Principles of management Diversity

Topics: Johannesburg, Organization, Discrimination Pages: 8 (1231 words) Published: May 29, 2014

Principles of Management
BUSE 2012
May 2014

Natalie Videira 674092


“Today’s organisation recognises that diversity is no longer just the right thing to do, it is a business imperative and perhaps the single most important factor of the twenty-first century for organisation performance” (Daft, Kendrick & Vershinina, 2010, p.477). With specific examples where appropriate:

The following assignment is aimed at exploring how current organizations are recognizing the importance of diversity. Embracing diversity is imperative and organizations are realizing that diversity is becoming one of the most important factors for an organization to thrive. The following assignment will cover four sub headings-

1. Defining and identifying various forms of diversity,
2. Discussing the benefits of embracing diversity
3. Identifying the antecedents of diversity
4. Discussing diversity initiatives and programmes that South African organisations are using to manage and embrace diversity

Embracing Diversity
The primary reasons for the introduction of equal treatment focused on women in the workforce having the equal opportunities as men in terms of jobs and income levels. It is reasonable to conclude that these values and projects have in most instances been embraced. When organizations embrace diversity it may guarantee employees maximize their potential and their contribution to the organization. Embracing diversity requires that no one is excluded. When an organization embraces diversity it concentrates on issues such as diversity of movement within an organization, the culture of the organization, and the meeting of business objectives. Embracing diversity should be a concern for all employees, especially managers. In South Africa there have numerous been extensions to equal treatment policies with the induction of additional legislations on disability and race issues. South Africa has seen positive results within many public and private organizations and businesses leading by examples of carrying out respectable practices, procedures and by improving policies that have been some of the barriers into employment tackled by certain disadvantaged groups that have been dealt with in a positive way. A diverse organization will need to have a team in which every single member of staff regardless of their age, gender, race, religion, disability, regardless of how they work, or how they look are valued as an individual and not classified into a member of a group. Organizations have a moral and social obligation to embrace diversity. Embracing and practicing multiple strategies around diversity issues in the workplace promotes the image projected by the organization. Most people prefer choosing to work for companies with a caring and welcoming attitude. There are also legal cases around infringements around diversity with current and future employment law. There are instances of some organizations facing massive legal costs and damage to their reputations because of poor employment practice and procedures. People can think of diversity by beginning to think of biological diversity of an ecosystem. Due to biological diversity of an ecosystem it increases its stability and productivity. Cultural diversity can be thought of as the same it brings together the resources and talents of many different people for the shared benefit of all. By organizations educating their staff to recognize similarities and appreciate differences of one another, together all can overcome discrimination and bias and work towards a more peaceful and productive country. If one does not understand another’s values, lifestyle, or beliefs, it is far easier to belittle them. By learning to embrace diversity it allows one to value their personal heritages and beliefs while respecting those of others. Embracing diversity throughout an organization it may guarantee employees maximize their...

Bibliography: Bury EST. Diversity. Available: Last accessed 20 May 2014.
Van Eron, A.M. (1995). Ways to assess diversity success. HR Magazine, 40 (8), 51-52.
Hayles, V.R. & Russell, A.M. (1997). The diversity directive: Why some initiatives fail and what to do about it. Chicago: Irwin.
Gordon, J. (1995). Different from what? Diversity as a performance issue. Training, 32 (1), 25-32
Nedbank Group. (2012). Cultural Sustainability. Available: Last accessed 20 May 2014.
HR5_AngloGold Ashanti_. (2006). Developing skills and embracing diversity – human resources. Available: Last accessed 20 May 2014.
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