Note making on Diversity

These are notes derived from the various sources of information we used in our research on diversity and other issues.

1] Notes on:

Brislin, R. W. (2008). Working with Cultural Differences: Dealing Effectively with Diversity in the Workplace. Westport, Conn: Praeger

Definition

Diversity is generally defined as acknowledging, understanding, accepting, valuing, and celebrating differences among people with respect to age, class, ethnicity, gender, physical and mental ability, race, sexual orientation, spiritual practice, and public assistance status.

Adaptation of the workplace to suit diversity

Demographic changes (women in the workplace, organizational restructurings, and equal opportunity legislation) will require organizations to review their management practices and develop new and creative approaches to managing people. Changes will increase work performance and customer service.

Company profile and attractiveness

From the marketplace perspective, a company that promotes workplace diversity and an inclusive work environment adds to its attractiveness as an employer. A work place that is open to exploring new ideas and styles is especially appealing for the adventurous open-minded employees of Generation Y.

Competitive advantage

Diversity of the workforce is clearly here to stay. Business owners and managers, experts say, will still need to maintain or step up efforts to recruit and advance ethnic minorities each year. Essentially, because having a diverse work force a gives the company a lot more advantages to their competitors

Notes on:

Johnson, C. E. (2012). Meeting the Ethical Challenges of Leadership: Casting Light or Shadow. Thousand Oaks, Calif: SAGE.

Diversity is beneficial to both associates and employers. Although associates are interdependent in the workplace, respecting individual differences can increase productivity. Diversity in the workplace can reduce lawsuits and increase marketing opportunities, recruitment, creativity, and business image.

Notes on:

Cornelius, N. (2002). Building Workplace Equality: Ethics, Diversity and Inclusion. London: Thomson Learning

Globalization

The world’s increasing pace of globalization requires more interaction among people from diverse cultures, beliefs, and backgrounds than ever before. People no longer live and work in an insular marketplace; they are now part of a worldwide economy with competition coming from nearly every continent. It calls for the opening of non-traditional occupations to men and women of all creeds, colors, religions, races and social groupings and for making reasonable accommodations the workplace and work life for this to happen.

Dimensions of diversity

Diversity calls for diversity beyond just gender, race, or physical and intellectual abilities to include diversity in opinions, sexual preferences, social customs and mores, and other aspects of the variations in lives and lifestyles. There is a compelling generic business case for achieving and managing diversity in the workplace. There is also a model used to help organizations better understand diversity.

Four Layers of Diversity is used in many organizations across the country to frame the issue and encourage discussion and involvement in managing diversity. The multiple dimensions of diversity around which there is inclusion and exclusion are depicted in four concentric circles. Personality, relating to individual style and characteristics, is in the center. Whether a person is an introvert or extrovert, reflective or expressive, quick paced or methodical, a thinker or a doer, for example, all influence how the individual will be treated, get along with others, and progress in the organization.

The second layer, the Internal Dimensions, comprises the six aspects of ourselves over which we have little control. Our gender, age, sexual orientation, race, ethnicity, and physical ability are for the most part not choices, yet they influence our treatment in organizations, the roles we play in life, and the expectations of us, both our own and others. The third layer, External Dimensions, comprises those that are the result of life experiences and choices. Aspects such as religion, education, marital status, work experience, and recreational habits are areas around which employees can connect or disconnect, be valued or disrespected, depending on how these dimensions are seen and used. The last layer, Organizational Dimensions, contains those aspects of similarity and differences that are part of work in the organization. What difference might it make if someone is the CEO or an entry level employee, in marketing, manufacturing, human resources, or customer service, a manager or a union shop steward? These dimensions also affect both treatment of employees and productivity of the organization. All these aspects represent areas in which there may be similarity and common ground as well as differences. When well-managed, these differences have the potential to bring new perspectives, ideas, and viewpoints needed by the organization. However, if mismanaged, they can sow the seeds of conflict and misunderstanding that sabotage teamwork and productivity and hinder effectiveness. To maximize the ability to manage this complex set of differences, organizations need to have a framework and strategy.

Diversity as a tool for business enhancement

Having inside information on how to communicate and what a community wants in a product is a great asset. A multicultural company can penetrate and widen their markets with the knowledge of political, social, legal, economic, and cultural environments. Further, having someone within the organization who can negotiate and speak the language of the country is a very valuable asset to the corporation.

Diversity programs are considered to be good investments whose returns have been very beneficial to organization. Successful professionals are learning to demonstrate the contribution of diversity programs to the business on macro and micro levels.

The business case is about capturing talent, understanding markets, utilizing diverse perspectives for innovation, knowing how and how not to pitch products, and, ultimately, how to generate employee commitment. Executive leaders need to be role models and advocates for this strategic focus.

Effective management

Diversity is not a liberal ideological movement, to be supported or resisted. Rather, it is a reality in today’s business environment.

Managed well, diversity provides benefits that increase success However, when ignored or mismanaged, it brings challenges and obstacles that can hinder the organization’s ability to succeed. The right question then is not, do we have to deal with diversity, but rather, how do we manage it to reap its potential benefits? At its core, diversity is about inclusion and exclusion. The foundation for effectively leveraging diversity lies in defining it in a broad and inclusive way. Organizations that define it broadly, involving all dimensions of similarity and difference around which there are inclusions and exclusions that affect the business, find that there is greater buy-in and strategic relevance. There is also a stronger business case and less resistance when all in the organization can see themselves reflected in the definition and can identify inclusions and exclusions that play out in the organization every day through us-versus-them attitudes, stereotypes, assumptions, preconceived expectations, and differences in treatment. These dimensions also affect both treatment of employees and productivity of the organization. All these aspects represent areas in which there may be similarity and common ground as well as differences. However, if mismanaged, they can sow the seeds of conflict and misunderstanding that sabotage teamwork and productivity and hinder effectiveness. To maximize the ability to manage this complex set of differences, organizations need to have a framework and strategy. The following three areas of focus offer a framework. Understanding the Evolving Role of Cultural Diversity in the Workplace.

For an organization to get its arms around the complexity of diversity culture change, it needs to focus on three arenas:

(1) Individual attitudes and behaviors,

(2) Managerial skills and practices, and

(3) Organizational values and policies.