Leadership and diversity are among the most discussed topics in scholarly research.The growing diversity of national and international workforce presents a serious challenge for leaders who must develop new approaches for managing diverse employees and using diversity as the source of competitive advantage…
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Leadership and diversity are among the most discussed topics in scholarly research. The growing diversity of national and international workforce presents a serious challenge for leaders who must develop new approaches for managing diverse employees and using diversity as the source of competitive advantage. Unfortunately, previous research was increasingly concentrated on searching for “one best way” of leadership in organizations. Put simply, researchers were preoccupied with an idea to find one, universal leadership model, which would be equally effective in all organizational settings. With time, the idea of “one best way” was gradually replaced with the ideals of contingency leadership, which came to dominate organizational and leadership consciousness in all parts of the world. According to Day (1991), “implied in the contingency approach to leadership is the need for leaders to be flexible in their choice of leadership style based on the situation” (p.362). Today, contingency exemplifies the key component of diversity management decisions in organizations: a multitude of diversity management models suggests that there can never be a universal solution to diversity management issues. The current state of workplace development suggests that diversity in organizations will continue to persist. The coming years are likely to witness a dramatic shift from diversity management to diversity cultures in organizations, which will serve an essential source of competitive advantage and an instrument of continuous organizational learning in the long run. Literature review Workforce diversity is rightly considered as one of the most popular and controversial topics in contemporary business literature. Globalization and integration of markets and businesses lead to the growing diversity of employees in small organizations and large corporations. Thus, it comes as no surprise that organizations and professionals in organization studies seek to develop and test new models of leadership and management, which will let organizations utilize their diversity potential to the fullest. It should be noted, that present day organizations are undergoing a dramatic change in diversity philosophies and principles. Today, the scope of diversity management is no longer limited to increasing the share of minorities in the workforce but implies the need to develop and sustain diversity-sensitive organizations (Dreachslin, 2007). In this situation, senior leaders are expected to develop sound commitment to recruiting, retaining, and supporting applicants and candidates that had been previously underrepresented (Dreachslin, 2007). Furthermore, diversity-sensitive ideology in organizations obligate leaders to convince and educate other stakeholders that diversity is the key strategic value and defines the course of long-term development in organizations. Unfortunately, “the effects of diversity on performance are mixed” (Haas 2010). The factors mediating the relationship between diversity and organizational presentation are numerous and varied. In the meantime, researchers develop and test new models of diversity management and their implications for organizations. The current state of research displays a tendency toward describing and analyzing numerous models of diversity management and their implications for the future of global business. Mitchell and Boyle (2010) tried to create a single, theoretical framework of diversity management and tested a model of leadership, in which diversity management would be closely connected to innovation and creativity, learning, and organizational transformations. The researchers found out that transformational leaders facilitated the creation of knowledge in organizations, leading to increased recognition of diversity and acceptance of diversity management within the staff (Mitchell & Boyle 2010). However, while
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From this research it is clear that gradual shift is occurring in organisations fulfilling equal opportunities regulations in pursuing diversity management, which is motivated by the potential benefits that diversity brings in a business. This shift has been termed the dawn of a new paradigm by some, while others do not see it as strikingly new from traditional equal opportunities approach.
Unfortunately, there is an efficient gap between theoretical and practical approaches to diverse management. Propagation of human freedom and equality of human rights and processes of democratization is not always followed by managers.
The diversity can ranges beyond the race, ethnicity, age, gender, education, geographic, region, religion, sexual preferences and parental status (Baroutas, 2011, p43). Workplace diversity is an important by product of diversity. It’s a people issue that focuses upon the differences and similarities that people usually bring to an organization (Hacker, 2011, p93; Susan, 2011, p183; Joe Joe, 2011, p52).
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.
Having a diverse work force for companies mean getting more business and the benefits are expanded to all areas marketing, finance, research and development etc. Besides, companies also diversify because of some ethical response from the organization and it wants to be looked upon favorably in the eyes of all its stakeholders including the community at large.
Mostly, as observed on different business companies, the main reason of such diversity is the existence of a much distinct group of races making up a single workforce for a company.
How could all these happen As mentioned in the introduction, many people have already transferred from place to place and a lot of those people, the so-called immigrants, have already decided to stay and work on the foreign lands they have gone to.
Employees are different from each other with respect to race, religion, culture, education and many more things. Its good to apply two man power on a particular project rather than one, same opinion implies on workplaces. Collaboration of people who differ from each other in education, religion, skills, expertise does make a difference, as it can enhances the productivity of the organization.
This has to be understood and focused upon in selection, retention and management of the workforce. Diversity is recognizing the uniqueness in terms of values, culture and characteristics of people and to design strategies to maximize the benefits of the unique features that comes along with it and also be careful to reduce any possible conflict.
For this reason, a new HRM policy should be implemented. This policy would respond to the current needs of the company reflecting at the same time the current trends of the market in the particular field. In current paper a new HRM is
The author states that while diversity has been an important need for business as well as a legal requirement, the cultural perspectives on diversity and equality still remain to be fully understood. Companies in the UK may have HR managers that seek to develop both diversity and equality to gain competitive advantages for the organisation.
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