Managing Diversity in the Workplace Valuing Term Paper

Pages: 7 (3023 words)  ·  Bibliography Sources: ≈ 6  ·  File: .docx  ·  Level: College Senior  ·  Topic: Business - Management

Managing Diversity in the Workplace

Valuing diversity should be a consistent effort of every professional development- from the top leadership to employees at all levels within the organization.

The growing economic liberalism necessitated increasing communication among people of varied cultures, faiths and milieu. Presently people are not dealing with a protected market. They are presently succumbed to global liberalization and prone to competition forced by almost every continent. The diversity is considered advantageous to both contacts and employers. Irrespective of the fact that the associates are considered mutually dependent in the workplaces, due regard to their differences have profound impact on enhancement of productivity. The diversity in the workplace decreases the number of law suits and enhances the marketing opportunities, recruitment, creativity and business image. In an environment that commands flexibility and creativity as the prime elements for competitiveness, diversity is considered to be significant for the success of the organization. Moreover, the results of this cannot be set aside. Such organizations- both profit and non-profit ones necessitate diversity to become more creative and prone to change. (Diversity in the Workplace: Benefits, Challenges, and the Required Managerial Tools)Download full Download Microsoft Word File
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TOPIC: Term Paper on Managing Diversity in the Workplace Valuing Diversity Assignment

The maximization and capitalization of the workplace diversity has been a matter of great concern for the management at present. As the diversity in management is considered to be a significant organizational challenge, the managers must be aware of the managerial skills necessitated in a multicultural work environment. The supervisors and managers are required to be capable of teaching themselves and others within their organizations to regard the multicultural variations in both associates and customers so as to treat everybody with self-respect. (Diversity in the Workplace: Benefits, Challenges, and the Required Managerial Tools) The managers at the top level of the organization emphasize that the people of the company are their most significant asset. The companies striving to surpass the traditional ideology acknowledge that the people are most important in the competitive environment irrespective of the fact of race, religion, gender, age, sexual preference, or physical disability for accomplishing success. (Recruiting and Managing a Diverse Workforce) It has therefore been urged in various decisive works for the necessity of the organizations to invest, create and sustain a culture of a diverse human resource base. This is due to the fact that the people are considered to be the most important asset of the organization. (Managing Diverse Workforce -- Views of a Bystander: Management, Recruitment, Socialization, and Teamwork)


The accomplishment of success in creating a workforce diversity program requires attraction and retention of the highest quality individuals in the talent pool. The HR professionals visualize this in terms of more than the traditional recruitment methods, better avenues for good people and then acquiring necessary skills to manage the human potentiality delicately. It necessitates an ever growing awareness of how people from various milieus react to the authority, communication and overall business manners and associates their communities of affiliation. The president of Cleveland-based Job Options, an online jobs board that exerts a pull on a rich demographic mix, Michael Forrester, opines that keeping away from the diverse groups even the minorities, the visually impaired or other groups so as to force them under represented in the workforce means missing out on huge pockets of the talent pool. Referring to a huge organization with successful diversity programs, such as Federal Express and the U.S. Army, he pointed out that with meticulous planning and implementation any organization can proceed for recruitment and restore an integration of workers. (Recruiting and Managing a Diverse Workforce)

The crucial principle involved in the process of diversity is to make certain the creation of a diverse workforce through recruitment, development and upward mobility. The corporate efforts almost all have an intense element sparked towards making certain a considerably diverse workforce, all levels with special stress on race and gender. Some of this is motivated by agreements. However, the corporate diversity are growingly been provoked by the reality of an increasingly diverse labor pool and growing market portions of cultural divergent groups along with internal organizational inequities and systemic obstacles to the sequence or access to these groups. The corporate manger, diversity & work/life at Hewlett-Packard, Emily Duncan makes us understand that this task is not new. The efforts are being made to establish a base for a long period of time that has assisted us to land us where we are presently and that drive us into the future. (Creating a Diverse Workforce)

The means to accomplish a successful construction of diverse, highly skilled workforce for the coming days initiate with a strong leadership obligation and awareness of where the agency is presently. Further, experience has exhibited that successful diversity efforts are based on the locating the agency first. Establishment of the agency has various facets. First is making certain the promise to the diversity program. This involves the crucial components of top level leadership assistance and the pledge for necessary resources to form new initiatives an authenticity. Moreover, it is significant to have a realistic depiction of agency readiness to drift forward, on the basis of both current demography of the agency and on the cultural environment and potential obstacle that prevail. (Building and Maintaining a Diverse Workforce)

At last the information from each of this evaluation are assimilated into the existing agency workforce designing models and applied to aim at opportunities for recruitment, hiring and retention. Having such commitment and information decisively in hand the agency is found to be sure of the fact that it has established itself for success in designing and executing an effective diversity program. The obligation is considered to be the basis of a successful initiative to construct and manage a diverse, high skilled workforce. Such pledges are to be clearly spelled out and communicated from the top leadership to employees at all levels. (Building and Maintaining a Diverse Workforce)

Diversity is considered to be fundamentally a commercial concern that may symbolize a termination to the 'one-size-fits-all' ideology of management. However, the truth is that the natural preference is birds of same feather flocks together and people like to be with them who are like their own. This gives rise to a problem in the company in terms of the contradiction that the workforce strives to maintain familiarity and stability amidst the variations of the global environment. However, when one of the objectives is to fetch people greater cross-cultural competence it is essential to induce them to come out of their comfort zone. It is essential to create opportunities consciously for them and to work with the people usually they are not working with at present. (Creating a Diverse Workforce)

Roosevelt opined that management of diversity is a wide-ranging process for creation of a job environment that incorporates everyone. While finding out a successful diverse workforce, an effective manager should focus on personal awareness. It is essential that both managers and associates are required to be aware of their personal biases. Therefore, the organizations are required to establish, implement and maintain ongoing training since a single day training may not succeed in changing the behavior of the people. The managers also are required to be aware of the fact that the evenhandedness is not always equality. Several limitations are there to this generalization. (Diversity in the Workplace: Benefits, Challenges, and the Required Managerial Tools) comprehensive work environment may incorporate but not necessarily confined to the recruitment, hiring, retention, promotion patterns, and subscription to professional journals or concentration on interior designing like posters on the walls depicting your diverse stakeholders, customers and employees. Additionally, a manager should think of everyday language and attitudes that are common in the workplace that can effectively explain women, minorities or People with Disabilities. Appreciating diversity should therefore be a reliable part of the ongoing professional development of every employee, supervisor/manager and senior executive. Appreciating diversity is visualized as a staff development initiative that is used as a variation agent that helps the individuals aware and shift their feelings and attitudes among differences. The organizational approaches aiming at management of the workplace diversity necessitates skill enhancement processes. The successful implementation of task or program amidst diversity necessitates the ability to work with complexity, multiple dimensions like human resources amidst internal and external programs or varied levels of management. (Leading a Diverse Workforce)

Additionally, agencies necessitate initiating actions to make it certain that resources and staff are available for each stage of the program. The agencies are to be aware of their demographic condition. This is ensured with development of the workforce database that provides a clear idea of the workforce and the way it reflects diversity at all levels and in every prime occupation and in all organizational components. The reports that the agency prepares annually constitute a good source of data on the agency workforce. Placement of the workforce appropriately also incorporates the evaluation of the preparedness of the agency to create and support a complete diversity management program. Most of the agencies have dynamic processes and others… [END OF PREVIEW] . . . READ MORE

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APA Style

Managing Diversity in the Workplace Valuing.  (2005, January 16).  Retrieved October 26, 2021, from

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"Managing Diversity in the Workplace Valuing."  16 January 2005.  Web.  26 October 2021. <>.

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"Managing Diversity in the Workplace Valuing."  January 16, 2005.  Accessed October 26, 2021.