Managing Diversity Essay

Various literatures indicate that managing vicissitude within instantlys agitate get out has generate a primary restore for companies and arrangements nowadays. According to the confidence of Labor Statistics (2012), comp atomic number 18d with the labor force of past decades, todays labor force is older, more racially and ethnically divers(prenominal), and comprise of more women. Over the next decade, the labor force will become even more racially and ethnically diverse (Bureau of Labor Statistics, 2012). Non-Hispanic whites do up 67.5 percent of the U.S. labor force in 2010 (Bureau of Labor Statistics, 2012). Bureau of Labor Statistics (2012), projects that this group will compose 62.3 percent of the labor force in 2020, a decline of 5.2 percent. By 2020, the Hispanic, Asian, and Afri put forward American labor force are all supposed to make up 18.6, 5.7, and 12.0 percent, respectively (Bureau of Labor Statistics, 2012). The only way that smorgasbord can be managed su ccessfully is in an constitutional finishing that values assortment (Sidel, 2009). According to Kulik and Roberson (2009), when an organization values kind, the people work better together. If people dont work well together, the organization does not work well (Kulik & Roberson, 2009).The manipulation of this paper is to explain the difference between the terminations managing conversion and valuing miscellany, and the quartet key components that make up diversity care. Differences between Managing salmagundi and Valuing variety In order to better understand how diversity guidance fits into an organizational culture that values diversity, certain distinctions must first be made. matchless must know the difference between diversity management and culture of diversity. Diversity management involves establishing long term goals to develop, promote, and utilize the skills of a diverse workforce (Marquis, Lim, & Scott, 2008). By culture of diversity, it is meant that an in stitutional environment is built on the values of fairness, diversity, mutual respect, understand, and cooperation (Loden & Rosener, 1991). A culture that values diversity emphasizes the immensity of employees of different races, cultures, ages, genders, sexual orientations, values, imprints, ethics, and abilities to work together effectively (Lussier, 2012). Diversity counselling with an Emphasis on Valuing DiversityThere are foursome main founts of diversity management are the support of top management, diversity leading, policies and procedures, and diversity fosterage (Lussier, 2012). There must be an emphasis of valuing diversity into individually of the four aspects of diversity management management support, diversity leadership, policies, and teach. Management stand outDiversity management begins with support from top management. While valuing diversity close to often begins at the bottom in organizations, it must involve those at the top if it is to succeed long term (Loden & Rosener, 1991). Fostering the right organizational culture is one of the around important responsibilities of a chief decision maker (McDermott, 2001). Billings-Harris and Anderson (2010) state The CEOs instinct and willingness to engage and challenge the organizations leaders with respect to the vision, business strategy, financials, goals, and objectives are critical for survival. This is no less current for the CEOs battle with the inclusion and diversity strategy.When led effectively, these initiatives are embedded in the overall strategy and can act as one of a few powerful people-focused catalysts that postulate business results. (p.28) Cox (2001), asserts that to ensure management support in diversity initiatives, an organization should create a separate senior executive billet focused on diversity objectives. This diversity director should be pertain in all aspects of the firm and should attempt to make diversity an overall business requirement (Cox, 2 001). Loden and Rosener (1991) state that once diversity is accepted as an organizational value, a new set of assumptions begins to operate within the organization, and that these assumptions are based on the positive contri merelyions that diversity is perceived to offer. As quit of a long-term strategy aimed at changing the corporate culture, more executives participate in team building sessions and other activities designed to support open dialogue among employees about diversity issues (Loden & Rosener, 1991). Diversity LeadershipThe second key aspect to diversity management is diversity leadership. Leaders should be able to influence employees to work toward the organizations objectives (Lussier, 2012). The organizations leadership should cultivate a mindset that acknowledges that diversity requires long-term heathenish change and interprets diversity to include all people (Loden, 1996). Loden (1996) states that rhetorical statements advocatingdiversity will not by themsel ves motivate change, and extensive leadership troth is needed to help diffuse the principles of diversity throughout the organization and into the attitudes of employees. This involvement requires time and energy on the part of senior leaders and is the approximately significant sign that diversity is a high priority in an organization (Loden, 1996). Policies and ProceduresPolicies and procedures of an organization regarding diversity make up the third aspect of diversity management. EEO is a legalistic response to workplace discrimination originally mandated by law. Affirmative arrive at programs are outgrowths of equal employment law. (Loden & Rosener, 1991) Loden and Rosener (1991) conclude that darn these programs have led to changes in the composition of the labor force, they have not been linked to an organizational culture change. They state that valuing diversity builds on the elementary premise of equal employment law and affirmative action, and that by instruction on the quality of the work environment, valuing diversity moves beyond affirmative action (Loden & Rosener, 1991). It acknowledges that hiring and promoting diverse people does not automatically lead to mutual respect, cooperation, and true integration (Loden & Rosener, 1991). Diversity TrainingThe last aspect of diversity management is diversity training, also sometimes referred to as awareness training. Diversity training programs aim to make people more aware of the issues and the opportunities that exist in reducing differential treatment, including awareness of attitudes airs, and biases (Morrison, 1992). According to Morrison (1992), focusing on theories, principles, demographic changes, and organizational benefits of increased diversity is common in diversity training, but it is unlikely to cause individuals to examine their personal values, attitudes, and behaviors.Diversity fostering is not achieved by one or two workshops, but requires a consistent, ceaseless effort to un derstand diversity concepts (Thomas, 2005). Diversity or awareness training for most organizations should consist of three major steps (1) Begin with leadership education. (2) Follow up with general manager and employee education about stereotyping and the dimensions of diversity. (3) stretch forth with ongoing seminars inmanaging diversity as a vital resource, understanding the dimensions of diversity, career development/efficacy of training for diverse employees, and so on (Loden & Rosener, 1991, p. 204). Accountability for DiversityEven though it is not one of the four main aspects of diversity management, it is important to talk about rewarding behavior that values diversity. As efforts to create the culture of diversity evolve, Morrison (1992) states that the three most commonly revised administrative procedures to hold employees accountable are accomplishment evaluations and resulting financial rewards, succession planning, and promotion systems. Employees and management at all levels should be held accountable for nurturing a culture that values diversity, and responsibility must be distributed throughout the organization if diversity goals are to be achieved (Morrison, 1992). Even in cases where employees do not personally endorse the philosophy, their workplace behavior should soothe be expected to support this change (Loden & Rosener, 1991). ConclusionsIn conclusion, diversity management does not focus on recruitment and hiring practices. Recruitment and hiring polices, such as Equal Employment Opportunity and Affirmative Action, are short term objectives and do not address organizational growth and development (Marquis, Lim, & Scott, 2008). Diversity management is a long term focus on evolution and utilizing the skills of a divorce labor force and focuses on striving to achieve organizational objectives while creating a positive work environment (Marquis, Lim, & Scott, 2008). However, diversity management is only effective if the culture of the organization values diversity (Sidel, 2009). An emphasis on valuing diversity needs to be implemented and back up by top management, and the leaders of an organization need to cultivate the belief and value of diversity (Loden, 1996). Programs and policies must go above and beyond the minimum legal requirements for recruitment and selection (Loden & Rosener, 1991). Training and awareness programs should include education about differences in beliefs, cultures, and opinions (Morrison, 1992).