Managing Diversity in the Workplace - Essay Example

Managing Diversity in the Workplace The world of business has seen a number of positives happening within its folds over a period of time. It is important to understand that diversity has been seen as a very pivotal aspect of business organizations in the present times than in the past. Similarly, diversity has allowed individuals to manifest their truest basis through hard work and devotion showed to work ethos and undertakings. Diversity has allowed individuals to grow in a collective fashion, as well as in their respective domains. Diversity has thus given the employees the room to be at their own and therefore exploit the strengths which are comprised within the organizations that they work for. Managing diversity is indeed an art in the time and age of today, and more so with the changing global dynamics. The employees should always be on their own as far as adherence to polices and structural changes are concerned. The long term, strategic changes are governed in a proper manner if it takes into consideration the strengths that diversity brings to the proverbial organizational table. It is thus a very important requirement that the top management understands its due role and solves the anomalies related with managing diversity within the workplace aegis (Cross 2000). What this will do is to look after the negativities attached with diversity and its very foundation basis. This paper explains the management art of diversity within a workplace scenario and has touched upon significant factors which play a huge role in the performance of diversity functions on a day to day basis. Managing diversity has been deemed as important because it takes into perspective the pertinent roles of equality and balancing work ethos amongst the employees. Managing diversity is also important because it gives a fair chance to people who hail from different cultures and regions of the world to manifest their real selves. Their strengths work in their own favor and hence they work towards producing value for the organizations that they work for. This is an important consideration within the global dynamics of doing business because diversity has helped the people from different quarters to come to a single platform – a level where they can get in touch with one another to solve the commonalities which exist amongst them (Lambert 2007). Diversity will reign in serious results if it is a given a proper and fair run by the people who matter the most, i.e. the top management realms in an organization. In the world of present times, it is a reality that diversity is bringing in serious results with each passing day, and for the sake of the organizations in essence. Diversity is important because it opens up new avenues and gives a fair opportunity to everyone, which is a positive nonetheless. These pragmatic aspects need to be considered as a viable option for the sake of the enterprise which is once again dependent on its individuals for the successful completion of its tasks and activities, on a regular basis. The organizations are thus facing some problems in the adequate implementation of diversity basis because there are a few elements here and there which like to exert their control in a very negative way. They do not want diversity to be inculcated within the domains of any organization and in order to make their wish a reality they carry out all forms of illegal and illicit means. In order to make sure that such practices do not take place within an organization, the role of the human resources department is of utmost significance (Henderson 1994). This is because its role sets the precedent for a number of things to follow within the lengths and breadths of the workplace. It is important that the human resources department understands the pertinent role of diversity within the workplace settings and there should not be any let up in the wake of achieving equality and a dignified balance. The organizations are thus doing their best to achieve solid results as far as managing diversity is concerned. The reason for this is that the organizations of present times have understood properly how diversity will bring in benefits for all and sundry and how it will look after the underlying needs of the employees no matter how difficult the times turn out to be. Essentially, the role of the human resources department becomes very important as it has to make sure that its dictum gets implemented within the thick of things, without any weaknesses coming to the fore. Hence one cannot deny the due role of the human resources department under any contexts whatsoever (Coleman 1994). The top management domains must share the responsibility for understanding the philosophy behind diversity at workplace. This is so said because diversity brings into equation a number of different finer aspects under due consideration of all the stakeholders working for the benefit of the organization in the long run. These stakeholders have a responsibility to come out in a clean manner and thus represent what is deemed as right from a correctional standpoint. It is important to realize that the stakeholders will have a huge say in the work related settings of the diversity basis and hence what the top management decides in the form of enacting related policies and similar mechanisms is very pivotal towards the work ethos of the management (Stretch 2006). The diversity issues stem from the same tenets and hence it is the sole responsibility of the top management to make sure that the diverse individuals feel at home within the workplace settings. There should be a complete mesh in the understanding levels of these employees because the diverse employee population looks up to the top management when satisfying work conditions are concerned. One cannot deny the huge responsibility that the top management finds itself engulfed in, because it is indeed the top management which will decide the pertinent course of action as far as completion of tasks and processes are related. Therefore it is a good measure within the organization if the top management at the helm of affairs comprehends what needs to be done from their side, on a proactive and consistent basis. The role of human resources department is no different. It has to undertake measures which will call in diverse candidates to get recruited within the organizational domains (Fielden 2003). The need is to have a very balanced approach as far as choosing the right mix of people for the jobs in the organization. The human resources department must find out ways through which pertinent policies could be enacted which will help rectify the prevailing problems at the workplace as far as recruiting new employees is concerned. This brings to mind the issue of hiring a diverse range of employees who hail from different backgrounds and settings, all of whom want to be a significant part of the organization in the long run. The human resources department must mesh along with the policies as laid down by the top management so that inadequacies within the relevant systems are addressed to in a proper way. This will bring to light the essential aspects of the working domains of the organization in essence. It is deemed as important because a mesh of activities is what is required by any organization in the long run. Also the diverse employees who are trying for the different positions in the workplace domains feel motivated to go about applying in a very active fashion. The manner in which synchronization is made possible depends a great deal on the actions of the human resources department and the top management; therefore all related efforts should be taken to solve the anomalies present within the organizational realms. Managing diversity in a workplace could be seen as a problem when the attitudes and behaviors of the already present employees in the organization are not well-equipped and in place to accept any new changes. This could mean a double act by the human resources management department, as it would have to carry out not only a hiring task but also to change the perspective of the people who are already working within the domains of the said organization (Thomas 2006). It is important that the attitudes of the employees are shaped in such a manner that they allow for diversity to be included as a part and parcel of the everyday work routines in the organization. It will make the employees feel more open and interactive with their employees as well as give them a place of their own within the collective domain of the organization. The diverse employees need time and space of their own to feel good because it is always very difficult to be a part of an organization where there are people who are locals of the place. The diversity basis stems from the fact that all the different and distinct people work hand in hand in order to produce results for the sake of the organizational benefit. The benefit is made apparent when the organizations realize that diversity is a good omen for the people to work together in a collective fashion, however it can go against an organization when the employees have personal issues with the diverse employees, which really are uncalled for at the end of the day. It is the responsibility of those individuals who have been working for a long time in the organization to understand their respective duties and hence give the accord and reception that the diverse employees need when they enter within the reigns of one such organization (Harter 2003). One must understand that without proper attention paid towards resolving issues with the diverse employees when they get recruited in any organization, there would be very less productivity levels witnessed within such companies. Thus it is important that proper consideration should be the buzzword as far as managing diversity is concerned, as this will bring in long term benefits as far as having a cohesive and cozy environment within the organization is concerned. Also it is very necessary that the top management remains abreast of the negativities that exist within the system and how the same could be turned into areas of strength with help and assistance by the people who matter the most within any company for that matter (Lynch 1997). Therefore it would be viable to suggest that success will only come about when there are concerted efforts made by the people who matter the utmost within the organizational dictum. It would ensure cohesiveness and a sense of attachment with the stakeholders, as well as a sense of accountability in essence. This is a much needed proposition in the time and age of today, within the organization when they aim to manage the reigns of diversity in the long run. The relation of trade unions and federations with managing diversity is significant because these trade unions are playing their vital role in bringing to notice the salient aspects of diversity and the oneness that exists amongst the employees and trade workers. Now it is the responsibility of the trade unions to bring to light the real issues which have played a detrimental role in the diversity basis of any organization for a long period of time. What is needed now is a collective effort on the part of these trade unions and federations to solve the anomalies that exist within the ranks of managing the diversity regimes (Hayes 2005). These trade unions and federations have made it a point to look after the needs and requirements of the employees as well as resolve the conflicts that arise within the workplace settings on a regular basis. Now this is an important aspect which needs much consideration from the people who have made significant contributions towards the field of diversity and its related forms. Since the trade unions and federations comprise of individuals who belong to different regions and countries essentially, it is important to get them on a single platform and then only ask for a right or issue which needs serious consideration on the part of the human resources management department or even the top management of the organization. When all these people are on a single platform, the workload gets divided in an easy manner. It is best to have such trade unions which comprise of different people, all of whom belong to the diverse basis of employees (Ledwith 2002). This will facilitate in resolving the problems that have arisen in the wake of the trade unions and federations, and which are demanding their problems to be resolved in an amicable way. It is always good to have a nice measure of these employees so that the pertinent problems could be looked upon with a sense of collective interest. The authorities who are usually addressed by these trade unions and federations also give a silent hearing to such requests made by the trade unions and federations, and then the matter also receives the due importance that it richly deserves. It is easier to resolve the matter under consideration in an easy way if there is adequate significance given to the entire composition of the trade unions in the first place. The trade unions and federations are thus advised on a consistent basis to be in touch with the issues that have marred the very basis of its sanctity and the related work domains of the employees as well. It is a very well-organized task to take care of nearly all the requirements that the trade unions raise when the collective wisdom of all the people is brought towards the composition of the very trade unions in the first place. Hence in essence the trade unions and federations are done justice if these comprise of the different and diverse people for whom the problems need to be resolved. The appreciative regimes within the workplace domains as well as the society comprehend the fact that diversity is a sure winner at the end of the day (Hermon 1996). Managing diversity is looked upon with a sense of appreciation by the different cross-sections of the society. This is because people generally believe that managing diversity becomes the cornerstone for a number of successful aspects, all of which work under the aegis of a harmonized society in essence. This is pretty true since a society can offer so much in terms of properly making people understand the real essence of diversity and what it can bring to the organization in terms of the numerous benefits and advantages. Managing diversity has attained quite a lot of appreciation from people who matter the most within the top domains of an organization. The top management is also at the receiving end of the spectrum when the diversity basis seems missing from the realms of the workplace (Haines 1997). The different movements which are up and running to harness the strengths of diversity and the underlying opportunities that come with it are also playing their due role in telling all and sundry how diversity can bring success towards the organizational frontiers. In essence, an organization will always be at a benefit if its eventual basis is decided by people who hail from different regions of the world and no matter what differences exist within their folds, the beauty of it all is reflected within their work manifestations. This implies a great deal on the premise of bringing in success for the related domains of diversity in general as well as in meticulous. It is important to realize that diversity will take care of all the widespread problems which exist within the workplace due to the very presence of diversified forms of employees. When the people relate to the fact that diversity is the ‘in’ thing in their work environments and when they come to the realization that diversity will open up new doors as far as enticing new clients and customers is concerned, they become receptive to the ideology that diversity is indeed good for their organization as well as the individual employees too. However then again there are serious issues in the wake of having a completely diversified employee base in an organization (Dobbs 1996). One of the reasons lies on the fact that the employers feel that it would take enormous amount of time to turn the tide against them and make them acquainted with the general norms and procedures of the organizational domains. This is in essence a very wrong perception and one that needs to be understood within the thick of things as well. The employees must be given the room to understand and learn for their own selves what is the right dictum for them in the organization and how they can go about deciding their exact course of actions in the times to come, not only for their own betterment but also for the sake of the organization in entirety. In the end, it would be correct to state that diversity is indeed the essence of an organization if seen from a modern day perspective. Managing diversity has a number of issues when it comes to solving the anomalies present within the organizational realms but then again this depends on the mannerisms related with the people and as to how they go about deciding for their own selves what the right course of action will be (Fardon 1995). Managing diversity must not be seen as a correctional standpoint rather it should be given the significance that it so richly deserves. This is because diversity lays the foundation for providing stability to an organization and in taking care of the different processes which are working under the organizational tenets. It is always a good measure to understand the intricate details with the hiring of individuals who are regarded as the diverse basis working within the workplace regimes. All said and done, managing diversity is an art form, as it looks to settle the scores that have emanated amongst the employees and in teaching just about everyone who usual, day to day issues will be taken care of, both from a short term perspective as well as in the long run scheme of things. Bibliography COLEMAN, Troy. (1994). Managing Diversity: Keeping It in Focus. Public Management, Vol. 76, October CROSS, Elsie Y. (2000). Managing Diversity--The Courage to Lead. Quorum Books DOBBS, Matti F. (1996). Managing Diversity: Lessons from the Private Sector. Public Personnel Management, Vol. 25 FARDON, Richard. (1995). Counterworks: Managing the Diversity of Knowledge. Routledge FIELDEN, Sandra L. (2003). Individual Diversity and Psychology in Organizations. John Wiley & Sons HAINES, Ray. (1997). Discrimination, Harassment, and the Failure of Diversity Training: What to Do Now. Quorum Books HARTER, Lynn M. (2003). Speaking the Language of the Bottom-Line: The Metaphor of "Managing Diversity". The Journal of Business Communication, Vol. 40 HAYES, Cassandra. (2005). The Business Case for Diversity. Black Enterprise, Vol. 36, October HENDERSON, George. (1994). Cultural Diversity in the Workplace: Issues and Strategies. Praeger HERMON, Mary. (1996). Building a Shared Understanding and Commitment to Managing Diversity. The Journal of Business Communication, Vol. 33 LAMBERT, Susan J. (2007). Michalle Mor Barak, Managing Diversity: Towards a Globally Inclusive Workplace. Journal of Sociology & Social Welfare, Vol. 34 LEDWITH, Sue. (2002). Gender, Diversity, and Trade Unions: International Perspectives. Routledge LYNCH, Frederick. (1997). Managing Diversity: Republicans Have Embraced Diversity Doctrines for a Variety of Reasons - None of Them Good. National Review, Vol. 49, October 13 STRETCH, John J. (2006). Managing Diversity: Toward a Globally Inclusive Workplace. Social Work, Vol. 51 THOMAS, R. (2006). Building on the Promise of Diversity: How We Can Move to the Next Level in Our Workplaces, Our Communities, and Our Society. AMACOM Word Count: 3,037 Read More