Though the objective of diversity management is also the utilization of all available talents it is said that there is a shift in the orientation of this policy from the concept of equal opportunities. Nevertheless, the concept diversity management as an emerging aspect of Human Resources Management (HRM) is occupying a central place in the recent periods. In this context this paper presents an overview of the conceptualization of diversity management, the issues connected therewith and presents an evaluation of some of the ways in which the present day organizations can improve upon their policies on managing diversity to make it more effective.
"Managing diversity effectively follows on from, and expands on equal opportunities"(NCVO) Equal opportunities is about keeping within the law and the decisions about the payment of wages, recruitment, and promotional policies are to be framed on the basis of the capabilities of the individuals to perform their functions effectively. This requires a systematic policy approach to all facets of personnel management and such policies are framed by a pre-empting discrimination.
"Diversity is a more wide-reaching approach to equal opportunities work. It incorporates the principle that all workers should receive equal rights but, rather than ignoring the differences between people in terms of their gender and race, this diversity should be recognized and respected." (NCVO) Diversity management works on the basis of a valuation of the varying aptitudes and skills that different workers bring along with them to be utilized by the organizations. Under this concept, the managers arrive at a working environment where all the workers are valued on the basis of their individual skills and expertise and also such skills and expertise are utilized to the fullest extent.
The idea of 'diversity management' is not a new one and has been found in existence even from the late 1980s. All the three concepts of Diversity Management, Human Resources Management, and Total Quality Management are having the central idea of improving the business efficiency and make it result to produce the more economic gain in the form of enhanced profits. But the concept of diversity management has been found to be deviating in orientation from that of equal opportunities, as observed by Thompson (1997) "The concept of 'managing diversity' is one that has grown out of Human Resources management and is also a movement away from traditional equal opportunities policies and practices. It is premised on the recognition of diversity and differences as positive attributes of an organization, rather than as problems to be solved."
However, the phenomenon of diversity management finds itself conceptually similar to that of HRM as evidenced by the work of Storey (1995) "A distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce.
This paper presents an overview of the conceptualization of diversity management, the issues connected therewith and presents an evaluation of some of the ways in which the present day organizations can improve upon their policies on managing diversity to make it more effective…
Empathy towards one another: this entails that organizational employees are sensitive to the needs and differences of one another. If employees are empathetic towards one another, this results in good working relations among them. It is all but natural that employees work better in an environment where they feel they and their motivations are understood by others.
Name Institution Course Tutor Date Diversity Management All around the world multinational corporations are instituting programs and policies that enhance promotion, compensation, recruitment, hiring, training, transfers, retention, and inclusion of employees different from the society’s privileged echelons to respond to the consistent growing and changing diversity of the workforce.
An increased reliance to a more diverse workforce has become a critical aspect of business operations. There is a need for an appropriate measure that would help deal with this concern about diversity. As a response, a new management strategy was introduced in the workplace that addresses this concern.
It has three stages - design; planning; and implementation. As much as organizations differ in their internal leadership and cultural set up the theoretical approaches to change also differ. For instance there are entrepreneurial, bureaucratic and autocratic organizations or/and leadership styles.
of this article approached a discussion of cultural diversity at the workplace in a unique and interesting manner: they identify two forms of co-operation: ‘community based co-operation’, caused by human necessity to belong, and ‘complementary co-operation’, which is
However, it is now more widely used in other fields to provide an in-depth understanding of how human beings behave and the reasons to justify that behavior. Qualitative research answers questions in the form of ‘how’ and ‘why?’ while
ve panic attacks can be regarded as the hallmark symptoms of panic disorder; however, the context in which the symptoms manifest is very essential when one is making a diagnosis. The persistent and unexpected panic attacks symptoms that the client exhibits can be the outcome of
According to the research findings, cross-cultural awareness is the base of communication, and it entails the ability of individuals to stand back and become aware of their cultural values, beliefs, perceptions, and differences. It is central when individuals interact with people from different cultures as individuals will evaluate and interpret things in different ways.
According to the report Diversity Management, the majority of companies are formed by men; that is why the senior management will be reluctant to promote women as the more women are promoted the more diluted the organisation will be. Many female employee experience the so called “glass ceiling” and “sticky floor”.
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