Wys to mximize benefits of n incresingly diverse workforce nd client bse is continuing concern for orgniztionl ledership. The current processes for mnging diversity continue to be necessry but re not sufficient to result in effective outcomes in 21st century orgniztionl environments…
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The pper emphsizes tht diversity in the work plce goes beyond rce nd gender. Brodly defined, diversity my refer to ny perceived difference mong people: ge, functionl specilty, profession, sexul preference, geogrphic origin, life style, tenure with the orgniztion, or position and that all these differences should be applied and managed by ani discrimination legislation.
If the term diversity is considered in very simplistic wy, then diversity cn be seen ll round us, by the crs we drive, the clothes we wer, the different dilects we spek etc. While this my be very generl wy of looking t the term diversity, there is considerble grin of truth to this sttement. Tht is, 21st century Britin is more culturlly rich nd homogenous society thn ever before. In the context of business, the orgnistionl mke-up of the workforce is chnging too.
Britin now hs one of the most diverse workforces in the world, consisting of wide rnge of religions nd ethnic bckgrounds. However, diversity is not just cknowledged in these terms. It cn refer to politicl beliefs, ge, sexul orienttion, ntionlity, colour, etc. Therefore, it is bsolutely prmount tht diversity is mnged effectively in prllel with Britin' s rpidly chnging socil fbric. The need to mnge diversity is even greter fter the events of 9/11 s the world's societies hve become more politiclly chrged nd involved thn ever before. ttched to diversity is the concept of equlity from which ny contentious questions rise. One such issue is the extent to which UK orgnistions re fir when it comes to offering equlity of opportunity to minority groups in employment.
There is wide rnge of elements involved in mnging diversity including legisltive considertions, the hndling of equl opportunity issues, s well s the ims of mking 'mnging diversity' work for orgnistions. The trditionl pproch hs focused on using the legisltion driven equl opportunities route in tcking issues of diversity, nd the brod ims of mnging diversity re similr to tht of equl opportunities, but mnging diversity hs more internl focus. Mny of these ims re bound up with the vrious legisltion tht outlws discrimintion on the grounds of sex, py, rce, disbility nd criminl record:
) Sex Discrimintion ct 1975 nd 1976
The 1975 nd 1976 Sex Discrimintion ct (SD) is typiclly thought of s n ct to prevent discrimintion ginst women, but, in fct, it pplies eqully to both sexes. The SD sttes tht it is 'unlwful to tret nyone, on the grounds of sex, less fvourbly thn person of the opposite sex is or would be treted in the sme circumstnces'. In the lw cse Jeremih V Ministry of Defence there ws found to be unlwful discrimintion becuse only the men hd to do unplesnt jobs.
The ct covers discrimintion in different res of life. In employment, it is ginst the lw to discriminte on the grounds of sex nd mritl sttus. This includes recruitment nd selection, dvertisement of jobs, nd ccess to promotion nd trining fcilities. The ct pplies to both potentil nd present employees.
The ct identifies both direct nd indirect discrimintion:
Direct discrimintion - this involves treting womn less fvourbly thn mn becuse she is womn, for exmple for not considering women for mngement trining course.
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