The paper "Benefits and Challenges of Diversity Management " is a great example of management coursework. The workplace should be inclusive to all workers for the business to be at its best. Diversity management deals with a strategy of making use of best practices to ensure the workplace is inclusive and conducive to all people of diverse cultures. When managers use successful strategies in diversity management, the business would be successful in its operations hence reaching its optimum regarding profitability and efficiency (Cox 45). It is, therefore, true that managers use diversity management as a source of competitive advantage in their organizations that they lead.
This essay deals with the benefits and challenges of diversity management while touching on the role of managers in diversity management. Various business organizations nowadays are a hub to different cultures. Migration has proven this because people move to different countries where they plunge into activities. There are various social, political, and cultural norms, which have come in handy with the immigratory patterns in the current world. Diversity, therefore, includes the visible and non-visible character traits that workers bring to work hence giving a different perspective on the approach to working.
These characteristics include physical, cultural, and socioeconomic. Physical characteristics include race, color, age, cognitive style, appearance, and personality (Cox 48). Nowadays different people of different age meet in a workplace hence exhibiting different experiences. The older workers usually have wider experience in a certain field compared to younger ones. Cultural diversity includes national originality, ethnic, and sexual orientation (Dwyer et al. 1009). With the passing of gays and lesbian laws in America, sexual orientation has been embraced hence bringing unique diversity to work.
People of different sexual orientations are respected. Lifestyle, marital status, language, and religion are also among the cultural diversity. Socio-economic diversity includes; profession, education levels, social class, and the job function (Richard et al. 164). Managers work hard to ensure that diversity is a tool for gaining a competitive edge rather than being an instrument to destroy their organizations. They, therefore, take diversity management to a higher level regarding synchronizing and giving it a better stint and weight. When diversity is upheld, all the people involved feel respected and motivated in achieving their targets.
This would then bring a meaningful contribution to the workplace. Managers would achieve diversity by ensuring that all the promotions and other appraisal are all based entirely on the performance of the workers without discriminating on cultural, political, or racial lines among other characteristics of diversity (Cox 52). This would make all the workers motivated to work hard respecting each other regardless of the diversity. Managers should also rate the qualification of each candidate based on experience’ s quality rather than any kinds of category.
It should not do with their age, social class, or nationality. In this way, a manager is on the right track in making use of diversity and ensuring that all the workers have been included in the organizational role to the fullest. Managers should also be at the forefront in encouraging diversity especially when it comes to the formation of workgroups and teams (Dwyer et al. 1013).
Cox, Taylor H., and Stacy Blake. "Managing cultural diversity: Implications for organizational competitiveness." The Executive (1991): 45-56.
Dwyer, Sean, Orlando C. Richard, and Ken Chadwick. "Gender diversity in management and firm performance: the influence of growth orientation and organizational culture." Journal of Business Research 56.12 (2003): 1009-1019.
Richard, Orlando C., et al. "Cultural diversity in management, firm performance, and the moderating role of entrepreneurial orientation dimensions." Academy of Management Journal 47.2 (2004): 255-266.
Richard, Orlando C. "Racial diversity, business strategy, and firm performance: A resource-based view." Academy of management journal 43.2 (2000): 164-177.
Thomas, David A., and Robin J. Ely. "Making differences matter: A new paradigm for managing diversity." Harvard business review 74.5 (1996): 79.