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Diversity Management

It Is also illegal to discriminate against a person because the person complained about discrimination, filed a charge of discrimination, or participated In an employment discrimination investigation or lawsuit. Defining diversity is a controversial topic because there are many ways a group’s diversity can be measured. Diversity of appearance, such as demographics, age, sex, and race are the typical way that delivered Is measured.

But this touches only one aspect of diversity and does not cover the whole spectrum, such as differences In thinking that can be traced to educational or socioeconomic grounds. The study, “Why Differences Make a Difference: A Field Study of Diversity, Conflict and Performance in Workups” by Jean, Northeast and Neal, suggests three definitions of diversity: Social category diversity: Social category diversity (diversity is usually defined this way) refers to visible physical differences among Individuals, such as race, gender, and ethnicity.

These are the differences that are first seen between group members and are the first and foremost way that group members categorize each other. Group members will tend to identity more with there members that are more socially similar to them. Value diversity: Value diversity occurs when members of a workup defer in terms of what they

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think the group’s task, goal, target, or mission should be. In many cases, these differences could lead to disagreements about delegation and resource allocation.

For instance, group members who value effectiveness are likely to have disagreements about duty and resource allocation with group members who value efficiency. Similarity In group members’ goals and values enhances interpersonal relations within the group. This military of values will likely decrease relationship conflict among members. Informational diversity: Informational diversity refers to differences In knowledge and perspectives that members bring to the group. These differences occur because of variations on education, expertise and work experience.

They increase the likelihood that diverse perspectives and opinions exist In a workup. If one group member has a business administration background and one has a degree in psychology these two members would disagree about which task Is best to focus on and how to proceed about It Diversity, however, breaks the affirmative action framework and goes beyond race and gender. In fact, the new diversity paradigm defines it as the process of creating t Off to their full potential in the pursuit of organization objectives.

The following model can be helpful to more fully understand what it means to enable all persons to contribute their full potential to their organizations. 1. Primary Dimensions The inner circle shows the primary dimensions of diversity which is fundamental to a persons’ self-concept or core self. These dimensions, though not necessarily visible, re unchangeable in that they are not a matter of choice, form the basis on which people make instantaneous Judgments about one another, often through the process of stereotyping. 2.

Secondary Dimensions The middle circle consists of secondary dimensions of diversity. These are aspects of a persons’ identity that are important to a definition of self, but are not as fundamental as the primary dimensions. 3. Tertiary Dimensions In addition, it would be possible to add a third circle that consists of the tertiary dimensions of diversity, such as learning style, personality, and professional orientation. All three categories (primary, secondary, and tertiary) contribute to the formation of a person’s unique life experiences, perspectives, and skill sets.

An effective organization can learn to recognize, understand, appreciate, respect, and utilize these multiple aspects of a person in the pursuit of its mission and objectives. This broadened definition of diversity sheds light on another reason for misunderstanding the connections between diversity and organizational change. Diversity is often perceived as a program, not a significant and complex organizational change process.

Defined in this way, diversity frequently is dealt with as training program for employees (usually managers only). Training programs by themselves, however, rarely have the muscle to change the organization’s culture. Diversity effort that focuses primarily on training is, therefore, not likely to achieve long-term or long-lasting result. The European Commissions, in the study Cost and Benefit of Diversity outlines the five most significant advantages that com pansies with active diversity policies apply to

Diversity: Reinforcement of cultural values within organizations Enhancement of the company reputation Attract and retain high-talented people Increase of the employees ‘ motivation and efficiency Increase innovation and creativity among employees. Diversity is synonymous of Difference. Greensward and Rowe are the authors of one of the classic models to analyze differences by 4 levels or dimensions of diversity. It should be remembered that: An individual can obviously belong to more than one category. Belonging to an identity group is not a permanent or unchangeable circumstance.

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