This document outlines course content for a Management of Diversity course. It includes definitions of diversity and diversity management, models for understanding different dimensions of diversity, and principles of diversity management. It also discusses the importance of cross-cultural communication, barriers to cross-cultural communication, and strategies for improving communication effectiveness in diverse organizations. The course aims to help students understand diversity in the workplace and how to leverage diversity for organizational benefit.

1. Management of Diversity
Advanced Diploma-HRM
Dr. Manishankar Chakraborty
Business Studies Department
Ibra College of Technology

2. Introducing Diversity
 Observe and Understand Diversity
 http://www.youtube.com/watch?v=CYV
HttiXyiA
 http://www.youtube.com/watch?feature
=endscreen&v=nBRgU_tDMuc&NR=1
 http://www.youtube.com/watch?v=hNe
R4bBUj68
Management of
Diversity, ICT, Dr. Manishankar
Chakraborty

3. Course overview
 Need for the course
 How it can assist you in your career
 How this course is related to other courses
 How this course is different from other courses
 Approach required to understand this course
 Mark oriented approach to knowledge centric approach
 How the practical activities in this course is different from others
 How the practical activities contribute towards learning
 Importance of continuous learning
 Handling wrong perceptions/myths about the subject
 Career Opportunities
Management of
Diversity, ICT, Dr. Manishankar
Chakraborty

4. Outcome- 1
Define the meaning of Management of
Diversity
 Background Information
 Liberalization, Globalization, Privatization
 Mobility of workforce
 Women workforce
 Old employees
 Differences in employee profile
 MNC’s like Pepsiso, Microsoft, Coke, Toyota, Nissan, Walmart, Tata, Carrefour cases in
point
 Workplace discrimination
Management of
Diversity, ICT, Dr. Manishankar
Chakraborty

5. Assessments
 Objective type surprise quiz-I=5 Marks
 Library based handwritten activity within deadline(questions/situations/case-
lets/secondary literature review on assigned topics)= 5 Marks
 Midterm exam= 20 Marks
 Objective type surprise quiz-II=5 Marks
 Presentation on a topic within the deadline= 5 Marks
 Report submission on the topic of presentation within the deadline= 5 Marks
 Attendance= 3 Marks (Deduction of 1 Mark for 1st warning, 2 Marks for 2nd warning and 3
Marks for 3rd warning)
 Class participation= 2 Marks (To be done on the basis of the complete semester
observation)
 Final Exam= 50 Marks
 TOTAL = 100 Marks
 Thumb rules to succeed
 Punctuality, Interaction with teacher and peers , Daily scheduling, Daily
Revision, Additional reading and writing.
Management of
Diversity, ICT, Dr. Manishankar
Chakraborty

6. Outcome 1
 Definition
 The shared set of values and beliefs leading to common behaviour.
 An integrated system of learned behaviour pattern that are characteristics of the
members among given societies.
 E.g. Staff of different nationalities in Ibra College have shared set of values and
beliefs and have some common behavior as well.
 Diversity : Dimensions
 Descriptive model of 4 Layers of diversity by Gardenswartz and Rowe by attributing
diversity factors like-
 Internal Dimensions, Personality, Organizational Dimensions, External Dimensions
 Personality is part of the inner circle, a dimension which constitutes the core of
this model and covers all aspects of a person.
Management of Diversity, ICT,
Dr. Manishankar Chakraborty

7. Outcome-1
 4 Layers
Management of
Diversity, ICT, Dr. Manishankar
Chakraborty

8. Outcome 1
 Internal Dimension (2nd Circle)
 They are also known as core dimensions, which cannot be easily changed by individuals
and therefore considered by relevant equal treatment acts.
 It consists of the following-
 Gender
 Nationality and Ethnicity
 Social Class Background
 Age
 Mental and Physical Capacity
 Religion/Worldview
Management of Diversity,
Dr. Manishankar Chakraborty

9. Outcome-1
 External Dimension (3rd Circle)
 They are known for their variableness (can change sometimes).
 Religion/worldview are exceptions in that list.
 Religion/worldview are part of internal dimensions because of two reasons-
 (1) They cannot be chosen freely
 (2) Discrimination due to these are not allowed (forbidden)
 Factors of external dimensions are as follows-
 Geographic Location
 Income
 Personal Habits
 Recreational Habits
 Religion/Worldview
 Education
 Work Experience
 Appearance
 Parental Status
 Marital Status
Management of
Diversity, ICT, Dr. Manishankar
Chakraborty

10. Outcome 1
 Organizational Background (Outer Circle)
 They are defined by corporate or institutional attachment (affiliation).
 The dimension are follows-
 Functional Level Classification
 Work Content and Field of Work
 Research Interests/Field of Study
 Faculty Center Department/Branch of Study/Services and Facilities
 Work Location/Study Location
 Type of Employment
 Duration of Employment/Duration of Study
Management of Diversity, ICT,
Dr. Manishankar Chakraborty

11. Outcome 1
 Characteristics of Diversity
 The characteristics of diversity are as follows-
 (1) It is learned and transmitted (passed)from one generation to another
 (2)It can be passed from parent to children, by social organizations, special interest
groups, governments, mosques, temples, churches etc.
 (3)It is multidimensional, consisting of a number of common elements that are
interdependent.
 Importance of Diversity
 R. Roosevelt Thomas in his book Beyond Race and Gender defined Managing Diversity as a
comprehensive managerial process for developing an environment that works for all
employees.
 Diversity management therefore can be described on the following basis-
 (1) Mindset of an organization
 (2) Climate of an organization
 (3) Differences in workplace due to different race, workplace styles, disabilities and other
differences.
Management of
Diversity, ICT, Dr. Manishankar
Chakraborty

12. Outcome-1
 Short Note on Diversity Management
 Different words like diversity, productive diversity, workplace diversity are used to explain
diversity management, however they have some grounds like-
 (1) They accept the reality that people differ in many ways.
 (2) They identify consequences at the workplace, society that may arise due to diversity
 (3) They suggest strategies to ensure that these issues are addressed in the interest of
the society or workplace.
 Diversity management is a tool to capture diversity dividend.
 Diversity focusses on-
 (1) Managing the difference within a company’s workforce
 (2) The difference is managed by capitalizing the benefits and reducing workplace related
challenges caused due to diversity.
Management of
Diversity, ICT, Dr. Manishankar
Chakraborty

13. Outcome-1
 Short Note on Diversity Management
 Diversity management contributes bottom-line and development of the organization in the
following ways-
 (1) Improves the efficiency of HRM functions
 (2) Fostering superior decision making, problem solving, creativity & innovation, key
factors in the creation of knowledge based companies
 (3) Develops cross-cultural capabilities that helps in operations in culturally complex
environments at home and abroad.
 (4)Implement new product/service developments and new sales/marketing strategies for
different customer bases.
Management of Diversity, ICT,
Dr. Manishankar Chakraborty

14. Outcome-1
 What is diversity management?
 It refers to differences between individuals.
 Differences are visible and invisible.
 Differences are gender, age, skills, tenure, learning styles etc.
 The differences can have positive impact on the workplace by making optimal use of the
capacities and abilities both qualitatively and quantitatively.
 It is a total managerial process for making a suitable environment for all.
 It encourages managers to enable, empower and influence employees to reach their true
potential.
 It helps in the organizational systems, policies and practices benefit all and not a few.
 It helps in serving customers and clients better.
 It targets people interested in integrating diverse work groups.
 It helps in developing proactive approaches.
 It promotes creativity, innovation, competitive advantage by reducing discrimination.
Management of Diversity, ICT,
Dr. Manishankar Chakraborty

15. Outcome 1
 Diversity Management Principles
Diversity due to immigration, mobility between region and states, marginalized groups in workplace,
like women, disabled and old workers is a challenge.
Heterogeneity in the workplace is on the rise.
Policies for diverse workforce should be supported by tools that helps to gain benefits and reduce
pitfalls due to diversity.
The principles are as follows-
(1) Proactive approach- It enables to identify and realize the potential of diverse knowledge, skills and
background of the workforce helping to achieve obligations of social justice.
(2) Common and Integrated Approach- Policies relating to gender, people with disabilities, equality,
CSR should be relevant to managing workplace diversity. It can be done by adopting a common and
integrated approach to deal with a diverse workforce.
(3) Inclusion and Equity- It recognizes that employees from diverse backgrounds are entitled to equal
rights and that organization as part of the society have the responsibility to support social justice for
all.
(4) Business Case- It ensures effectiveness of the diversity management policies by meeting
commitments of social justice and CSR.
Management of
Diversity, ICT, Dr. Manishankar
Chakraborty

16. Outcome-1
 Workplace diversity
 It encourages managers to enable, empower, influence employees to reach their potential.
 Two distinct but connected channels leading to superior company performance are-
 (1) Tapping into the benefits that flow from effective diversity management
 (2) Focusing on corrective strategies to solve ineffective diversity management that
imposes cost.
 It helps in improved individual and organizational performance
 Powerful impact on problem solving, decision making, innovation and creativity
 It would assist in producing diversity dividend by using diverse unique skills, perspectives
and knowledge of the workforce.
 Diversity best practices
 Organizations having diversity best practices value people, cultivate environment where
cultural awareness, sensitivity, fairness and integrity prosper.
 The practices include-
 (1) Integrated process that is ongoing and has measurable strategy
 (2) Efforts are primarily decentralized with a central governing body outlining requirements
of plans with individual agencies.
Management of
Diversity, ICT, Dr. Manishankar
Chakraborty

17. Knowledge Reinforcement
 Case- Study
 Situation for Analysis
 Review Questions
 (1) What is diversity?
 (2) Do you think diversity is an advantage or it is a disadvantage for an organization?
Explain with reasons.
 (3)What is diversity quotient? How does it help in the management of diversity.
 (3) Microsoft is a global company having diverse stakeholders globally. Identify the
challenges they might be facing internally and externally due to diversity and suggest
solutions to manage the same.
 (4)Why is it important to understand differences in a positive manner so as to manage
diversity?
 Links for additional reading
 http://www.univie.ac.at/diversity/management.html
 http://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/chapter-12-managing-diversity-in-the-
workplace/
 http://www.wisegeek.com/what-is-diversity-management.htm
Management of
Diversity, ICT, Dr. Manishankar
Chakraborty

18. Outcome-2
Recognize the cross-cultural communications and how to use this type of
communication
 What is culture?
 It is concerned with beliefs and values on the basis of which people interpret experiences
and behave individually and in groups.
 OR
 It refers to a group or community with which he/she shares common experiences that
shape the way a person understands the world.
 One person can belong to several different cultures depending on his or her birthplace,
nationality, ethnicity, family status, gender, age, language, education, physical condition,
religion, profession, place of work and corporate culture.
 It is the lens through which one views the world and therefore important to what one see,
how one make sense of what he sees, and how he expresses.
Management of
Diversity, ICT, Dr. Manishankar
Chakraborty

19. Outcome-2
 Four Cultural Dimensions
 Culture, both national and organizational differ along many dimensions.
 Four most important parameters are-
 Directness (getting to the point Vs. implying the message)
 Hierarchy (Follow orders Vs. Engaging in Debate)
 Consensus (Dissent is accepted Vs. unanimity is needed)
 Individualism (Individual winners Vs. Team effectiveness)
 These are life-line for the organization as effective communication helps in effective
human resource utilization to achieve organizational goals and objectives.
Management of Diversity, ICT,
Dr. Manishankar Chakraborty

20. Outcome-2
Cultural dimensions depends on certain factors which play a very important role in shaping
the culture of the organization.
The factors are dynamic as their variables changes from time to time.
The factors are listed below-
(1) Sharing of ideas and facts- Higher-ups to share the right ideas and facts so that they are
disseminated properly all around the organization.
It helps in the development of right work culture, motivating employees to achieve goals.
(2) Motivating people- Motivation is important as people have different
culture, language, habit and making the organization a diverse one.
Continuous motivation of employees should form the culture.
(3) Transmission of decisions- Decisions should be passed from level to another across
functions that helps employees clear demarcation of their roles and responsibilities.
This assists in mixing individual goal with the organizational goal.
(4) Persuasive action- Employees are convinced (persuaded) to contribute in line with the
diversity and cross-cultural issues of the organization.
Management of Diversity, ICT,
Dr. Manishankar Chakraborty

21. Outcome-2
 (5) Counseling action- It is important to help employees to understand the details
(nuances) at the workplace.
 It helps in guiding junior employees by seniors thereby resolve all problems.
 (6) Meaningful interaction- It is an important tool as it allows employees participate in
discussion which allows everyone to contribute towards the organizational culture.
 Definition of cross cultural communication- It implies interaction with persons of varied
cultural, ethnic, racial, gender, religious, age and class backgrounds.
 It is the process of exchanging, negotiating and mediating in one’s cultural differences
through language, non-verbal gestures and space relationships.
 It is a process by which people express their openness to intercultural experiences.
 Advantages of effective communication-
 (1) Ties people together and also help in making an effective organizational structure.
 (2) Helps in bridging people across organization.
 (3) Facilitates in understanding and acceptance of ideas and actions.
 (4) Builds rapport amongst staff across levels and functions.
 (5) Creates better leadership, allowing people to motivate and perform towards
organizational objective.
 Develops harmony within the length and breadth of the organization.
Management of
Diversity, ICT, Dr. Manishankar
Chakraborty

22. Outcome-2
 Background to cross-cultural communication
 Cross cultural interaction increased with the growth of globalization and international tourism.
 This led to increased desire and need for knowledge regarding cross-cultural communication
across levels.
 Cross-cultural communication and cultural training is therefore important.
 Communication barriers-
 Barriers are man-made or natural ones. Some of them are listed below-
 (1) Language barrier- Knowledge of the home country’s language is important for personnel in
foreign assignments.
 Absence creates hurdles while interacting with peers, superiors and subordinates.
 Affects personal and professional life.
 (2) Poor writing- Writing if misunderstood results in conflict, breaking personal and professional
relationships.
 (3) Cultural barriers- It happens due difference in culture.
 Something good in one culture may be bad in other and vice-versa.
 Important to break cultural barriers by studying existing culture and their good/bad.
Management of Diversity, ICT,
Dr. Manishankar Chakraborty

23. Outcome-2
 (4) Perceptual barrier- Developed due to change in perception.
 E.g. Working late may be perceived positively by some and negatively by others.
 Increasing communication effectiveness-
 Communication effectiveness should be developed in diverse organization to avoid a chaotic
environment leading to loss of productivity of the organization.
 It is important to know the rules involved while communicating with native and non-native
speakers.
 Rules while communicating with Non-Native speakers-
 Use of common words which is easy to understand.
 Following basic rules of grammar.
 Avoiding slangs.
 Paraphrasing for easy understanding.
 Non-verbal communications too play and important role. So, the following should be understood-
 Kinesics- Communication through body movements and facial expression
 Proxemics- Using physical space to convey message
 Chronemics- The way in which time is used in culture (monochromatic or polychromatic)
 Chromatics- Using color to communicate messages.
Management of
Diversity, ICT, Dr. Manishankar
Chakraborty

24. Outcome-2
 Communication effectiveness can be improved by developing a feedback
mechanism, imparting language training, cultural training, flexibility and cooperation
amongst people working within and outside the organization.
 Other general measures are as follows-
 (1) Improved feedback system- Feedback to know whether message has been delivered
and understood in the right context.
 (2) Language Training- Language training to expatriate workers in the local language.
 (3) Cultural Training- Cultural training to explain Do’s and Don'ts of different culture.
 (4) Flexibility and Cooperation- A culture should be developed where processes and
approaches are flexible with changing times.
 Cooperation between employees and management should be present
Management of Diversity, ICT,
Dr. Manishankar Chakraborty

25. Knowledge reinforcement
 Case- Study
 Situation for Analysis
 Review Questions
 (1) What is cross-cultural communication?
 (2) Explain the importance of cross-cultural communication in Ibra College of Technology.
 (3)What are the possible perceptual barrier an expatriate employee may face in Oman?
 (3) Microsoft is a global company having diverse stakeholders globally. How can culture
training help the organization?
 (4)How can you reduce communication barrier in a diversified organization?
 Links for additional reading
 http://en.wikipedia.org/wiki/Cross-cultural_communication
 http://www.colorado.edu/conflict/peace/treatment/xcolcomm.htm
 http://www.mindtools.com/CommSkll/Cross-Cultural-communication.htm
Management of
Diversity, ICT, Dr. Manishankar
Chakraborty