Diversity in Work and Organisation Essay Example | Topics and Well Written Essays - 2000 words

Diversity in Work and Organisation - Essay patternIt must change to reflect the said renewal and in so doing, partially contribute towards the improvement of cross-cultural, transnational and cross-linguistic paradigms (Hon and Brunner, 2000 Grin and Korth, 2005 Morrison, 2006). If they are to effectively perform within the bounds of multicultural societies and ethnically diverse markets, organizations must hire a diverse pool of talented people who bring skills such(prenominal) as language and cultural expertise to the equation.Changing demographic realties, whether on the local or the spherical level, have brought a plethora of challenges and opportunities to the fore. As regards opportunities, people who previously have been denied the opportunity for full culture of their talents may achieve greater opportunities. However, these opportunities to minorities and vicissitude have been created through struggle, particularly opposition from the dominant majority. To calm these issues, organisations commonly talk about implementing diversity programs and other initiatives to increase understanding of different cultures and to help acclimatise foreign individuals into society and, herein, lies the greatest challenge (Hon and Brunner, 2000 Grin and Korth, 2005 Morrison, 2006). The challenge to the positive and constructive exploitation of the opportunities which diversity promises lies in the focussing of diversity through the adoption of employee diversity pedagogy programmes, ultimately lending to the schooling of an organisations human resources. While the majority of Western companies have openly expressed their commitment to diversity management within an HRD context, Morrison (2006) argues that commitment has been largely limited to rhetoric, as opposed to action and HR training. Diversity rhetoric, as opposed to action, abounds. This does not imply, however, that the rhetoric is without value or does not have the potentially to constructively swea r the design of diversity training programmes. As Edelman, Riggs, and Drita (2001) point out, the diversity rhetoric which pervades management and HR journals positively directs organisations towards the management of diversity, the value of diversity and the real-time benefits which organisations may accrue from adopting flexible management ways which are impulsive to defer to the interests of individuals, and able to resolve new types of conflicts that arise from various cultural backgrounds. Moreover, this new management style needs to be supportive of various lifestyles, able to match different types of people to appropriate jobs, and free to accommodate different methods of accomplishing work and evaluating people (Edelman, Riggs and Drita, 2001).Diversity rhetoric has, in some cases, translated into a recipe for action. Companies have begun providing diversity training, particularly to managers. As early as 1991, a study of 406 organizations showed that 63% provided divers ity training for managers, 50% provided a statement on diversity from top management, 39% provided diversity training for employees, and 31% had a diversity task force (Winterle, 1992). According to Gilbert and Ivancevich (2000), as organisations and societies have nonplus