Diversity
Making differences matter: A new paradigm for managing diversity, written by David A. Thomas and Robin J. Ely, demonstrates the various types of diversity management, the ways in which they work, and how they can possibly have an adverse affect on companies. As stated in this article:
Our goal is to help business leaders see what their own approach to diversity currently is and how it may already have influenced their companies’ diversity efforts. Managers can learn to asses whether they need to change their diversity initiatives and how to accomplish those changes (Thomas & Ely, 1996, p. 81).
So what is diversity; and, how do we “manage” it? As defined in the context of the workplace, diversity means “acknowledging, understanding, accepting, valuing, and celebrating differences among people with respect to age, class, ethnicity, gender, physical and mental ability, race, sexual orientation, spiritual practice, and public assistance status” (Esty, et al., 1995). A paradigm is an example serving as a model. In the business world it could be defined as “a cognitive framework shared by members of any discipline or group: a company’s business paradigm” (paradigm, 2009, Collins English Dictionary). For many modern companies, there are two common models, or paradigms, used for managing diversity: the discrimination-and-fairness paradigm and the access-and-legitimacy paradigm. The authors also introduce a third: the learning-and-effectiveness paradigm, which is comprised of elements from the first two, and establishes a more modern and effective way to manage diversity in the workplace.
The discrimination-and-fairness paradigm operates on the assumption that “we are all the same” or “we aspire to being all the same” (Thomas & Ely, 1996, p. 81). Companies that use this paradigm focus on the numbers, or how well they achieve a minority “recruitment” level. They may even have programs to mentor and help minorities further advance their careers and train other employees
Our goal is to help business leaders see what their own approach to diversity currently is and how it may already have influenced their companies’ diversity efforts. Managers can learn to asses whether they need to change their diversity initiatives and how to accomplish those changes (Thomas & Ely, 1996, p. 81).
So what is diversity; and, how do we “manage” it? As defined in the context of the workplace, diversity means “acknowledging, understanding, accepting, valuing, and celebrating differences among people with respect to age, class, ethnicity, gender, physical and mental ability, race, sexual orientation, spiritual practice, and public assistance status” (Esty, et al., 1995). A paradigm is an example serving as a model. In the business world it could be defined as “a cognitive framework shared by members of any discipline or group: a company’s business paradigm” (paradigm, 2009, Collins English Dictionary). For many modern companies, there are two common models, or paradigms, used for managing diversity: the discrimination-and-fairness paradigm and the access-and-legitimacy paradigm. The authors also introduce a third: the learning-and-effectiveness paradigm, which is comprised of elements from the first two, and establishes a more modern and effective way to manage diversity in the workplace.
The discrimination-and-fairness paradigm operates on the assumption that “we are all the same” or “we aspire to being all the same” (Thomas & Ely, 1996, p. 81). Companies that use this paradigm focus on the numbers, or how well they achieve a minority “recruitment” level. They may even have programs to mentor and help minorities further advance their careers and train other employees
References: Esty, et al., (1995), as cited in Green, K., López, M., Wysocki, A. & Kepner, K., (n.d.), Diversity in the Workplace: Benefits, Challenges, and the Required Managerial Tools. Retrieved August 3, 2013 from http://edis.ifas.ufl.edu/hr022 Thomas, D. & Ely, R. J, (1996), Making Differences Matter: A New Paradigm for Managing Diversity. Harvard Business Review, Sept.-Oct. Whitelaw, K., (2010), Diversity Efforts Uneven In U.S. Companies. NPR. Retrieved August 3, 2013 from 2010http://angel.highline.edu/section/content/default.asp?WCI=pgDisplay&WCU=CRSCNT&ENTRY_ID=78F434BB8E81445AB71FB6BA62431DEB paradigm. 2009. In Collins English Online Dictionary - Complete & Unabridged 10th Edition. Retrieved August 3, 2013 from http://dictionary.reference.com/browse/paradigm?s=t assimilation. 2009. In Collins English Online Dictionary - Complete & Unabridged 10th Edition. Retrieved August 3, 2013 from http://dictionary.reference.com/browse/assimilation?s=t