Existing Diversity PracticesAny set of people core-working cannot be modeled to act and react in a similar way. Diversity, therefore, is a healthy aspect of a people, brought together by fate and only seeking to achieve the set goals. Diversity can be defined as the existence of different characteristics, be it age, gender, sex, ethnicity, professionalism and levels of maturity, among others, between a people working under the same rules, in the same environment and towards a common goal (Smith, 1972). What can be said to be the main constituent of diversity practices in the workplace has to do with the culture of the people and of the organization as a whole.
In this context, culture is used to imply the explanation of how things are done in an environment, inclusive of individual and corporate behavior. Multiculturalism is observed in the workplaces, where diversity of the employees is portrayed. Many will wish to act as accorded by their own beliefs, sometimes granted and at times not, when they are compelled to adopt the culture of the organization in question. Change in organizational culture is necessary when there are imminent problems to avoid in future.
This also requires an assessment of existing culture and some elements of cross-cultural knowledge to understand exactly how members will react to the change. Leadership is essential to influence the organization’s work force to adapt change while at the same time, explain the specific reasons why the change is necessary for the success of the entire establishment. Attitudes, beliefs and values held by different people form the basis of multiculturalism in any given environment. At times these stem up positively, adding up to creativity and innovation in the concerned organization.
However, there are times when diversity, and especially when misconnected, works against the values set in place and impacts negatively on the well-being of the organization. These are times when diversity creates large gaps between the employees and leads to wrangles. A competition to qualify one culture as superior as and better than the other arises, making the environment unfit for any activity (Theodoulou & Kofinis, 2004). There are many barriers to diversity in the workplaces. Chief among these is the lack of sensitivity and tolerance from the employees.
These can be a result of their religious beliefs and ignorance of the communication schemes of other cultures (Reynolds & Leininger, 1993). Benefits of DiversityThe impact created by diversity in any organization, whether positive or negative almost entirely depends on how the management views and appreciates diversity. It has been a common aspect in almost all managements to perceive diversity as a negative aspect in the organization. Maybe this explains why each management will always seek to keep a people of their culture, and hence their ethnic group as their subordinates.
His, usually justified by those who practice it, has been said to work towards the success of the organization. To them, it aims at eliminating communication and understanding barriers, hence effectiveness and efficiency in the workplaces. On the other hand are the people who perceive diversity as having a notable percentage of people representing the minority ethnic groups, the disabled and as much as possible avoiding the people that belong to the same ethnic group as the managers? Depending on the context, this can be qualified or unqualified as being diversity.
To qualify it as a means towards achieving diversity will mean redefining diversity in the workplace, to solely refer to the physical and basic characteristics of the employees. Such diversity is all exclusive, seeking to exclude potential people from working in the organization in bid to achieve diversity (Theodoulou & Kofinis, 2004).