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Managing diversity in a global context



Table of Content
1 Introduction .......................................................................................................................... 2
2 Diversity management ......................................................................................................... 2
3 Dimensions of diversity around the world ........................................................................... 5
4 Diversity management in a global context........................................................................... 8
5 Conclusion ......................................................................................................................... 10
Reference.................................................................................................................................. 11
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1 Introduction
Global diversity management involves in setting various activities and interventions seeking to
leverage the difference of individuals not only in labor perspective but also consumer and
communication aspects in purpose of contributing to the wellbeing of a multinational organization.
Diversity management is considered as playing the key roles for organizational growth in today fiercely
competitive international marketplace. Organizations are required to think, act and innovate on the basic
of embracing diversities to seeking global market relevancy (Nishii and zbilgin, 2007). This report
aims to provide critical evaluation the matters arising in diversity management in organizations that
operate in a global setting.
2 Diversity management
The origination of the term diversity management is from North America however it has gradually
been leading in other areas and territories all over the world. Diversity management is the reference to
the voluntary organizational activities, which are planned at the creation of better enclosure of staffs
from different bases into the formal and informal organizational configurations via methodical policies
and programs. It is observed by Lorbiecki and Jack (2000) that altogether with the globalization
economy and the rise in multinational corporations, diversity management is no more the sole reference
to the labor force being heterogeneous intra one country but as well the implication to the labor force
arrangement throughout countries. The first kind, intra-national diversity management, is the reference
to the management of a diversified labor force of residents or migrants intra one sole national
organizational circumstance. An instance of this case would be a German-based firm with the institution
of rules and training plans for its staffs for the improvement of sensitivity and supply of employment
chances to people of ethnic minority parts and new migrants in its labor force. The later one, cross-
country diversity management, is the reference to the management of a labor force with the composition
of residents and migrants in various territories (e.g., a Korean-based firm with subsidiaries in Japan,
China, and Malaysia setting up diversity rules and trainings which might be appropriate in its head
offices and as well in its branches in such territories). Every single of such kind of diversity management
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is the presence of various obstacles and dilemmas, and every single of them requests a various series of
rules and programs (zbilgin and Tatli, 2008; Sippola and Smale, 2007; Barak, 2010). Beside the
performance as per the rules and regulations of the society in its home country, cross-national diversity
management requests hirers to consider carefully the legislation and culture condition in other territories,
varying upon in which their labor force will reside (Tung, 1993; Aguilera and Jackson, 2003; Nishii and
zbilgin, 2007; Lauring, 2012). Barak (2010) gave several examples of this issue. A firm set up in
South Africa must stick to the South African equivalent rights law, which forces it to make equal
treatment to men and women. In case the same firm owns a subsidiary in Saudi Arabia, yet, it will have
to make the treatment to its staffs as per the rules of that territory, which are dominated by the shariah
and pursue the Islamic convention of given gender tasks. In South Korea, another instance, there is a
dictation as per culture standards that married women with small children no longer go to work and stay
at home and sacrifice their rest entire life to their families. Thus, whilst an American firm is probably
going to offer training and promotion chances to young female (be compliant with antidiscrimination
law), its Korean branch might see such rules as wasteful of time, taking the Korean culture standards
into consideration. Cox (2001) remarks, the challenge of diversity is not just to own it but to make up
states where its prospect of being an operation obstacle is made to the minimum and its prospect of
being an operation enhancement is optimized. Diversity management is not only the reference to such
groups which have received the discrimination against or which are various from the leading or
privileged groups, but also to the blending of dissimilarities, resemblances and strains which can present
among the factors of a pluralistic blend. The usage of a jar of jelly beans (colorful sweets) as a
representation, Thomas (2001) strongly stresses that diversity management is coping with the combined
blend of the entire staffs, not only the latest supplements to the organizational labor force: To emphasize
this concept of blend, take into consideration a jar of red belly beans and suppose that there will be
several green and purple jelly beans added. A lot would trust that the green and purple jelly beans are the
representation of being diverse. The representation of being diverse is the outcome of the blending of
red, green and purple jelly beans. Whilst confronted with a mixture of diversified jelly beans, a lot of
supervisors have not been adopting diversity but, as an alternative, have been adopting the handling
method of the final jelly beans inserted to the blend. The real meaning of diversity is the suggestion that
you do care about racism, you take in all races; if you do care about gender, you take in both genders; if
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you do care about age matters, and you take in all age groups. Rather, it is to say, the blending is all
encompassing.
Additionally, there can be a creation of competitive advantage by diversity management in fields for
example marketing, issue resolving, and resource acquirement. Thus, as stated by Herriot and
Pemberton (1995), diversity management does not just mean the only sphere of the human resource role
in the corporation (as has been the circumstance with confirmatory or optimistic action proposals)
mainly targeted at complying with legal requests. It is a schematic corporation-wide attempt basing on
the idea that for the survival and flourishing of corporations there happens to be an essential value in
being diverse. Nevertheless, it is critical by BassettJones (2005); Sippola and Smale (2007) to remark
that thorough study in an international circumstance supposes that diversity management can bring
optimistic as well as pessimistic outcomes and hardly any variation and that a more nuanced moving
toward the connection between diversity management and organizational results is acceptable.

3 Conclusion
Diversity management is considered as one of essential tasks of any corporation operating in a global
context. Since it is involved in many different elements including organizational culture and changing
nature, it is not easy to be accomplished. While organizational culture and its diverse creates the
uniqueness that help organization to take advantages of competition, it also causes several problems of
operating in an international environment. It is thus required organization to have an effective risk
management system to best manage the diversities in a global setting in purpose of focusing on
improving organization knowledge and managing changing environmental trends.
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