Essays on The Importance of Managing Diversity and Organisational Culture Literature review

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The paper “ The Importance of Managing Diversity and Organisational Culture” is a sage example of the literature review on human resources. Diversity has emerged as one of the most common management terminologies and a key principle in framing business activities in the recent past. The terminology has gained prominence both in management theory and practice in the wake of an ever-changing global environment. Previously, diversity was seen by organizations as a legal obligation that had little significance in the core capabilities and potentials of an organization. However, this has changed as most organizations and managers are aware of the fact that diversity is a key ingredient for success.

For this reasons, firms are aware that they need to increase the diversity of their workforce in terms of religion, culture, race, ethnicity, gender, age, lifestyle, language, nationality, education, etc. organization has thus strategically positioned themselves in the labor market as destinations for all these varieties of workers. To accommodate and benefit from the diversity of the workforce, firms have adopted an organizational culture that respects and exploits diversity to increase organizational performance.

This paper thus borrows from relevant scholarly material to show that workplace diversity is the new frontier in organization management which when supported by a competent organizational culture enhances organizational performance and competitiveness. Diversity for today’ s managers is critical for organization successTo pursue diversity and achieves its benefits, managers must develop diversity policies that are incorporated as a business process on various levels. There are different approaches to diversity. One of them is the assimilation approach. This approach denies differences and seeks to transform employees, regardless of their differences into one homogenous unit (Pless & Maak, 2004).

The organization usually has a predetermined mindset or picture of what an employee working for that organization should be. Therefore, this approach ignores differences such as social and cultural backgrounds among others. New employees, expatriates, and foreigners have to abandon their unique identities and seek to conform to the standard expectations and bled in.

References

Allen, R., Dawson, G., Wheatley, K & White, C. 2008 ‘Perceived diversity and organisational performance’ Employee Relations Vol. 30 No. 1, pp. 20-33

Alvesson, (2012). Understanding organisational culture. London: Sage.

Barbosa, I & Cabral-Cardoso, C 2007 ‘Managing diversity in academic organisations: a challenge to organisational culture’, Women in Management Review, vol. 22, no. 4, pp. 274-288.

Day, R 2007 ‘Developing the multi-cultural organisation: managing diversity or understanding differences?’, Industrial and Commercial Training, vo. 39, no. 4, pp. 214-217.

Fujimoto, Y, Hartel, EJ & Azmat, F 2013 ‘Towards a diversity justice management model: integrating organisation justice and diversity management’, Social Responsibility Journal, vol. 9, no. 1, pp. 148-166.

Hicks-Clarke, D & Iles, P 2000 ‘Climate for diversity and its effects on career and organisational attitudes and perceptions’, Personnel Review, vo. 29, no. 3, pp. 3324-345.

Hoobler, J, Basadur, T & Lemmon, G 2007 ‘Management of a Diverse Workforce: Meanings and Practices’, The Journal of Equipment Lease Financing’, Winter, vol 25, no. 1, pp. 1-8.

Iverson, K 2000 ‘Managing for Effective Workforce Diversity’, Cornell Hotel and Restaurant Administration Quarterly, April, vol. 41, no. 2, pp. 31-38.

Kundu, SC 2003 ‘’Workforce diversity status: a study of employees’ reactions’, Industrial Management & Data Systems, vol. 103, no. 4, pp. 215-226.

Kwak, M 2003 ‘The Paradoxical Effects of Diversity’, MIT Sloan Management Review, Spring, pp. 7-8.

Lewis, S 2001 ‘Restructuring workplace cultures: the ultimate work-family challenge?’, Women in Management Review, vol. 16, no. 1, pp. 21-29.

O’Leary, BJ & Weathington, BL 2006 ‘Beyond the Business Case for Diversity in Organisations’, Employee Responsibilities & Rights Journal, December, vol. 18, issue 4, pp. 1-10.

Opstrup, N. & Villadsen, A. 2013 The Right Mix? Gender Diversity in Top Management Teams and Organisational Outcomes. Paper prepared for the 2013 Public Management Research Conference

Pless, NM & Maak, T 2004 ‘Building and Inclusive Diversity Culture: Principles, Processes and Practice’, Journal of Business Ethics, vol. 54, pp. 129-147.

Rajput, N, Marwah, P, Balli, R, & Gupta, M 2013 ‘Managing Multigenerational Workforce: Challenge for Millennium Managers’, International Journal of Marketing and Technology, vol. 3, issue 2, pp. 132-149.

Stoner, CR & Russell-Chaplin, LA 1997 ‘Creating a Culture of Diversity Management: Moving from Awareness to Action’, Business Forum, Spring-Fall, 22, 2/3, pp. 6-12.

Willcoxson, L & Millett, B 2000 ‘The Management of Organisational Culture’, Australian Journal of Management & Organisational Behaviour, vol. 3, no. 2, pp. 91-99.

Wilson, E 2000 ‘Inclusion, exclusion and ambiguity: The role of organisational culture’, Personnel Review, vol. 29, no. 3, pp. 274-303.

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