For instance there are entrepreneurial, bureaucratic and autocratic organizations or/and leadership styles. They need equally diverse and effective theoretical approaches for diversity management.
Multicultural organizations such as in those of European countries have been the results of an evolutionary process of managing diversity of the workforce. The different types of individual diversity such as age, gender and ethnic origin will lead to such job performance, satisfaction and vertical mobility of employees within the organization (Jayne, & Dipboye, 2004). However the diversity management has affected the organizational and individual levels of performance depending on the part-time employees’ contribution versus the full time employees’ efficiency to the overall growth of the organization.
Organizational diversity management has become a very important aspect in the modern day management practice. Diversity is desirable when everything else has failed to ensure the continuous survival of the business. However diversity in itself might not be desirable when the degree of resistance to differ become stronger because when resistance gathers momentum that in itself is an indicator of the existence of other solutions. If organizational change were focused on improving critical success factors related to financial management, Human Resource Management (HRM), employee relations, supply chain management, quality management, marketing and corporate social responsibility (CSR), then the organization would have to face considerable resistance.
In the first instance managing workforce diversity is a significant important element in organizations while flexibility and creativity are considered as keys to compete successfully in the business environment. It is all the more difficult to manage the process of diversity smoothly because employees depending on their attitude to change would not remain silent. Thus as much as