More responsive business cultures The new initiatives seek to shift management attitudes from being inward looking to outward looking, from backward looking to forward looking. Old attitudes are at variance with new market realities. (Rajan and Harris p 22 2003).
The implications of diversity in an organisation show that this is an important strategy to be practiced by management and employees. Identifying the responsibilities of managers and employees in fostering diversity will help towards developing an organisational culture that reaps the benefits outlined above.
In practice, diversity management should foster a responsible environment with a focus on equality amongst all members of the organisation. Kandola and Fullerton (p 10 2003) state that that "equal opportunities was often seen as something that concerned mainly personnel and human resource practitioners. Managing diversity, however, is seen as being the concern of all employees, especially managers, within an organisation" (Kandola and Fullerton, 2003 p10).
This statement creates a need to define the responsibilities of managers and employees in diversity practice. ...
This statement creates a need to define the responsibilities of managers and employees in diversity practice. Both employee and managers can actively participate in fostering diversity across an organisation if they understand the responsibilities towards diversity management practices. Before the responsibilities can be explained, it first becomes important to identify the problem.
To identify the problem of diversity, this paper will look at the construction industry, an industry shown to have historically low diversity in employees. The implications of this essay are to first identify the problem and barriers of diversity and explain the manager's responsibility towards fostering a diversity workplace culture. This is followed by an explanation of the responsibilities of management and employees in fostering diversity based on the implications found within the construction industry.
The Construction Industry
The identification of barriers towards diversity in the construction industry will aid in understanding the responsibilities of management and employees in fostering a diverse environment. The construction industry is used for this analysis because it is a very visible and researchable industry that has consistently low diversity figures. The construction industry has a value of 56.40 billion in 2004, with nearly 4,000 individual companies throughout the UK (National Statistics Web-site 2006). Industry leaders note that there is a "low proportion of women and those from Black and Minority Ethnic (BME) groups in construction" which "remains a significant issue and is covered in the Unit's work program" (The Department of Trade and Industry p 19 2005). The construction industry also states that "We have supported financially a major piece of research