important factor that follows the process of organizational development. Moreover, a diverse workforce understands and able to deal with varied demands and expectations of a diversified customer (Knouse and Dansby 1999, p. 486). It also supplies a rich array of different ideas to bear on organizational problems. Since it brings a broader set of perspectives, approaches, and ideas to bear on problem solving, the workforce produces higher quality work.
Responsibility for ensuring the successful implementation of the Managing Workplace Diversity Strategy rests with all the employees, and above all, the manager (Levine 1995, p. 37). Accomplishing these objectives means the manager must have a set of characteristics to handle the diversity, and maintain healthy working relationships in the organization. Leadership also plays a great role (Harris & Moran 2000). The emphasis in managing diversity is that differences between people should be effectively managed (Cassell 1996) as opposed to being avoided (Liff and Wajcman 1996), or viewed as a liability (Wilson and Iles 1999).
Managing diversity should way go beyond equal opportunity, instead of making people fit in, the concept of diversity states the belief that people should be valued for their uniqueness and difference. Diversity thus is perceived to enrich organizations human capital for this enables them to reach out to their customer base on a more personal level. Equal opportunity focuses on groups of disadvantaged individuals; diversity on the other hand is all about individuals.
Reference
Aronson, D 2002, “Managing the Diversity Revolution: Best Practices for 21st Century Business,” Civil Rights Journal, vol.6, no. 1, pp. 46+.
Cassell, C 1996, “A fatal attraction? Strategic HRM and the business case for women's progression at work,” Personnel Review, vol. 25, no. 5, pp.
51-66.
Cross, EY 2000, Managing Diversity – The Courage to Lead, Quorum
Books, Westport, CT.
Harris, PR & Moran, RT & Moran, SV 2004, Managing Cultural Differences:
Global Leadership Strategies for the 21st Century, Butterworth-Heinemann Ltd., UK.
Knouse, SB & Dansby, MR 1999, “Percentage of Work-Group Diversity and Work-Group Effectiveness,” Journal of Psychology, vol. 133, no. 5.
Levine, DI 1995, Reinventing the Workplace: How Business and Employees Can Both Win, The Brookings Institution, Washington, DC.
Liff, S & Wajcman, J 1996, “Sameness and difference revisited: which way
forward for equal opportunities initiatives,'' Journal of Management Studies, vol. 33, no. 1, January, pp. 79-94.
Parvis, L 2003, “Diversity and Effective Leadership in Multicultural Workplaces,” Journal of Environmental Health, vol. 65, no. 7, p. 37.
Wilson, EM & Iles, PA 1999, “Managing diversity ± an employment and service
delivery challenge,'' The International Journal of Public Sector Management, vol. 12, no. 1, pp. 27-49.
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