Managing Complexity and Diversity

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Running Head: Managing Complexity

Managing Complexity and Diversity
James Wilkerson

Managing Complexity and Diversity

Diversity and complexity are growing in the workforce and as a result a new kind of manager is needed. Sharon Mavin and Gil Girling(2000) describe the benefits of diversity, " the proven benefits of diversity are that the best candidates are employed, the culture is one in which the potential of all employees is realized, flexible working arrangements are offered, employees are valued, motivated, developed, and encouraged to progress in the organization(p.422)." Managing diversity can be challenging and some HR professionals believe, "Understanding and accepting differences is crucial to success in any realm of interpersonal or organizational endeavor(Hostager,and DeMeuse, 2002, p.17)" My belief is complexity is something that can be managed by putting in controls and processes that keep complexity to a minimum. Peter Child and Raimund Deiderichs write in The McKinsey Quarterly (1991,) "Complexity management requires long-term, cross-functional, top management involvement, but a series of immediate actions can stall the growth of further complexity and actually, in many cases, reduce existing complexity"(p.51). I believe globalization of organizations require the managing of diversity and complexity as key components of an organizations strategic planning. Tools used to Manage Diversity

There are many management and training tools an organization can use to help an organization adapt to a changing workplace. Communication is the cornerstone of making diversity work. In addition a strong leader who is dedicated to the fairness and inclusion of all employees is needed to make diversity work. Ted Childs writes in Human Resource Management how leadership at IBM handled racial diversity in the 1950's," Mr. Watson replied that during negotiations with the governors building of IBM plants, be told them there would be no "separate...
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