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CONTEMPORARY MANAGEMENT ISSUE On “(WORK CULTURE DIVERSITY)” Submitted in partial fulfillment for the Award of degree of Master of Business Administration
Submitted By: DELNA SALIM MBA 2ND SEM
Submitted To:MR. KK MISHRA
Govt. Women’s Engineering College, Ajmer
“The relationship between Culture and Development should be clarified and deepened, in practical and constructive ways.”
We all have heard that the corporate sector has made substantial progress in dealing with diversity. However, with the recent problems of sexual harassment surfacing in the different services, I have to question this progress. Why do we continue to have these problems? Personally, I feel there is a lack of training. A two hour class on sexual harassment or cultural diversity isn’t enough to get to the root causes of these problems. Though this project only scratches the surface of the diversity issue in the corporate sector, these project made me examine my own feelings and attitudes and recognize areas where I can learn more and make changes. I hope this project will encourage others to do the same we owe it to ourselves, our peers and the people we lead. I’d like to thank my faculty advisor, Mr. KK Mishra. He planted the seed for this project and provided insightful feedback and guidance throughout. I would also like to thank Mrs.Neetu Rathore who also took the time for providing me additional ideas for consideration.
I express my sincere thanks to my project guide, Mr. KK MISHRA, Deptt MBA., for guiding me right form the inception till the successful completion of the project. I sincerely acknowledge him for extending their valuable guidance, support for literature, critical reviews of project and the report and above all the moral support he had provided to me with all stages of this project. I would also like to thank my seniors and friends for their help and cooperation throughout our project. DELNA SALIM
TABLE OF CONTENTS
S.NO. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. PARTICULARS Introduction Meaning of Culture Definition of Culture What is Diversity? Definition Of Diversity Dimension of Diversity Is Diversity Only About Women And Minority? What Exactly Does Diversity Include? Why does Cultural Diversity In Workplace Matter? Principle Of Diversity Management Statement Of Philosophies and Approach Regarding Workplace Diversity? Impact Of Diversity On Individual and Organisation Interactional Model Of The Impact Of Diversity On Individual Career Outcomes And Organisational Effectiveness Impact On Corporate And Competitive Behaviour Diversity Management Objectives Diversity Management And Employment Value Proposition(EVP) Managing Cultural Diversity At Workplace Approaches To Managing Diversity The Importance of Culture And Diversity In Successfully Building An Organisation Potential Problems, Barriers and Challenges To Managing Diversity Best Strategies For Working With Diversity Component Of Effective Diversity Training Trends Tools To Improve Diversity Management In Organisation PAGE NO 6 7-8 8 9 9 10-11 12 12 13-14 15 16-17 18 19-21
14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24.
22 23 23-24 24 25-26 26-27 27-29 29-30 30 31 31-32
35. 26. 5 . 36. 31. 29. Coping With Workforce Diversity For Manager Valuing Diversity Workplace Diversity Issues Attitudes And Workforce Diversity How Hiring a Culturally Diverse Workforce Can Benefit Your Business How Your Business Benefits From Diversity Advantages And Disadvantages Of Diversity Management of Diversity In leading INC’s >Accenture Diversity >Google Diversity >Infosys Diversity > TCS Diversity >Wipro Diversity Diversity Pays Does Workforce Diversity Live Upto Its Promises? Conclusion Bibliography 32-33 33-35 35 35-36 36 37-38 39-40 41-44 41 42 42-43 43 44 45 46 47 33. 34.25. 30. 32. 27. 28.
or physical disability . age. Diversity management is a managerial approach in response to these trends and can help companies to effectively and efficiently manage their personnel diversity.regardless of their race. ethnicity. communication. a marketing tool to induce customers to buy certain products or services.wins. personnel made up of diverse and multifaceted people. then to accommodate individual needs within the context of the work team and the organization. our business can't thrive unless we implement a Workforce diversity initiative. It requires an ever-increasing awareness of how people from different backgrounds deal with authority. i. Companies. sexual preference. It requires HR professionals first to recruit a competent and qualified staff. Promoting workforce diversity is a process that takes place in many stages and on many levels. Top managers often say that their company's people are its most important asset. To be successful at creating workforce diversity program involves attracting and retaining the highest quality individuals in the talent pool. In today's world of cultural diversity.INTRODUCTION Today. the world is submerged in a wide range of demographic trends which have the potential to radically change the demographic. and relate to their communities of affiliation. cultural and ethical mixture of the population in many countries within just a few decades. For the HR professional it means looking beyond obvious recruitment methods and venues for good people. once a homogenous group in many countries. Besides tapping into the unique abilities and talents of people from different backgrounds. are increasingly diverse and need to be integrated within and into working environments. we can improve our image in the community by opening up a place of business to anyone regardless of race. Diversity can present an immense source of opportunities but it can also mean the opposite. a big threat. religion. Employees.e. at the beginning of the 21st century. then learning how to manage human potential sensitively. gender. are growingly forced to react. The text argues that a diverse workforce can be regarded as an instrument of sales promotion. color. especially big multinational players which have to deal with these changes. sexual orientation and disability. In a tight job market and a global economy a company that puts people first . 6 . gender. overall business etiquette.
There are seven dimensions that capture the essence of an organization’s culture that are described in the figure. there are systems or patterns of values. the organizational culture – the way we do things around here. manners.Meaning Of Culture: Culture (from the Latin cultura stemming from colere. meaning "to cultivate. myths. "almost an inspiration which gives to all work that finish which is almost art"--Joseph Conrad The attitudes and behavior that are characteristic of a particular social group or organization. letters. having a flawless or impeccable quality. These shared values determine to a large degree what employees see and how they respond to their world. "the developing drug culture". and practices that have evolved over time. "I admired the exquisite refinement of his prose". "the reason that the agency is doomed to inaction has something to do with the FBI culture" It’s a system of shared meaning and beliefs held by organizational members that determines. In many organizations. how they act. Just as tribal cultures have rules and taboos that dictate how members will act toward each other and outsiders. "early Mayan civilization" The tastes in art and manners that are favored by a social group Acculturation: all the knowledge and values shared by a society Polish: a highly developed state of perfection. in large degree. "they performed with great polish".influences what employees can do and how they conceptualize. In every organization. analyze. It represents a common perception held by the organization’s members. organizations have cultures that govern how its members should behave. Appraising an organization on these seven dimensions gives a composite picture of the organization’s culture. one of these cultural dimensions often rises above the others and essentially shapes the organization’s personality and the way organizational members do their work. define. When confronted with problems or work issues. rituals. and resolve issues. symbols. 7 .") generally refers to patterns of human activity and the symbolic structures that give such activities significance and importance. • • • • • A particular society at a particular time and place. Each of the characteristics exists on a continuum from low to high. scholarly pursuits ect. The quality in a person or society that arises from a concern for what is regarded as excellent in arts.
let all the windows be open. Definition of Culture: “Let my house not be walled on four sides.” (Mahatma Gandhi) To understand culture. The following definitions shall display the main components of culture. community practices.Thus. Geert Hofstede’s definition of culture in his book ‘Cultures and Organizations: Software of the Mind’ is: “Culture consists of unwritten rules of the social game. culture is the whole complex of distinctive spiritual. It is the collective programming of the human mind that distinguishes the members of one human group from those of another. material.” 8 . Culture in this sense is a system of collectively held values. and material or built forms. intellectual and emotional features that characterizes a society or a group. let all the cultures blow in. but let no culture blow me off my feet. we need to be able to define it although there are various definitions to culture. It includes creative expressions.
use different strategies for interaction. Definition Diversity management is a combination of programs. You/they may be more or less ‘normal’ on different dimensions Recognize that cultural interaction is not static. or it may be differences in culture. not countries. Confront concerns regarding identity and autonomy. It includes all the characteristics. Recognize individual variance within your own culture as well as the other in terms of specific dimensions. both yours and theirs. experiences. policies and activities that support an environment wherein employee differences are valued and integrated into each part of the organization's operations. education. Diversity can be identified as physical characteristics such as skin color and gender. Diversity as an engine…… • • • • • • • • Use a cultural-general approach – diagnose cultural dimensions. Successful diversity management initiatives enhance both the performance and the cohesiveness of an organization 9 . skills. It assists in developing and promoting culturally diverse employees to ensure that managers retain and capitalize on the ideas and skills those employees bring to the organization. and differences of each individual. look for rub-off effects and enjoy. People need to feel valued and not coerced. Recognize your own cultural profile. personality type. Each of these traits brings their own perspective and skills to the workplace.WHAT IS DIVERSITY? Diversity is variety. Anticipate clashes with others. but a dynamic process. questioning. Depending on the degree of familiarity of each culture. Analyse different levels of culture: use multiple approaches of observation. Avoid assuming differences or similarities where there are none. and interpretation. Seek similarities as well as differences. or upbringing.
Dimensions of Diversity 10 .
married. Gender: biological sex determined by male or female chromosomes. feel.The following are brief explanations of the primary and secondary categories of diversity: Age: the number of years a person has been alive. Work experience: the employment and volunteer positions the person has held in organization. religion. 11 . Physical abilities and qualities: a variety of characteristics. Geographic location: the location(s) in which the person was raised or spent a significant part of his life. widowed. including national origin. facial features. physical size. Religious belief: fundamental teachings received about deities and values acquired from formal or informal religious practices. representing superficial physical differences. including body type. Personal style: tendency of the individual to think. food and customs. Ethnicity: identification with a cultural group that has shared traditions and heritage. specific physical and mental talents. language. such as eye form and skin colour. Parental status: having or not having children. or divorced. Sexual orientation: feelings of sexual attraction towards members of the same or opposite gender. Marital status: the person’s situation as never married. Education: the individual’s formal and informal learning and training. Race: the biological groupings within humankind. or act in a particular way. Income: the economic conditions in which the person grew up and his current economic status.
but to picture it as the uniqueness of every individual. extrovert) Rate (MK. doers. Democrat. external. While race. having a group of doers will get you nowhere as everyone will be trying to accomplish something without a clear goal or vision to guide them. v. etc. It does not need people fighting and distrusting other team members! Organizations need an extremely diverse group of people on each and every team.Is diversity only about women and minorities? No. This is where HRD needs to focus its efforts. homosexual and heterosexual. . sex.) Religion Personality type (introvert vs. female and male. introvert and extrovert. Jew and Christian. the most apparent aspects of diversity.. Coast Guard members are expected to treat each other professionally and respectfully regardless of individual differences. etc. and physical characteristics are easily identifiable differences. What Exactly Does Diversity Include? Diversity is not only black and white. young and old. there are many other dimensions of diversity. The essence of diversity should NOT be to picture diversity as race. but the diversity of every individual. YN) Education level As Guardians. organizers. having a group of team builders will get you nowhere. Midwest) Political party affiliation (Republican. liberal and conservative. team builders. An organization needs controllers. religion. . Most organizations picture diversity in very limited terms. 12 . will people want to help the team as a whole to succeed. and organizational. Likewise. gender. and therefore.S. thinkers. slow learner and fast learner. Diversity dimensions can be internal. dreamers. to reach the goals that make an organization the best. helping people to realize that it takes a wide variety of people to become the best and that they need to have the ability to be able to rely on everyone on their team. scholar and sports-person. Only by accepting this distinctiveness in others. Independent. controlling type and people type. no matter how different another person may be. etc. age. For example. etc. (See chart above) Here are some examples: • • • • • • Regional origin (Southern U. as everyone will be out trying to create a team.
When a group or segment of our population is excluded or oppressed. heterosexual. or ideal for business success. is white. For our businesses and communities to not only survive. More of us DO NOT fit the societal prescription of what is normal and acceptable. So what are we to do? We can all strive for change. she is harming herself as well. it benefits everyone involved. Another fact this criteria illustrates is that more of us live IN the margins than do not. When a white woman snubs an ethnic woman.Why Does Cultural Diversity In The Workplace Matter? Cultural Diversity matters to every single one of us. for instance. When all segments are respected and utilized. we all must do our best to function as productive. popular culture. Our communities are rich with human resources. or accomplishments. You can not automatically assume that society's view of you is unobstructed or based solely on your individual character. We can all be proactive in our decisions and lifestyles rather than reactive to ignorance and intolerance. happy individuals. each of us needs to be aware and sensitive to ALL the members of the community. Unfortunately. qualifications. you may be put in the situation to "second guess" or question one's motives in their interactions and responses to you. In regards to cultural diversity in the workplace. you are on the margins if you are: a woman have ANY ethnic background that is non-white are not a heterosexual are not a Christian are not between the ages of 21-50 If you can answer "yes" to any one of these criteria. young. you live in the margins. both professionally and personally. To be in a margin means that you are not a part of the mainstream. all of us are denied. our popular culture. and she is only perpetuating and cementing her place there. 13 . prejudices. but to thrive. While this all may be true. and male. and stereotypes about YOU as an individual. Christian. In this nation. The white woman lives in the same margin as the ethnic woman. This means that there are obstacles. A great many of us live on the "margins" of society.
etc. 14 . Work environment directly affects unit performance. religion. increases job satisfaction.. makes each of us unique. the mission suffers when members can't work as a team. Whether it's a boarding team. Ideas our nation once embraced about assimilation are now inappropriate and outdated. and retains valuable employees.America is the most diverse nation in the world. Cultural diversity in the workplace is becoming more and more desired. or a staff unit. life experience. an AVDET. Such an environment enhances effectiveness. This means that we all need to learn to accept what is different from us and respect it. We all want to contribute to a productive and positive work environment. For someone who lives on the margins to assimilate into a single idea of acceptance to fit into society is a gross violation of their individual identity and rights. Thus. Our ethnicity.
PRINCIPLES OF DIVERSITY MANAGEMENT 15 .
continuing to seek homeostasis.STATEMENT OF PHILOSOPHY AND APPROACH REGARDING WORKPLACE DIVERSITY Gardenswartz & Rowe is committed to creating organizational environments that welcome and include everyone while diminishing and excluding no one. Diversity in today's pluralistic organizations gives us a prime arena in which to do this work. Human beings are ethnocentric. homeless and affluent. resilient and productive people have an opportunity to flourish. immigrant and native. white and black. seeing the world through their own narrow view and judging the world by their familiar yardstick. The human species resists change. . Diversity goes beyond race and gender. This makes the constant adaptation required by diversity difficult for people already overwhelmed by staggering transitions. we have developed a belief system and a paradigm for dealing with diversity that is rooted in the following principles. or writing books and training materials. all of us have responsibility for removing them. Human beings find comfort and trust in likeness. 16 . gang members and corporate professionals. our work with organizations draws us toward creating organizational climates permeated with respect and dignity. places where healthy. consulting. History shows us that we rarely do it voluntarily. Over the years. Diversity is an "inside job. Whether through training. There is a tendency to seek the company of those most similar to us. young and old." Rather. however. and all of us are at times both perpetrators and victims of discrimination and stereotypes. ." meaning that diversity is not about "them. and expectations about others. It is difficult for people to share power. beliefs. Human beings have been socialized to behave in certain ways. it is about each person coming to terms with his or her attitudes. The diversity tent is big enough to include everyone . No one is the target of blame for current inequities.
and full of the possibilities of exploration. Customize their work with each client. Are recognized speakers on global and domestic diversity. It involves bridge-building that focuses on increasing understanding and expanding a repertoire of skills for all participants. Impact of Diversity on Individuals and Organizations 17 . and the connection to the real world of consumers and employees is always made. They have written a number of books on diversity and have created over 300 activities and training tools upon which to draw. The learning environment G&R creates is magic. It includes knowledge about different cultures as well as the interpersonal and management skills necessary for survival in today's global work world. Lee Gardenswartz & Anita Rowe… Are published authors of seminal materials in the field. Gardenswartz & Rowe has been working with diversity since 1977. it is strongly application oriented. Their extensive experience can be seen in the learning climate. They were named ASTD Trainer of the Year in 1985 and the Society for Human Resources Management (SHRM) awarded their book Managing Diversity: A Complete Desk Reference and Planning Guide. It is safe. The content of training goes beyond awareness. the Book of the Year award in 1994.The Gardenswartz & Rowe Difference G&R's approach is non-confrontational. While the training begins with intrapersonal awareness as a necessary starting point. have been professionally recognized. secure. The "so what" question is asked. open. Are co-founders of the Global Diversity Roundtable design and regularly present the Diversity Train-the-Trainer Certificate Program through SHRM.
marital status. Interactional Model of the Impact of Diversity on Individual Career Outcomes and Organizational Effectiveness 18 . Primary dimensions being age. He ties together his research and uses information on gender. Dr. gender. Another point about this model is that it treats group identities in a more sophisticated way instead of the traditional way.” 1 It can further define diversity in primary and secondary dimensions. nationality. These impact our “self esteem and self definition. income. When developing this model. A final point about this model is that it proposes that the impact of diversity on an organization is an interaction of the environment and individuals. Cultural Diversity in Organizations—Theory. geographic location. gender and nationality. physical abilities/qualities. they have the most impact on groups in the workplace and society. Jr. age and other areas of diversity to create this model. Cultural diversity has been defined as “the representation. Yet. race.” 2 Additionally.There have been so many changes in the cultural make-up of organizations that it becomes imperative for leaders and supervisors to understand cultural diversity and how it can affect their organization. or hispanic. background and values. The primary dimensions “shape our basic selfimage as well as our fundamental world view. he also used areas that are just as important in the corporate such as job function. in one social system. white. The secondary dimensions include educational background. Research and Practice. racioethnicity. ethnicity. For example. we have traditionally grouped people together based solely on physical characteristics such as black. this categorical treatment ignores how the individual identifies with the culture of the group. In his book. of people with distinctly different group affiliations of cultural significance. not only did Cox use the traditional areas of diversity such as race. Taylor Cox. religious beliefs and work experience. and sexual/affectional orientation.” 3 These dimensions are not exact—there are times when the secondary dimensions will have as much impact as the primary dimensions. provides a conceptual model showing the impact of diversity on an organization.
DIVERSITY CLIMATE Individual Level Factors Identity Structures Prejudice Stereotyping Personality Group/Intergroup Factors Cultural Differences Ethnocentrism Intergroup Conflict Organizational-Level Factors Culture and Acculturation Process Structural Integration Informal Integration Institutional Bias in Human Resource Systems INDIVIDUAL CAREER OUTCOMES Affective Outcomes Job/Career Satisfaction Organizational Identification Job Involvement Achievement Outcomes Job Performance Ratings Compensation Promotion/Horizontal Mobility Rates 19 .
group/intergroup and organizational. Cox defines affective outcomes as to “how people feel and think about their jobs and their employers…what people believe about their opportunities in the work environment is of vital importance regardless of whether or not these beliefs are consistent with the facts.”6 Additionally. at least theoretically.” 20 . Cox defines achievement outcomes as “tangible measures that are. This climate may influence individual and organizational outcomes either as affective outcomes or achievement outcomes. indexes of the employee’s contribution to the organization. “a set of individual.ORGANIZATIONAL EFFECTIVENESS First Level Attendance Turnover Productivity Work Quality Recruiting Success Creativity/Innovation Problem Solving Workgroup Cohesiveness and Communication Second Level Market Share Profitability Achievement of Formal Organizational Goals The logic of the model shows that a person’s group affiliations such as age. So. “by understanding the diversity climate we can predict effects on individual outcomes and ultimately effects of diversity on organizational effectiveness. the individual and organizational outcomes can impact affective outcomes and achievement outcomes.” If an individual feels valued by the organization. How does diversity effect organizational performance? As Cox’s model suggests. according to the model. they will contribute more to meeting the goals of the organization.” These can include performance ratings and promotion rates. gender and race can be analyzed on three levels: individual. group and organizational factors interact to influence a set of individual outcomes that in turn influence organizational outcomes. These collectively will define the diversity climate of the organization. These individual outcomes may impact organizational factors such as work quality and productivity.
Creativity may also be enhanced by a diverse group.There are direct effects of diversity on organizations. the contributions of all members must be recognized so that individuals will want to share their creative ideas with the group. because of the structured environment we operate in. But. stereotyping. identity structures. communications can pose an obstacle to a diverse group. ethnocentrism and informal integration will be defined.” Once this is recognized. 21 . prejudice. provide more critical analyses of the alternatives and “lower the probability of groupthink. Although the other factors are also applicable to the corporate. Specifically. Processes such as problem Solving. action can be taken to try to overcome these difficulties. Finally. “Communication differences related to culture may become the source of misunderstandings and ultimately lower workgroup effectiveness. These processes are critical to any organization and diversity can either complement these processes or provide challenges to overcome. change in those areas require more than self-examination.” It is necessary for the group to understand the differences of the other members of the group. Problem solving in a diverse group will provide different perspectives. the group may have conflicts in trying to solve problems. This is reflected in Cox’s model by the arrow that extends from the diversity climate to the organizational outcomes. Examining selected factors from the diversity climate listed in the model and how they can be applied to the military will provide the foundation of how diversity can impact an organization. otherwise. creativity and communications will be effected by diversity.
IMPACT ON COOPERATIVE AND COMPETITIVE BEHAVIOR: Team work and competitive assignments are legitimate and recurrent tools in the strategic activities of many business organizations. Journal of Diversity Management – Fourth Quarter 2007 Volume 2. What is surprising is that within the same group. differences in physical attributes do affect these issues with equal force. Blacks. In addition to inter-cultural differences. Hispanics and Caucasians and concluded that those from collectivist cultural traditions exhibit more cooperative behavior than those from individualistic cultural origins. Cox (1991) examined the effects on group tasks of ethnic group differences between Asians. some intracultural attributes have been found to exert significant behavioral tendencies that affect interpersonal interactions. Physical observable differences or phenotypes. Knowledge of how cultural diversity affects the effectiveness of these work arrangements is significant for managerial decision making. It is not surprising that persons of phenotypes different from the majority group tend to have less favorable work experiences and career outcomes (such as satisfaction. promotion etc) than persons from the majority phenotype. compensation. Number 4 3 22 . affect the level of acceptability and assimilation of organization members even within their own cultural groups. for instance.
To support this objective. an employment value proposition is the set of attributes that the labor market and employees perceive as the value they gain through employment in an organization. Cultural awareness — Achieve a work environment that supports cultural diversity and uses the varied experiences of employees to create a highperformance organization. Diversity buy-in — Achieve an organizational acceptance that views diversity as a competitive advantage in terms of achieving high performance and improving problem-solving techniques. those applicants maintain a high level of commitment to the organization.Diversity Management Objectives The ultimate objective is for diversity to become a valued and institutionalized component of business processes in high performance organizations. once hired. in policy-making positions. the diversity plan works to achieve: • • • • Diversity at all employment levels — Achieve diversity levels that reflect the population of the State of North Carolina at all employment levels and specifically. Each objective must be qualitatively or quantitatively measured Diversity Management and the Employment Value Proposition (EVP) According to the Corporate Leadership Council. Attraction Drivers Impacted by Diversity Management Compensation YES Health benefits Organizational stability Work-Life balance Future career opportunities YES YES YES YES Commitment Drivers Job-Interests alignment People management Respect Manager quality Development opportunities Impacted by Diversity Management YES YES YES YES YES 23 . Performance organization — Ensure that the varied talents and experiences of all employees are contributing to and supporting the business operations of the organization. The benefits of achieving a successful EVP is the ability to increase an organization's attractiveness to talented job applicants and ensuring that.
but cultural diversity in the workplace can also help improve the company's competitive position in the marketplace. each of which may have a substantial effect on the way they do business. However. Not only can diverse management styles achieve the same results as traditional methods. Different cultural groups have different values. small businesses need to be aware of these issues as well. styles. When you work effectively with your community. As a small business owner. 24 .Respect Job-Interests alignment Location Retirement benefits Ethics YES YES YES Future career opportunities Senior leadership reputation Ethics "Great Employer" recognition Meritocracy YES YES YES YES YES Managing Cultural Diversity in the Workplace The management of cultural diversity in the workplace can be considered a response to the need to recognize. it is important that you AND your employees are aware of the importance of respecting diversity when dealing with your clients. and personalities. your awareness and respect of cultural diversity in the workplace truly matters to your employees and your client base. In addition. employers should recognize these differences as benefits. both you and the community benefit. training is now common place in the corporate world. respect and capitalize on the different backgrounds in our society in terms of race. and gender. You must create a balance of respect and understanding in the workplace to have happy and optimally productive workers. Diversity. Rather than punishing or stifling these different management styles because they do not conform to the traditional white (male) management methods. ethnicity. or sensitivity.
For example. They want to be treated like everyone else. Empathy is particularly important in managing diversity because members of diverse group often feel that only they can truly understand the challenges or problem they are facing. managers can also encourage diverse employees. but the employee also must learn about the rituals. By learning how to empathize with the feeling of employees and by offering encouragement. Empathy Closely linked to the individual learning is empathy. In this learning process. and assistance.APPROACHES TO MANAGING DIVERSITY 1. managers must learn and experiences as much as they can about developing appropriate behaviour. customs and values of the firm or the work unit. many organizations have begun assigning mentors to women and minorities. Manager must also note that people who are disabled do not want special treatment. socialize them in the cultural values of the organization. The purpose of the mentor programme is to help support member of a diverse group in their jobs. advice. and support. and pragmatically help their chances for development and advancement. 3. to give them candid feedback regarding how they are being treated. Manager must be able to understand and interest with diverse groups. 2. Learning Many managers are often unprepared to deal with diversity due to their inexperience. Mentoring Mentoring is an act of providing counseling.They can learn more about the diverse group’s personal values and how the individuals like to be treated. the manager can play an important role in more effectively managing diversity. guidance. many women are discriminated against or harassed at workplace because of their gender differences. Many managers are unaware of their biased treatment of employees. gender or religion. Empathy is an important because it helps the manager understand diverse employee’s point of view. It is the ability to put oneself in another’s place and see things from that person’s point of view. regardless of age. 4. Hence managers must be able to communicate openly and one on one. 25 . guidance. Socializing This is also a good method to manage diversity in organizations. In recent years. Socializing an ethnically diverse work force is a two-way proposition. not only must the managers learn about the employee’s cultural background. at the heart of learning process is communication. They are unsure to respond. To prepare themselves.
Although education remains an important factor. especially in this economy. to consider candidates without a degree. rites. Many started their career in high school or college. I conducted searches for top executives in the hospitality industry with clients who initially said the position necessitated finding a person who had a minimum of a bachelor degree. and growing the right talent is crucial to business success. The right culture fit may be even more important than having a top degree. rituals. Corporate culture starts at the top with the vision and strategy of leaders who recognize the value of a team in sync. the best people for the top jobs may not be the ones who are the most educated. and perspectives. flexibility. got married. creativity. Today. a respected leader. and social adaptability. in the end. etc . As managers hire new talent. On three different occasions. maintaining. they need to know the art of matchmaking. beginning with the knowledge that excellent credentials and skills alone are not 26 . including board members.5. gained significant positions of responsibility. There are a number of people in the hospitality industry. its inner values. I placed a candidate who did not have a degree but was a strong self-starter. In one of the searches. and a great fit for the corporate culture. who have reached fairly senior positions without having a college degree. Each time they agreed. in networking activities. But academic intelligence and a strong resume are not necessarily the most critical elements of a top candidate. The Importance of Culture and Diversity in Successfully Building an Organization Finding. development programmes for all high-potential managers. they are in top positions at thriving companies and considered leading executives by their competitors. with a compatible personality. and dropped out of school. job rotation. It can be much more crucial to fit into the corporate culture. There include network and support groups. recognition events and awards. Development practices Development practices focus on preparing diverse employees for greater responsibility and advancement.
POTENTIAL PROBLEMS. It is important to know not just how the company currently operates. In order to match a candidate to a company’s culture. Whether the company needs to mirror its own environment with new leaders who can carry an existing vision. With this fuller understanding. and talents). Differences are viewed as weakness: The belief that differences are viewed as weakness creates roadblock to diversity. but also how it envisions its future. These can prevent people from working effectively. BARRIERS AND CHALLENGES TO MANAGING DIVERSITY 1. poor performance. and poor organizational commitment on the part of its victims. intellectual honesty. Prejudice and discrimination can serve as barriers to effectively managing diversity. this promotes the view that diversity hiring will mean sacrificing competence and quality.enough. aspirations. passion. as well as to identify the candidate SWEAT (strengths. The end result has to be an environment that fits the culture where the candidate is capable of making a positive contribution. respect. weaknesses. 27 . feelings of injustice. and reaping the benefits that can be derived from a diverse workforce. 2. experiences. Prejudice and Discrimination: Prejudice and discrimination on the part of majority group member s has the potential to do more harm. the most appropriate person can be more easily matched to corporate needs and expectations. getting along with each other. or needs to install a change agent who is academic one ﾝ and tough enough to deal with some weak links in the organization. initiative. Companies that understand their own cultural style and can identify a matching approach in potential candidates are able to make more informed decisions about the kind of people they need to round out their team with compatible expectations. These also create poor public relations and lawsuits. In turn. an underlying understanding of the corporate culture can mean the difference between success and failure. it is important to thoroughly understand in what type of business environments the candidate has been successful. leading to stress. The company must also identify core values that can be matched by a candidate’s personal integrity. and a desire to succeed.
or harass members of minority group. frusted employees. It stands to reasons that diversity efforts may be met with considerable resistance when individuals are forced to interact with others unlike themselves. 9. High-status groups may downgrade. Different cultures have different norms about what is appropriate. 7. and slowness. and underused skill. ignore. Stereotyping results in lower commitment. Diversity also increases errors. 6. 4. These difficulties include misunderstandings. Conflict can also arise. Communication problems: Perhaps the most negative effect of diversity is communication problems. Poor career planning: This barrier is associated with the lack of opportunities for diverse employees to get the type of work assignments that qualify them for senior management positions. block. Group members often inappropriately stereotype their “different” colleagues rather than accurately perceiving and evaluating those individual’s contribution capabilities. Group members may assume they interpret things similarly when in fact they do not because of their different frames of references. they can prevent an organization from developing an exclusive workplace. We see and hear what we expect to see and hear. 8. inefficiencies. Speeds are lost when not all group members are fluent in the same language. Stereotyping: We learn to see the world in a certain way based on our backgrounds and experiences. 5. When such power differential exists. Such stereotypes in turn affect how people are treated. aspirations. and more comfortable with. high turnover. others like themselves. Resistance to change: People are more highly attracted to. Power differential: Power is not equally distributed among the individuals and group in a diverse organization. Ethnocentrisms: The ethnocentrism barrier represents the feeling that one’s cultural rules and norms are superior or more appropriate than the rules and norms of another culture. values and culture act as filters and distort. Our interest. inaccuracies. and select what we see and hear. and decision making take more time. Politics: 28 . and motivations.3.
educating employees on specific cultural differences. 29 . can fill a company's needs in areas such as awareness-building. Support is especially important. The experts we consulted said that the six best strategies for working with diversity are: • • • • • • training and education programs organizational policies that mandate fairness and equity for all employees mentoring programs for minority employees more systematic career guidance and planning programs performance appraisal systems that are non-discriminatory outreach programs. Training and education programs vary in style and content from organization to organization. providing the skills necessary for working in diverse work teams. attitudes. so that employees can understand their own as well as other cultures. an often used approach. Hostile working environment: Diversity may create an unsupportive and hostile working environment for diverse employees. skill development. such as internship programs. targeting recruitment in the community. obtaining top management support. application. All forms of training should include awareness-building. and support. No single approach to working with diversity can be recommended for all organizational situations. beliefs. and strengths and weaknesses. Diverse employees are frequently excluded from social events and the friendly camaraderie that takes place in most offices. and are heavily influenced by the organization's definition of diversity. as numerous authors have acknowledged that potential benefits of training will not be likely to occur unless trainees return to a supportive environment for applying what they have learned. helping employees understand the need for valuing diversity.Diverse employees may not get promoted because they do not know how to “play the game” of getting along getting ahead in an organization. scholarships. Best Strategies for Working with Diversity Organizations must provide employees with skills for operating in a multicultural environment. 10. Research reveals that women and people of colour are excluded from organizational networks. and lectures at schools Training and education. skill building. behaviors. However. and providing skills and development activities necessary for diverse groups to do their job and have the opportunity for advancement. values.
And due to workforce makeup. with new goals and implementation initiatives. especially commitment and support from top management. or Los Angeles. or as guidelines for comparison. and its results may provide support for continuing with diversity programs. weaknesses. A clearly focused evaluation plan can bring the organization to a place where it can see its successes and then create a "re-vision" for the future. as well as how they might "sell" diversity training to management when they feel it is needed. Every organization has a culture of its own. This raises the important question of what HRD professionals might do to insure and maintain management support in firms where training is already being conducted. 30 . Our study confirms previous research that program success depends on many organizational aspects. diversity needs vary greatly.integrating diversity into all company functions. Components of Effective Diversity Training Programs These components can be used by human resource development (HRD) professionals in developing diversity training programs in their organizations. using a combination of strategies. shaped by the people who founded it and staff it. Evaluation is also a way to fight against critics. Our study indicates that effective diversity training is: • • • • integrated with the organization's education and training systems combined with other diversity initiatives within the organization delivered to all employees (including top-level managers) planned to include accountability Ongoing evaluation is critical to the success of any diversity initiative. An effective diversity training program begins with identifying the specific organizational needs and culture. for example. Tucson. a company in northern Illinois will have very different needs than a company in Miami. and creating a corporate culture that supports diversity can be used with any approach to improve outcomes. it is impossible to improve content and delivery. and impacts. long-term information about a program's strengths. Human resource development professionals need to make top management aware that productivity and profits depend on full utilization of the workforce. Without concrete.
Recent attacks on affirmative action provide new evidence that diversity remains a controversial topic. and economy diverse work teams will become prevalent in organizations diversity will become more of a business concern than a social concern. and be more closely linked to competitive strategies diverse populations will make and spend more money. and this increase in wealth will empower diversity senior managers will become more involved in diversity issues because they will realize that the diverse workforce needs to be better utilized in order to remain competitive more training professionals will face the challenge of dealing with backlash diversity training will be integrated more with other types of training The task of managing diversity in the future may not be an easy one. and wars all attest to this difficulty. marketplace. which will lead to a more global workforce. 31 . History has shown that the struggle for greater inclusiveness of all people has not been easy. together with integration with other organizational change efforts. or watch their productivity and competitiveness slip. Civil right laws. political events. will be needed. These efforts can substantially increase the company's productivity and profits over the long run. A long-term perspective on diversity initiatives. HRD professionals need to be prepared to deal with the inevitable possibility that not everyone will accept diversity as a worthwhile goal. especially with the potential for backlash. Organizations of the future must place more emphasis on valuing and managing diversity. Diversity efforts should be linked to organizational needs and objectives through need assessments and evaluation.Trends The experts we consulted agree that workforce diversity will become an increasingly important trend for the following reasons: • • • • • • • more globalization of corporations.
senior management needs to demonstrate their commitment to workplace diversity and hold themselves and others accountable to see that diversity policies are successfully implemented within the organization. Diversity by definition means “a point of difference” which every individual possesses. 2. Emphasizing a learning and integration perspective has a motivating effect on both management and employees and can ensure the long-term success of the diversity program. 5. 32 . Ensure senior management commitment and accountability As with any organizational change initiative. Frame the diversity management initiative as an opportunity for integration and learning. can sometimes have a polarizing effect on those employees who are not the target of the initiative. Articulate how diversity is important to the overall functioning of the business Whether it be to attract new clientele from demographic groups that are not traditionally a part of your client base or to increase innovation among your staff – consideration should be given to how the new diversity strategy will benefit the company. engage workgroups in teambuilding exercises that help to facilitate communication and integration of work activity as well as create pride in one’s work group or organization. Valuing the diversity of all employees will unite employees under one common banner.TOOLS TO IMPROVE DIVERSITY MANAGEMENT IN ORGANISATION There are a number of things that organizations can do to maximize the benefit of diversity in the workplace and successfully integrate a diverse workforce. 1. Emphasize the value of diversity of all employees Focusing a diversity initiative on one demographic group. Emphasize solidarity with the team or department To minimize the effect of in-group/out-groups. 4. such as women for example. Framing diversity initiatives in a manner that highlights previous conflict or discrimination can have a negative impact on organization’s ability to successfully manage workforce diversity. 3.
this world continues to exist so far because of its diversity. By doing this. hence a diverse workforce is more of a plus than minus for businesses. which is more capable of dealing with challenges. where some sort of brain storming is needed. To manage a diverse workforce efficiently. you are closing your doors to a more versatile workforce. you may end up killing the creativity of your staff. If we go by the definition. a business having no originality or inventiveness can never reach its true potential. making appraisal plans or launching a new business. 33 . there's no need to panic. despite of so many disasters and challenges. with the intention of developing a more standardized workforce. Sometimes the differences are trivial and hard to notice. race or gender. religious sectors. A diverse workforce results in a more flexible and innovative business. you need to accept diversity and allow your employees to carry and develop their own unique personalities (as long as it doesn't clash with office discipline and business objectives). any business having two or more than two employees coming from different age groups. however workforce diversity is not limited to just large companies. but also a bad management decision.Coping with the workforce diversity for manager Workforce diversity is often considered a characteristic of large corporations. which a more diverse group can easily point out. genders or experiences is more likely to miss out some noteworthy aspects. Wasting your time in planning to avoid people coming from difference age groups. a manager should be having excellent communication skills and an understanding of human behaviors. Workforce diversity is not something to be wary of. etc is basically having a diverse workforce. if you find yourself managing a multitalented workforce. even if it requires a little bit more planning and thinking at manager's end. Take the example of this world. Do's: First of all. By doing this. because it brings so many different perspectives and thought patterns to the organization. Don’ts: Never go over the top with your efforts to eradicate individuality from the work place. ethnic backgrounds. gender or religious backgrounds is not only a discriminatory practice. As a manager. A group that consists of managers or attendees with similar ages. That is why. It comes handy during the process of decision making and business meetings. sometimes quite flagrant. you must make use of the diversity when making some important decisions like finalizing a project. with considerably large pool of employees.
3. Recruit broadly: When you have job openings. The acceptance must be reflected in actions and words. Strive to be flexible: Part of valuing diversity is recognizing that different groups have different needs and values. 4. Provide diversity training to help all employees see the value in diversity. Be flexible in accommodating employee requests.VALUING DIVERSITY Diversity covers a wide variety of issues including communicating with employees whose first language is not English. work to get a diverse applicant pool. Particularly ensure that selection tests are job related. A manager can improve handling of diversity issues by following these behaviors: 1. Accept the value of diversity for its own sake not simply because you have to. Helping a diverse team cope with conflict. since this tends to produce candidates similar to existing work force. 34 . Embrace diversity: Successfully valuing diversity starts with accepting the principle of multiculturalism. 5. An exception is that if the present workforce is fairly diversified then there is no harm in accepting referrals from current employees. Sensitize all employees: Encourage all employees to embrace diversity. Avoid relying on referrals from current employees. learning which rewards are valued by different groups. Select fairly: Make sure your selection process does not discriminate. 2. Provide orientation and training: Making the transition from outsider to insider can be particularly difficult for nontraditional employees. and dealing with discrimination. 6.
race. all castes and creed. 35 . Reinforce employee differences: Encourage employees to embrace and value diverse views. For that matter does not reflect in the working at all making the manager task more easy. We can say differential treatment continues in the government sector due to political orientations and it is not the minority or backward but majority and so called forward classes are the sufferers. Workplace Diversity Issues Consider the following challenges and assess whether they are posing problems within your workplace: • • • • • Aptitude testing – some aptitude tests do not account for cultural differences when offering choices for situations. attitudinal differences and stress. miscommunication. Celebrate diversity by accentuating its positive aspects. Create traditions and ceremonies that promote diversity. Bilingualism – the inability to speak both English and French can impede some employees from employment options and/or advancement. and lack of cohesiveness. 8. language or lifestyle. Decision making with bias or prejudice – decisions such as who should be promoted (glass ceilings can be a problem within multicultural workplaces with diversity challenges). This also must be eliminated and only one class must get the support that is economically backward class belonging to minorities. and values of employees. single. English-only communication – language barriers can effect proper intercultural communication with staff and customers. But also be prepared to deal with the challenges of diversity such as mistrust. Seek to motivate individually: A manager or the superior must be aware of the back ground. The motivation factors for a full time working mother to support her two young children are different from the needs of a young. who should be recognized with an award or accolades and who receives preferential treatment or perks can be influenced by differences in culture.7. Recognition of religious holidays – some employers do not understand the importance of certain religious holidays and this can cause great tension. part-time employee or an older employee who is working to supplement his or her retirement income. In the current scenario in metro cities and corporate companies there are very few problems with minority or traditional sector of employees are treated differently. cultures.
For instance. People are pressed to examine themselves and to confront ethnic and cultural stereotypes they might hold. The majority of the US employers and a substantial proportion of medium-sized and smaller one sponsor some sort of diversity training. A progressive and reputed restaurant puts all its managers through two days of intensive diversity training. many organizations have added diversity exercises that focus on relationship with coworkers from Middle Eastern backgrounds and followers of the Islamic faith 36 . and explain why they resettled in another country. When participants see a film in which people are segregated and stereotyped according to their eye color participants see what it is like to be judged by something over which they have no control. with each day lasting seven to nine hours. Some examples: Police officers in an advanced country receive 36 hours of diversity training each year. Therefore organizations are investing in training to help reshape the attitudes of employees. Then participants typically take part in group discussions or panels with representatives from diverse groups. Following the terrorists attacks of September11. 2001. For instance. What do these diversity programs look like and how do they address attitude changes? They almost all include a self-evaluation phase. a Hmong man might describe his family life in Southeast Asia. Additional activities designed to change attitudes include arranging for people to do volunteer work in community or social service centers in order to meet face to face with individuals and groups from diverse backgrounds and using exercise that let participants feel what it like to be different. The Administration sponsors a mandatory eight-hour diversity seminar for employees of its Western region. gender. and other diversity issues. a male telling a female colleague that he thinks her shoes are sexy may become a career limiting episode today. For example a comment to a coworker of the opposite sex 20 years ago might have been taken as a compliment.• Unequal pay scales – inequities in salaries are often seen where new immigrants are hired to fulfill lower level roles regardless of their qualifications ATTITUDES AND WORKFORCE DIVERSITY Managers are increasingly concerned with changing employee attitudes to reflect shifting perspectives on racial.
It exists in different households and communities. from the suburbs to the city. It’s that different point of view that you need to have. where companies in different countries do business regularly and the internet gives even the smallest business the potential to have a global presence. Ideas for products that cater to a particular culture or community of people can come from your employees. Business Is about Opportunity Small business is about finding opportunities and taking advantage of them. embracing a diverse workforce has become more necessary than ever. The cultures that people come from can provide your company with opportunities that you may have not seen or known about. By hiring a diverse set of people you give your company a better chance to tap into markets that you might not have realized even existed. A Different Perspective A different point of view can be invaluable to your business. Diversity is a part of the very fabric of society and it can also become a part of your business as well. The cultures they were raised in can prove to be very important to your company. People come from a great many backgrounds and there is no reason that your 37 . Cultural diversity exists all around us. In today’s global economy. If you have employees with a variety of backgrounds then you have people with a much different point of view than your own. How Your Business Benefits from Diversity Your business will need people with many different skills and experiences. By choosing people of varying backgrounds your business can benefit from the different experiences these people have gone through. You need every edge you can get as a small business owner and the source of the opportunity or bit of insight should not matter to you as much as the results do. The idea of cultural diversity is not just about hiring people of different races. or hiring people from different religions. It’s not even just about hiring workers from different countries.How Hiring a Culturally Diverse Workforce Can Benefit Your Business Hiring a workforce that is culturally diverse can only be beneficial to your business because it provides a point of view from sources that are totally unique.
business shouldn’t benefit from it. Employees from diverse backgrounds bring individual talents and experiences in suggesting ideas that are flexible in adapting to fluctuating markets and customer demands. resulting in higher productivity. and allocation of resources. Broader service range – A diverse collection of skills and experiences (e. sourcing. Company-wide strategies can then be executed.A diverse workforce that feels comfortable communicating varying points of view provides a larger pool of ideas and experiences. profit. and return on investment.g. 38 . Variety of viewpoints . cultural understanding) allows a company to provide service to customers on a global basis. The organization can draw from that pool to meet business strategy needs and the needs of customers more effectively. languages. The question is will you hold your business back or embrace the idea of cultural diversity in your workforce? Increased adaptability – Organizations employing a diverse workforce can supply a greater variety of solutions to problems in service. More effective execution – Companies that encourage diversity in the workplace inspire all of their employees to perform to their highest ability.
1989). Traditionally. A study of the U. Tsui. 1982). but also resulted in better land management decisions that were more responsive to the desires and needs of the populations served (Brown and Harris. 1993). This. 1991. 1991). and can even degenerate into dysfunctional conflicts. 40 . Diversity does not fare as well under conditions of uncertainty and complexity which may lead to confusion and frustration. Third. The capabilities of women and minorities offer a wider labor pool. Lobel and MacLeod. Egan and O’Reilly (1992) found diversity to be associated with lower levels of psychological identification with group members which would tend to detract from overall performance and result in adverse effects on organizational measures of productivity. In problem-solving situations. multicultural organizations have an advantage in attracting and retaining the best talent. in research-oriented and hi-tech industries. Cox and Blake. Diversity can make it harder to arrive at an agreement on a particular course of action. Women. and can result in negative dynamics and cultural clashes that can create work disadvantages for women and minorities. 1994). economic and cultural environments of foreign nations (Adler. cultural conflicts between majority and minority group members are usually resolved in favor of the majority groups. for instance. First. in turn. social. Higher turnover and absenteeism are special problems identified with multi-cultural organizations. and are better able to adapt to changes. absenteeism and turnover. a multicultural organization is better suited to serve a diverse external clientele in a more increasingly global market. and are more likely to display multiple perspectives and interpretations in dealing with complex issues.ADVANTAGES OF DIVERSITY There is substantial literature which argues that diversity has performance advantages over homogenous work structures (Cox. In an analysis of 151 work groups. possess better ability to extract expanded meanings. Such organizations are less susceptible to “groupthink. extraordinary costs in time and financial resources can negate the benefits of synergy. political. the broad base of talents generated by a gender-and ethnic-diverse organization becomes a priceless advantage. creates significant barriers to full participation by minority members in potentially conflict situations.S. “Creativity thrives on diversity” (Morgan. Organizations that are able to attract and retain qualified minority group members and keep faith with them through fair and equitable career advancement treatments. DISADVANTAGES OF DIVERSITY Diversity has some drawbacks which moderate its significant advantages.” Fifth. Second. Homogenous groups have been reported to outperform culturally diverse groups especially where there are serious communication issues which make it more difficult for everybody to make optimal contributions to the group effort (Sheridan. are said to have higher tolerance for ambiguity than men (Rotter & O’Connell. 1991). It concluded that the creation of a diverse mix of employees was not only more reflective of the diverse public which the Forest Service serves. gain competitive advantage and derive high quality human resources dividends. multicultural organizations are found to be better at problem solving. Forest Service suggests advantages of a culturally diverse organization in the development and management of natural resource policies. Fourth. Such organizations have a better understanding of the requirements of the legal. multicultural organizations tend to possess more organizational flexibility.
1989). 1993. Schwartz (1989).000 employees. turnover among women in professional jobs was double that of men and the rate for Blacks was 2. Cox estimated that absentee differences attributable to multiculturalism would cost a company an average of three million dollars per year (Cox. 1968). and Scott and McClelan. Number 4 5 41 . Meisenheimer (1990) found a 58% higher rate of absenteeism for women compared to men. In a study of twenty work units. (1990) arrived at similar findings of two-to-one turnover rate for women versus men. Turnover for Blacks has been recorded at 40% greater than for Whites (Bergmann and Krause. Using a hypothetical company of 10. p. Journal of Diversity Management – Fourth Quarter 2007 Volume 2. O’Reilly. A Corning Glass study reported that between 1980 and 1987. They concluded that out-group members were more likely to leave the organization.Several research studies since the 1960’s have found women and other minorities to be consistently higher on absenteeism and turnover than their majority-member counterparts.25).5 times greater than for Whites (Hymowitz. Caldwell and Barnett (1989) concluded that heterogeneity in groups was associated with lower levels of group social integration which resulted in higher individual turnover.
cultures.” said Armelle Carminati-Rabasse." 42 . we must do the same regarding our commitment to diversity. different attitudes toward conflict (44 per cent) and different decision-making styles (44 per cent). and values of employees. "We know the markets we serve are growing increasingly diverse and we are proud of how diversity management has become part of our day-to-day business practices. and it’s a key element of achieving high performance. "To consistently take our business growth to the next level and beyond. single. “Our company comprises people from a wide range of cultural. The motivation factors for a full time working mother to support her two young children are different from the needs of a young. educational and geographic backgrounds–people who are able to challenge conventional thought.Management of Diversity in leading INC’s A manager or the superior must be aware of the background. Our rich diversity is part of what makes our company strong. Accenture’s managing director of Human Capital and Diversity globally.” In an independent study commissioned by Accenture on cross-cultural communication problems. ADP Vice President and Chief Diversity Officer. it was found that the chief factors causing problems between onshore and offshore workers were different communication styles (76 per cent of the times). different approaches to completing talks (53 per cent)." said Clyde Jones. This recognition from Diversity Inc is an important acknowledgement that we have continued to move in the right direction. offer unique perspectives and generate innovative ideas. part-time employee or an older employee who is working to supplement his or her retirement ACCENTURE DIVERSITY Accenture is passionately committed to cultivating a diverse workforce both because it’s the right thing to do. About 200 US business executives whose companies have outsourced business processes outside the country were interviewed here.
methods. It encourages all employees to focus on the commonalities they share and leverage their differences towards productive teamwork. and we're applying that same focus to establish a balanced representation of employees at Google. Engineering & Research INFOSYS DIVERSITY Globalization has changed the character of the modern workplace global company’s employee base should reflect the diversity of the world it serves. and our continued success depends on the best minds working from different perspectives and insights.GOOGLE DIVERSITY "Diversity plays a large role in the way we're developing our engineering organization around the world. people bring to the workplace contrasting opinions and worldviews. the company is able to recruit new employees from all available global talent pools and provide paths to employment to all members of world societies. these efforts help us more accurately and relevantly represent our users.Google SVP. employment histories." Alan Eustace . and perspectives. genders and gender identities. they develop new ideas. Infosys was the first Indian IT company to establish a company office to manage and drive all company initiatives dealing with diversity and inclusion. Infosys actively fosters inclusivity across all of its business units and in every one of its company offices. including talented individuals from groups who may have in the past been underrepresented within the IT industry. Inclusivity ultimately makes for a more informed and sensitive employee base that is better able to serve clients. Infosys strives to employ people representing the widest possible variety of nationalities. In the end. Today they have employees from over 70 countries. In doing so. We're building a large worldwide office presence to establish ample global representation among our engineers. Women constitute more than 32% of their workforce. and levels of physical ability. As these people interact. Infosys recognizes and promotes this power of diversity to drive innovation. Within such a diverse company. sexual orientations. 43 . cultures.
TCS has announced plans to hire about 4. In 2006 and 2007. "We want people to retain their identity yet be integrated into the company Currently. Infosys BPO received the Helen Keller award for the best employer from the National Centre for Promotion of Employment for Disabled People (NCPEDP).000 people from across the world. Infosys won the first NASSCOM-India Today corporate award for excellence in gender inclusivity in 2007. Infosys announced an intake of 300 graduates from universities in the US in 2006 and about 25 from universities in the UK in 2007 as part of its commitment to create a diversified workforce. The Indian workplace is no different from global MNCs. speakers emphasized that managing a diverse workforce is no longer a choice. It provides avenues for vocational. but being salad bowls. The new employees will develop their engineering skills at Infosys Development Centers across India for six months before returning to Infosys offices in the US.EXECUTIVE VICE PRESIDENT and head Global human resource." said Mr. 44 . TCS DIVERSITY Diversity in companies is no longer about being melting pots. S PADMANABHAN. but an imperative. personal and psychological counsel to enable professional and personal development." according to Grady Searcy. IWIN recognizes the unique aspirations and needs of women.5 per cent of our workforce consists of non-Indians.Infosys Women Inclusivity Network (IWIN) promotes a gender-sensitive work environment. Infosys actively seeks to hire and train persons with disabilities. In a session on managing cross-cultural teams. 7. TCS said while speaking at the NASSCOM HR Summit on `The War for Talent' held recently in Chennai.
The WoW initiative has been launched as a chapter of the Wipro's Diversity Council. as the company's Green Ambassadors will influence a change in the environment by undertaking various projects that emphasize on the aspect of 'Green'. WoW will also work towards creating visibility for its female leadership. the WOW charter will include several initiatives that have a significant social impact and where women can play a catalytic role in ushering change.WIPRO DIVERSITY Wipro launched of its Women of Wipro (WoW) initiative. the community and self-development would be the other highlight of initiative. 45 . coinciding with the international Women's Day. The council consists of representatives from every function at a senior level. called "Shades of Green". both internally and externally. Wipro Chairman Azim Premji said: "In Corporate India. The 'Eco-Bag' contains quick and easy list of green steps. Building sustainable and growing networks that contribute to the success of business." Eco Bags specially made for women employees were given away on the occasion. There is no doubt that having more women in an organization can help in making it more profitable. The initiative will be driven by the Green Ambassadors at a personal level. There are many instances where the so-called glass ceiling has been shattered. I have been seeing very positive shifts in the last few decades that have made it easier for women to contribute to organizational growth. The Core Diversity Council has been set up to breathe life into these initiatives so that they don't remain buried in a PowerPoint presentation. Wipro honored its women workforce with the title of 'Green Ambassadors' besides felicitating women achievers. Going forward.
then we shouldn't start! Let's not forget.. And frankly. what trends do we see in India? If we take women in the workforce as a prime indicator. women have occupied positions of leadership. we have to begin at the top.g. However. and have made a mark on the world stage. How do we get there if our start point is three women in a workforce of hundreds? As always. Further.DIVERSITY PAYS Today. Throughout the rich history of our nation. are an increasing number of women assuming senior leadership positions? As a nation we have much to be proud of. there is no question that the signs are encouraging. to society and to employees. Female infanticide and low levels of female literacy indicate that many sections of our society are yet to accord an equal status to women. If the captains don't get it. Effective diversity measures and evaluation processes that determine the ROI of diversity management can provide an organization with invaluable information to support key business imperatives--such as the impact of diversity training and areas of improvement needed for recruitment strategies. with growing global consensus that workforce diversity is important. So what is the connection? It is simple but important. once a company builds a diverse team the pay back is through superior performance. we have much to worry about as well. This will not be easy. diversity initiatives that receive public acknowledgment through awards (e. But are they similar across the country? Do companies big and small drive the change with the same vigor? Are we witnessing these trends across industries or only in more 'progressive' sectors? And more importantly. promote gender diversity and spread the talent net as wide as possible. Workforce diversity is an obligation to shareholders. businesses in India have a responsibility to send a strong message by their actions . Diversity In Top 50 Companies for Diversity) help attract bright talent and positively affect company brand and reputation.everybody counts. 46 . in this talent scarce market companies (should) want to attract people of all backgrounds.
We live in a society where prejudice is still very much alive and yet political correctness competes for the attention of people as a way to deal with those things that some individuals are afraid to say. But what about age? What about sexual orientation. people argue that you shouldn't judge people by their race. it is acceptable for a company to suggest that they need a more "diverse" workforce. they need to ponder the reasoning. so are we being reverse racist by trying to diversify? If people should be judged the same. Too much in the hiring processes of many organizations remains subjective. but sometimes forget about other aspects. political affiliation. What if a company said.Does workforce diversity live up to its promise? The difficulty with the concept of diversity is that people are unsure what it really means. If they say that they want to diversify "because they should be more diversified". For example. we sometimes like to hire people with "experience" but isn't that discriminating against people who have not worked as much? The bottom line with workforce diversity is that people and organizations need to articulate why they value it as a concept. If a company wants to diversify. We need to hire more Republicans". but think about diversity and consider what it really means. then the meaning is kind of lost. how can we say that bringing in people of different races will actually create a diverse workforce? What if you hire some "ethnic minorities" and it turns out that they think and act exactly the same as everyone else? What if you hire people and they think so differently that the company starts to have internal issues? Again. we have too many Democrats on staff. this often refers to the racial makeup of their staff. As mentioned above. At the same time. we could make the same argument about diversity in different areas. People will tout discrimination laws but people are always hard-pressed to show that companies actively discriminate against them. Diversity is difficult to quantify because we tend to hone in on certain human factors. As it is. or religious beliefs? Today. 47 . "You know. That may sound like a silly statement. we tend to think about race or ethnicity when it comes to diversity.
CONCLUSION The extent to which managers recognize diversity and its potential advantages and disadvantages defines an organization’s approach to managing the diversity. Hence. Thus it is more of a challenge which later becomes an opportunity for an organization in different aspect 48 . appreciation. organizations are still stuck on the problem of getting people to value diversity and have not yet determined ways to utilize and exploit it. more especially in their strategies formulation on the diversity of workforce. It is the duty of the management to critically evaluate the benefits of workforce diversity in their organization. In terms of organizational learning. and utilization. valuing. with the diversity of the workforce. the organization would be internally and externally competitive. such as the survival of the firm. It is the approach to diversity. not the diversity itself which determines the actual positive and negative outcomes. On the other hand the management should put in place conditions which would enhance the workforce diversity in their organizations. acceptance. It is believed that organizations should put in place strategies to enhance workforce diversity. We argued that an important consideration while examining both these outcomes of team diversity is the demographic context in which teams function. In today's fast-paced work environment a successful organization is one where diversity is the norm and not the exception. Workforce diversity can have both positive and negative outcomes in organizations. No organization in this world of globalization would survive without workforce diversity. Although. Diversity behaviors in organizations is incomplete without acknowledging the role of a broader organizational context in shaping these behaviors. the process of diversification of organizations has six stages: denial. recognition. Managing diversity in organizations absolutely dependent upon the acceptance of some primary objectives to which employees are willing to commit.
Cultural Diversity in Organizations—Theory. Dr. 2nd Taylor Cox. Tex t And Cases. Journal of Diversity Management – Fourth Quarter 2007 Volume 2. SUDHA GS ”Organisational Behaviour”. Research and Practice.BIBLIOGRAPHY 1. 3. edition 2010 2. Number 4 5 49 . Jr.