“In order to successfully manage a culturally diverse workforce, managers should undertake diversity training. Discuss to what extent you agree with this statement, illustrating your answer with reference to company practice around the world.” ”
It has been demographic organizational change in the last two decades. In the beginning, diversity management is a supposedly new management paradigm from USA that to deal with the inequality and diversity issues of the workplace in the late 1980s(Kelly and Dobbin,1998; Thomas,1990). The relationships or interactions between employees and managers become increasingly complex. Authors as O'Reilly and Barsade(1999), Jehn (1995) and Polzer, Milton and Swann (2002) explained that diversity can bring positive outcomes as well as the challenges in the historically homogeneous environment of the workplace. For managing workforce diversity, many governmental, educational and other businesses began to develop strategies in the early 1990s. Ashakanasy et al (2002) stated that several factors influenced this trend, which are organizational emphases on teams, the shift to an economy, globalization and the knowledge workers. Many publications typically addressed the importance of organizational workforce diversity(Jamieson and O'Mara,1991; Cox,1993; Loden and Rosener, 1991; Cox and Blake, 1991). As such, the organization is faced with not only recruiting or training employees from different backgrounds, but also needs to manage the challenges. As diversity increases among organisations and employees, it is essential that human resource practitioners have to view different management strategies for the effective performance. The subject of diversity management has changed as increasing different background and preferences employees are representing the same organisation. According to Thomas (1991), the originally concept of diversity management is presented and his original definition is emphasized performance attributed to today's majority of definitions. In this paper, it is focussed on how diversity management influences the reputation of an organization, also, affects both outsider and insider sectors (i.e., perceptions of organization and interpersonal behavior.)
How organisations achieve and sustain competitive advantage is the fundamental question of strategic management(Teece, Pisano and Shuen, 1997). Recent empirical studies from McMahon (2010) have pointed out that diversity is a multifaceted reality with ethical implications and essentially competitive. However, diversity management is focusing on the social and organisation processes(e.g. Frech, 2001;Ryan and Haslam, 2005;Kalev, Kelly and Dobbin, 2006). Individual career outcomes or group process are playing an important role in the diversity management. Because of the different culture background of employees, it is required the managers that training or retraining for critical diversity of employment. Scholars have seen diversity the key driver of organization, which reflects the variety of skills, abilities and knowledges among top managers. That means managers are able to understand the complex culture background of employees, also work with the multicultural workplace. They should be identified the challenges that dealing with other cultures, and assess the best methods to reduce the conflict of diverse workplace. As Thomas' model stated that diversity is the mix of similarities and differences involving many dimensions in an organization, such as sexual orientation, race, age, educational level, ethnicity, religion, gender, geographic origin and other from organizational context itself, including location, job function and tenure. In addition, Cox(1993) explained it that diversity is "the representation, in one social system, of people with distinctly different group affiliations of cultural significance". However, successful management of diverse talents is addressing the potential impact of...
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