The world’s increasing globalization requires more interac¬tion among people from diverse backgrounds. People no longer live and work in an insular environment; they are now part of a worldwide economy competing within a global framework. For this reason, profit and non-profit organizations need to become more diversified to remain competitive. Maximizing and capitalizing on workplace diversity is an important issue for management (Betchoo, 2015)
Supervisors and managers need to recognize the ways in which the workplace is changing and evolving. Managing diversity is a significant organizational challenge, so mana¬gerial skills must adapt to accommodate a multicultural work environment. (Agarwala, 2010)
It is a known fact that diversity is gaining more importance nowadays than ever before given that the world better accommodates people with differences since it has transformed into a global village, a term that looked distant in the past but looks more apparent today than ever before. This calls for acceptance of differences which are, in essence, the elements of diversity. Traditionally, diversity could mainly focus on gender, age and ethnicity issues but there are new concepts like HIV/AIDS workers, dual – career couples, mobile workers that have become part of the workplace and have their role to play in the society (Betchoo, 2015).
Then comes the foreign employee. There are two trends that are identifiable. Firstly, people from the developing world moved in large numbers to rich countries that were their former colonists. Secondly, top executives are moving to developing nations to sell their managerial expertise. Foreign employees might also invoke the issue of cultural diversity and tolerance. Acceptance of diversity also covers the issue of race relations which are easy tough to manage despite struggles won in many parts of the world.
Workplace diversity exists when companies hire employees from various backgrounds and experiences. Many companies see workplace diversity as an investment toward building a better business. Although workplace diversity provides many benefits, it also poses many challenges to employees and managers. To reap the benefits of workplace diversity, employees and managers must understand the challenges and know how to effectively deal with them.
The essay explore the meaning of diversity as a concept, managing diversity, a model for diversity, HRM in workplace diversity, tools for managing diversity, benefits of diversity in the workplace, challenges of diversity in the workplace, strategies for managing diverse workforce, Literature review on managing workplace diversity as well as reviewing one case study on the topic.
Diversity and Inclusion are fundamental to our culture and core values, fostering an innovative, collaborative and high-energy work environment. By embracing an inclusive culture that supports diverse talent, our people collaborate successfully and enable Tatva Leadership to compete effectively in the global marketplace.
Diversity and Inclusion are fundamental to our culture and core values, fostering an innovative, collaborative and high-energy work environment. By embracing an inclusive culture that supports diverse talent, our people collaborate successfully and enable Tatva Leadership to compete effectively in the global marketplace.
Join the discussion to better understand WHAT Diversity and Inclusion looks like through the lens of our changing world… WHY this is important to your business… and HOW to recognize, value, and leverage the different perspectives and backgrounds of your team.
A diverse AND inclusive work environment drives engagement, which leads to high performance and increased business results. Join Jennifer for an open discussion on understanding how and why diversity and inclusion are business imperatives in today’s rapidly changing world.
See the entire presentation: https://youtu.be/XksSSH38tK0
Diversity Management Training In PowerPoint presentation for professionals, Students or want to get related knowledge about the Diversity & other issue normally take place at work.
Join the discussion to better understand WHAT Diversity and Inclusion looks like through the lens of our changing world… WHY this is important to your business… and HOW to recognize, value, and leverage the different perspectives and backgrounds of your team.
A diverse AND inclusive work environment drives engagement, which leads to high performance and increased business results. Join Jennifer for an open discussion on understanding how and why diversity and inclusion are business imperatives in today’s rapidly changing world.
See the entire presentation: https://youtu.be/XksSSH38tK0
Diversity Management Training In PowerPoint presentation for professionals, Students or want to get related knowledge about the Diversity & other issue normally take place at work.
Promoting organizational diversity in any organization requires each employee and the manager to develop a set of skills for their own professional development. As a result a dynamic group develops with a each member providing his or her own cultural identity to the team. Included in this team is not only an employee’s merit but the individual employee’s personality. Equipped with the knowledge of prejudice and discrimination a paradigm of diversity develops within the group. The result is a team of employees sharing and implementing ideas of cultural diversity among each other as well as with their clients.
2.1 INTRODUCTIONThe employees are the main valuable fixed asset in.docxfelicidaddinwoodie
2.1 INTRODUCTION
The employees are the main valuable fixed asset in any organization, because they are the manpower that operate any organization, and the organization without enough employees will not has a good production, and without a good production the results is an organization with no profit. So the employee’s integration of course is very important to any organization, because their integration will affect their behaviors’ such as their stability in the organization, and will affect the employee’s loyalty to the organization that lead to so many sub problems inherited under it. So the human resource stuff should always know about the employee’s status, listen to their voice, opinion, suggestions, and we should know how to attract the employees and how to integrate them with each other to grow in the hotel. So the employee’s satisfaction will increase if their suggestions or requests are implemented, or at least if we tried to minimize their problems or the obstacles they face between each other. And this process will start if we asked the employees about what they accept and what they do not accept in their culture, and distribute surveys to find out the aspects of each background and culture of them. Then analyses it to find the best suitable solution, and raising awareness among employees of the importance of diversity in the workplace.
2 2.2 DESCRIPTION OF THE PROBLEM/ CHALLENGE
The problem was identified in the beginning of my training in the hotel, and I used two ways to find out the problem (observation, survey) which inherited under quantitative and qualitative methods of data collection as well as the studies which I did my research based on. Holiday Inn hotel is having a high rate of diversity in it staff. Multiple nationalities are working together under each department in the hotel. The hotel has people coming different countries including India, Pakistan, Egypt, Sudan, Nepal, Philippines and more. As we know that having diversity in the work place may led to some problems such as lack in communication and miss understand the meaning of the significance between employees within workplace that could affect the productivity at the hotel (Highland, 2007).
It is important to control the diversity in the work place from the outset before the aggravation of things. The hotel should find out the proper solution and create an innovative and comfortable work environment for employees to ensure continues flow of the work productivity.
1
6
2.3 LITERATURE REVIEW
Diversity Management:
Historically, organizations have used four ways to integrate the workplace—equal employment opportunity legislation, affirmative action, valuing differences/awareness-based diversity training, and managing diversity efforts (Highland, 2007). Equal employment opportunity is a commitment not to discriminate in the workplace, based on various categories protected by law (e.g., race, sex, religion, disability, age) (Highland, 2007). Affirmative action i ...
#Diversity and #Inclusion - How can companies move from talking the talk to walking the walk?
In recent days Diversity and Inclusion have come to the forefront of what companies are paying attention to even in the midst of a pandemic.
Starting from hiring and promotion practices to processes to the branding offering and more companies are looking at ways to make D&I more real for their employees.
How can we take it from a vaguely abstract concept (to most people) to very concrete steps?
You have asked people to rate a product on a 1 to 10 scale. You ha.docxjeffevans62972
You have asked people to rate a product on a 1 to 10 scale. You have divided your results into two samples: people from urban areas, and people from rural areas. You wish to show that there is a difference between the two groups in how they rate the product. You have no prior belief about which will be more than the other, however. The appropriate statistical test in Excel produces the results shown below. Answer these questions:
(a) State the null hypothesis and the alternative hypothesis. Be sure it is clear which you are saying is the null and which is the alternative.
(b) Which statistical test is appropriate? [Your choices are one mean, one proportion, two means for related samples, two means for independent samples, or two proportions]
(c) Can you conclude that there is a difference between the two groups? Explain why or why not.
Introduction
Global leaders are a rising class of leaders that are capable of working in universal and global connections. Introductory exploration demonstrates that global leaders are a remarkable breed with identifiable attributes (Mendenhall, 2013). They have a particular interest in the world and enthusiasm for individuals is not the same as themselves. This hobby motivates visionary activities and associations that encompass national limits. Besides, genuine global leadership perceives the effect of their activities on surrounding groups and the entire society. They comprehend that individual success is subordinate upon the thriving of others and that they assume a part in changing their organizations, as well as the social orders in which they work. Osland, Oddou, Bird, & Osland, (2013) Shows worldwide pioneers conceived, as well as can make. Global leadership gets to be who they are by developing specific methods for taking a gander at the world, contemplating issues and opportunities and acting with respectability in a quest for arrangements. Research demonstrates that global pioneers offer three typical qualities: they have a collective mentality that permits them to unite cross-culture over limits, they are international business people headed to make new solutions and seize opportunities, and they are universal nationals enlivened to add to the groups they touch. Initiative in a various and multicultural environment: creating mindfulness, learning, and abilities (Caligiuri, & Tarique, 2012).
Over the previous decade, global and residential associations have perceived the essential requirement for their leaders to wind up skillful in culturally diverse connections. The move to a worldwide economy and the expanding expansion of the workforce in the United States bolster the progressing requirement for exploration and preparing here. Capable multicultural leaders are vital to an association's accomplishment in the global business sector. Mendenhall, (2013) gave a content understudies in administration or business and can likewise be valuable to differ qualities and improve the diplomatic skill of a.
Running head: DIVERSITY PLAN 1
DIVERSITY PLAN 6
Diversity Plan
Student’s Name: John Blair
Institution Affiliation Rasmussen College
Report to CEO
Diversity is a common feature that exists in most organizations. It is a characteristic that increases its prevalence as a company grows regarding hiring more members of its human resource workforce. Diversity also increases when a firm grows out of its current geographical scope. It is an unavoidable occurrence in every growing organization and therefore, it is crucial for managers and CEO's to understand the importance of learning how to control the effects of diversity in their companies. When diversity is not managed adequately, it can cause adverse effects which may lead to the failure of an institution. This report offers insight on cultural diversity which one of the most prevalent types of diversity in firms. It also illustrates a plan on how to control the adverse effects of cultural diversity.
Cultural diversity in the workplace
Culture refers to a person's way of life. It encompasses an individual's heritage based on social patterns, acceptable behavior, beliefs, values, customs, norms, and attitude. All people have different cultures, and therefore cultural diversity is a standard feature. Even though people may come from the same home town, their culture may be different depending on how they were raised (Lambert, 2016). This phenomenon explains the existence of differences in personal cultures. This situation causes challenging situations in the workplace since the human resource managers of growing companies hire individuals from different regions. Cultural background is rarely considered while hiring employees into a company. The recruitment team in a firm considers the skills that a person has and the services that the worker can offer to the organization (Lambert, 2016). Therefore, the employees in most companies are from very diverse cultures. In some cases, this situation leads to conflicts between the workers.
Importance of diversity planning
Diversity planning refers to organizing ways in which people from different cultural backgrounds in the organization can unite and work to achieve a common organizational goal. It is crucial for a company to develop diversity planning to ensure that their workers are all committed to achieving common objectives of their firm. Diversity planning allows employees to share ideas that are instrumental in enhancing business processes in an organization (Price, & Nelson, 2018). Employees grow significantly when they are exposed to a variety of cultures. Therefore, diversity planning enables employees to gain much personal social growth effectively. Some of the workers can discover untapped talents and make use of .
Managing diversity in the workplace requires understanding and relating to coworkers who are different than you. The success of an organization is becoming increasingly dependent on the ability of employees and managers to deal with differentiation along diverse . We Specialize in Team Building in Egypt, Maximum Impact Business Games, DISC assessments, and Management Courses, High rope Courses, Hr Consulting, Team Building Activities and Creating Creative Team Building Ideas- 360 Experiential Solutions is one of the MEA region leaders in training & team building events . Kindly Call us for More information tel: +2 01223575508 - Email: info@360solutionsegypt.com - website : http://www.360experientialsolutions.com
Running head; DIVERSITY MANAGEMENT 1
DIVERSITY MANAGEMENT 8
Diversity in the Workplace -Rough Draft
Managing a Diverse Workforce
Jeff Rover
09/11/17
Diversity Management
Abstract
Diversity management revolves around the practices undertaken by the management of an organization to address and support multiple lifestyles and personal behaviors and characteristics within a defined group in the organization. The groups in an organization are the employees who have been put in teams by the management. The management then carries out a range of activities which involve educating and ensuring that support is available for the employees to accept and respect various social, racial, political, geographic backgrounds, among others (Llopis, 2011).
Diversity management has been considered as the current driving force behind the growth in businesses as well as the attainment of the competitive advantage by an organization (Llopis, 2011). Those organizations who strive to remain relevant in the global market and eventually succeed are in most cases which appreciate diversity in the relevant organization. These are the organizations which carry out their activities in such a manner as to respect diversity among the workforce. Such organizations do act, think and innovate concerning a diversified environment. Diversity is a totality on its own which revolves around how an organization treats people throughout the organization structure.
Therefore, the topic of diversity management is a problem or rather an opportunity which every organization has to clinch to remain relevant in the business competitive environment.
Body
Diversity management is an opportunity has forced organizations to come up with solutions to handle this important matter. The solutions are ways which many organizations undertake to ensure that diversity in the workplace is managed effectively and efficiently. The varying solutions adopted by organizations to realize effective diversity management entails the following:
i. Recognition
As the management of an organization, it is advisable to realize that people working in an organization have significant differences. The differences are in the form of culture, generation and physical, among many others (Ryan, 2017). These factors can never be the same among the workforce. Instead, the management should put it as a priority within an organization to appreciate and celebrate the differences with the employees. Moreover, they should encourage the employees to show their individualities as this is a step towards enhancing cohesion and building an organizational culture.
It is also worth to note that recognition makes employees feel part of an organization and that they are appreciated. This is a source of motivation to the employees which enhance their.
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Performance and reward management - aiu(final)-1Donasian Mbonea
Today’s organizations are operating in a very dynamic and highly competitive environment. To remain relevant in the market, they have to be able to respond quickly to ever changing customer demands. Rewards management is one of the ways used by organizations for attracting and retaining suitable employees as well as facilitating them to improve their performance. (Armstrong, 2010: 261)
Nowadays there is so much changing occurring in the business world and every business entity or organization has much relay on employee’s good performance. Rewards are considered as an important tool to check the employee’s performance. (Armstrong, 2010: 260)
An employee reward system consists of an organization’s integrated policies, processes and practices for rewarding its employees in accordance to their contribution, skills, competence and their market worth. It’s developed within the framework of the organization’s reward philosophy, strategies and policies and contains arrangement in the form of processes, practices, structures and procedures which will provide and maintain appropriate types and levels of pay, benefits and other forms of reward (Armstrong, 2007).
Reward system is an important tool that the management uses to channel employee’s motivation in desired ways such as better functionality and further improve company performance.
Employees are the most valuable asset to an organization and they play an important role in preserving the successful image of organization. Employee performance is the main factor in ensuring that the organization is run smoothly and successfully.
Managing employees' reward appropriately is an important factor as a return for their contributions or performance to organization.
The essay explore the meaning of various concepts such as performance, rewards, reward management, reward system, Literature review on performance and reward from other scholars as well as reviewing one case study on the topic.
Ud44132 bhu52973 178243_essay on work - life integration - aiuDonasian Mbonea
In the past, organizations looked at work and life as independent domains. The conflicting demands of work and personal life have always existed in the lives of employees. However, there was an unwritten rule that employees were not to let their personal life interfere with their work – life as these were two compartmentalized spheres. Employees were expected to place the organization’s interests ahead of their own. Work versus personal life was seen as a zero sum game. While organizations accepted responsibility for providing employees with a conducive and pleasant atmosphere at work, what happened to the employee outside the work domain was not the concern of the employer. In the past, personal needs were usually met with indifference reflected in reactions such as, what happens to you outside the office is your own business; what you do in the office is our business (Agarwala, 2010)
Nowadays, with changing times, attitudes have changed. Globalization, technological advancements, changing work arrangements, organizational flexibility, changing family structures and competition for quality talent are trends that have forced organizations to view employees as whole persons. A growing number of organizations are now adopting programmes that help employees balance the conflicting demands arising out of their multiple roles. From viewing the employees’ work – life /work family programmes as primarily social welfare measures, organizations have advanced to integrating them as part of the overall HR strategy of the firm.
In the contemporary business environment, the traditional notions about career and career management have taken on entirely new dimensions for both employees and organizations. Business decisions such as mergers, acquisitions, layoffs and restructuring all have influenced the way individuals and organizations views careers and careers management (Agarwala, 2010)
More opportunities have become available for the high performing employees who are valuable to the firm. High performers, who are in short supply, get many job offers from other companies due to their competencies and skill sets. Employees are changing jobs more often than in the past and job hopping has become an acceptable reality today. Employee loyalty today extends more to the individual’s career rather than to the organization. If an individual’s career aspirations are not fulfilled by the organization, he/she is likely to seek fulfillment in some other organization (Agarwala, 2010)
Therefore, organizations are confronted with challenge of attracting and retaining this group of employees. Job and career are not viewed as equivalent any more. Employees are no longer content with just having a secure job with time – bound upward mobility. Today, employees are looking for a career and are not willing to take any chances with it. Employees do not let their careers just happen instead; they want a more active control over their careers. They also want their firms to provide them with career development opportunities. Changing workforce expectations and the changing psychological contract between the employer and the employees have led organizations to direct more attention towards career management interventions (Agarwala, 2010, pg.574)
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The majority of organizations are competing to survive in this volatile and fierce market environment. Motivation and performance of the employees are essential tools for the success of any organization in the long run. On the one hand, measuring performance is critical to organization’s management, as it highlights the evolution and achievement of the organization. On the other hand, there is a positive relationship between employee motivation and organizational effectiveness, reflected in numerous studies (Dobre, 2013).
All organizations want to be successful, even in current environment which is highly competitive. Therefore, companies irrespective of size and market strive to retain their best employees, acknowledging their important role and influence on organizational effectiveness. In order to overcome these challenges, companies should create a strong and positive relationship with its employees and direct them towards task fulfillment. Motivation is important in the organization to boost morale among employees in order to achieve their goals. Motivated employees help the organization to become more success because motivated employees are consistently looking forward to improve their work performance (Ali & Ahmed, 2009). The outcome from a motivated employee will produce high level of productivity since they are enjoying their work. Therefore, they feel satisfied in the workplace which resulted in lower absenteeism and reducing turnover rate. It is not an easy task especially for the managers to retain highly motivated employees within the organization as they are the valuable assets of the organization to achieve success in the future (Kreisman, 2002). Employees are the human capital to the organizations, and performance of them within an organization which can lead to organizational prosperity or failure (Salleh, 2011).Motivation is considered as a predictor of job performance. In other words, the determinants of employee job performance were motivation, aptitudes and skill. Thus, motivated employees with high levels of job involvement are considered as important elements to an organization. In this essay, it attempts to measure the effect of employee motivation towards job performance. Motivation is crucial for organizations to functions; without motivation employees will not put up their best and the company’s performance would be less efficient.
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Succession planning was first introduced by Fayol who believed if succession planning needs were ignored, organizations would not be prepared to make necessary transitions (Rothwell, 1994; 2000; 2002; 2010).Succession planning allows an organization to prepare for the absence, departure, death, retirement or termination of an individual. Steele (2006) argues that succession planning has been used as a formalized method for dealing with changes in leadership for over fifty years. Originally used to anticipate smooth transitions at the top level in organizations, it has evolved into a process that many organizations view as a critical for key positions across functions and levels. While operational definitions vary, the core meaning has remained the same throughout the decades as the process of succession planning has evolved. Succession planning has been defined as: a means of identifying critical management positions, starting at the levels of project manager and supervisor and extending up to the highest position in the organization. Succession planning also describes management positions to provide maximum flexibility in lateral management moves and to ensure that as individuals achieve greater seniority, their management skills will broaden and become more generalized in relation to total organizational objectives rather than to purely departmental objectives (Rothwell, 2010. p.6). Succession Planning is a systematic and deliberate process of identifying, developing and tracking key individuals within the firm to prepare them for assuming senior and top level positions in future. Succession planning is a process used by small and large companies to provide for the future by ensuring that employees are recruited and trained to fill key role in the company. The company invests in current employees to take over key positions in the event of downsizing in management personnel, retirement, or death. Through the succession planning process; executives must recruit top employees, develop their knowledge, skills, and abilities (KSA) and prepare them for promotions in more challenging positions within the company.
The main objectives of this essay was to summarize the topic by defining succession planning as a concept, Literature review on succession planning, objectives of succession planning, process of succession planning, distinguish between succession planning and replacement as well as importance of succession planning to organization performance, review one case study on the topic. To achieve outstanding results using succession planning, an organization must develop an effective and highly focused strategy that centers on organizational excellence (Butler & Roche, 2002). .
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
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1. i
DONASIAN MBONEA
ID: 44132BHU52973
PhD in Human Resource Management
Essay on Managing Workplace Diversity
ATLANTIC INTERNATIONAL UNIVERSITY
HONOLULU, HAWAII
August, 2017
2. ii
TABLE OF CONTENTS ……………………………………………………………………...II
1.0 Introduction..........................................................................................................................1
2.0 LITERATURE REVIEW ON MANAGING WORKPLACE DIVERSITY ..............................................2
3.0 Managing Diversity............................................................................................................3
4.0 A Model for Diversity - The Four Layers Model...........................................................4
5.0 HRM in Workplace Diversity............................................................................................5
6.0 Tools for Managing Diversity...........................................................................................7
7.0 Benefits of diversity in the Workplace ............................................................................8
8.0 Challenges of diversity in the Workplace ....................................................................10
9.0 Strategies for Managing Diverse Workforce ...............................................................12
10.0 Case study........................................................................................................................12
11.0 Conclusion.......................................................................................................................14
REFERENCES ...........................................................................................................................15
3. 1
1.0 INTRODUCTION
The world’s increasing globalization requires more interaction among people from
diverse backgrounds. People no longer live and work in an insular environment; they
are now part of a worldwide economy competing within a global framework. For this
reason, profit and non-profit organizations need to become more diversified to remain
competitive. Maximizing and capitalizing on workplace diversity is an important issue for
management (Betchoo, 2015)
Supervisors and managers need to recognize the ways in which the workplace is
changing and evolving. Managing diversity is a significant organizational challenge, so
managerial skills must adapt to accommodate a multicultural work environment.
(Agarwala, 2010)
It is a known fact that diversity is gaining more importance nowadays than ever before
given that the world better accommodates people with differences since it has
transformed into a global village, a term that looked distant in the past but looks more
apparent today than ever before. This calls for acceptance of differences which are, in
essence, the elements of diversity. Traditionally, diversity could mainly focus on gender,
age and ethnicity issues but there are new concepts like HIV/AIDS workers, dual –
career couples, mobile workers that have become part of the workplace and have their
role to play in the society (Betchoo, 2015).
Then comes the foreign employee. There are two trends that are identifiable. Firstly,
people from the developing world moved in large numbers to rich countries that were
their former colonists. Secondly, top executives are moving to developing nations to sell
their managerial expertise. Foreign employees might also invoke the issue of cultural
diversity and tolerance. Acceptance of diversity also covers the issue of race relations
which are easy tough to manage despite struggles won in many parts of the world.
Workplace diversity exists when companies hire employees from various backgrounds
and experiences. Many companies see workplace diversity as an investment toward
building a better business. Although workplace diversity provides many benefits, it also
poses many challenges to employees and managers. To reap the benefits of workplace
diversity, employees and managers must understand the challenges and know how to
effectively deal with them.
The essay explore the meaning of diversity as a concept, managing diversity, a model
for diversity, HRM in workplace diversity, tools for managing diversity, benefits of
diversity in the workplace, challenges of diversity in the workplace, strategies for
managing diverse workforce, Literature review on managing workplace diversity as well
as reviewing one case study on the topic.
4. 2
2.0 Literature Review on Managing Workplace Diversity
This section examined relevant literature from works that have already been done on
the topic. The literature was structured in the following form: definitions of key concepts
such as workplace diversity, as well as studies on diversity from other researchers.
2.1 The Concept of Workplace Diversity
Diversity can be defined as acknowledging, understanding, accepting, and valuing
differences among people with respect to age, class, race, ethnicity, gender, disabilities,
etc.(Agarwala, 2010).
Diversity is generally defined as acknowledging, understanding, accepting, valuing and
celebrating differences among people with respect to age, class, ethnicity, gender,
physical and mental ability, race, sexual orientation, spiritual practice and public
assistance status(Betchoo, 2015)
Figure 2.1 Workplace Diversity, adapted from Betchoo, 2015
Managing diversity means acknowledging people’s differences and recognizing these
differences as valuable. It enhances good management practices by preventing
discrimination and promoting inclusiveness. Good management alone will not
necessarily help an individual work effectively with diverse workforce. While the
traditional notion of workforce diversity may refer to representation of various races,
genders and religious backgrounds, today’s concept of workplace diversity is broad –
based .Besides these classical variables, considerations are also made on personality,
5. 3
age , style, skills, education background. The focus of workplace diversity now lies on
the promotion of individuality within an organization, acknowledging that every person
can bring something different to the business.
An organization that is committed to a diverse workforce is one that aims to harness a
pool of individuals with unique qualities, seeing this combination of differences as a
potential for growth rather than opportunities for conflict. Attached to this commitment is
also an intention to nurture and develop the potential of each individual. Organization
must understand that managing diversity is much more than gaining knowledge on race
and gender issues. Managing diversity should be viewed as providing a perspective that
can enhance creativity and growth. The discipline provides a way of thinking that allows
us to view our organizational activities through a more objective eye.
3.0Managing Diversity
According to (Pantea F.M 2007), Managing diversity entails “enabling people to perform
up to their maximum potential, it focuses on changing the organizational culture and
infrastructure such that people provide the highest productivity possible”
Or “Managing diversity can be defined as planning and implementing organizational
systems and Practices to manage people, so that the potential advantages of diversity
are maximized while its potential disadvantages are minimized”.(Stredwick, 2005:93)
Once workplace diversity is implemented, companies must effectively manage the
changes in policies. This presents a challenge for many organizations. Challenges in
managing workplace diversity can stem from several reasons, such as taking the wrong
approach to solving diversity issues. For example, a company may adopt affirmative
action policies in an attempt to solve diversity problems. Affirmative action is about
giving opportunity to previously disadvantaged workers. Hiring based solely on race
may not solve diversity issues. According to Lawrence Herzog of HCareers, managers
face challenges when new employees from diverse backgrounds interact with long-
standing employees. Many companies offer training programs to managers to help them
effectively manage their newly diverse departments.
Therefore, Diversity in the workplace means bringing together people of different ethnic
backgrounds, religions and age groups into a cohesive and productive unit. Advances in
communication technology, such as the Internet and cellular phones, have made the
marketplace a more global concept. In order to survive, a company needs to be able to
manage and utilize its diverse workplace effectively. Managing diversity in the
workplace should be a part of the culture of the entire organization.
Rationale for managing workforce diversity, are to improve productivity and remain
competitive; to form better work relationships among employees; to enhance social
responsibility, to address legal concerns i.e. policies on bullying and to bring various
creativity within the organization.
6. 4
4.0A Model for Diversity - The Four Layers Model
Figure 4.1 Four Layers of Diversity, adapted from Marilyn Loden and Judy
Rosener, Workforce America (Business One Irwin, 1991).
According to Amelio (2015), the Four Layers Model can help the manager understand
that diversity comprises many characteristics of people at work, not only a few. The
diversity – mature manager will seek to understand these factors and dimensions of
diversity to ensure he/she is bringing out all aspects of an individual’s talents and
abilities in support of the organization’s mission and goals.
Personality; this includes an individual’s likes and dislikes, values and beliefs.
Personality is shaped early in life and is both influenced by and influences the other
three layers throughout one’s lifetime and career choices.
Internal dimensions; these include aspects of diversity over which we have no control
(though “physical ability” can change over time due to choices we make to be active or
not, or in cases of illness or accidents). This dimension is the layer in which many
divisions between and among people exists and which forms the core of many diversity
7. 5
efforts. These dimensions include the first things we see in other people, such as race
or gender and on which we make assumptions and base judgements.
External dimensions; these include aspects of our lives which we have some control
over, which might change over time, and which usually form the basis for decisions on
careers and work styles. This layer often determines, in part, with whom we develop
friendships and what we do for work. This layer also tells us much about whom we like
to be with.
Organizational dimensions; this layer concerns the aspects of culture found in a work
setting. While much attention of diversity effort is focused on the internal dimensions,
issues of preferential treatment and opportunities for development or promotion are
impacted by the aspects of this layer.
The usefulness of this model is that it includes the dimensions that shape and impact
both the individual and the organization itself (Amelio, 2015). While the “Internal
Dimensions” receive primary attention in successful diversity initiatives, the elements of
the “External” and “Organizational” dimensions often determine the way people are
treated, who “fits” or not in a department, who gets the opportunity for development or
promotions and who gets recognized.
A manager who wants to understand diversity and be an effective manager of a diverse
team needs to pay attention to all these layers of diversity with the goals of using both
differences and similarities to enrich the work environment and bring us closer to our
mission.
5.0HRM in Workplace Diversity
The importance of human resource management functions in diversity. Scholars have
regularly made the link between human resource management and diversity stating that
it is up to human resource managers to seek responsibility in diversity management.
Human resource management could be defined as that specialized management
function dealing with recruitment and selection, training and development, performance
management and employee welfare with the perspective of bringing the best talent in
the organization to achieve the corporate goals of the firm. Human resource
management is now viewed as pivotal to a firm’s advancement with the need to place
human resource policies and practices at the top of the organizations’ agendas.
Recruitment is one of those important aspects that managers and leaders consider as
part of their diversity management strategy. It is said that the quality of recruitment will
impact the organization. High caliber managers are likely to influence the firm’s future
direction and sustain its development in the competitive environment in which we are
living today. Big companies are already seeking highly qualified employees which they
believe are the resources that should be tapped and developed in the company.
Recruitment can also be viewed as the first step in the development of talent in the firm.
8. 6
Recruitment is expensive if the best talents in diversity have to be sourced out. It
requires time and patience to scrutinize the potential employees, find out what they can
best offer and contribute to the firm and find out the gaps between the existing skills and
what could be done to improve them by bridging such gaps.
Training is another key aspect of human resource management and these impacts on
diversity at work. Training aims at the improvement of knowledge, skills, and attitudes
needed for the job. In a diverse workforce, training aims at bringing a potential for high
performance level in firms. This will be much dependent on the outcomes of diversity
training. In such a case, trainers are expected to show to what extent they can embrace
diversity while inculcating the rights tools to their trainees. The effectiveness of training
programs in diversity will be a critical factor in bringing diversity and high level of
commonality among the employees.
Performance management is also a key component of HRM. From an initial
perspective, it was said that engaging a diverse workforce bring high levels of
performance. To ensure that performance is maintained and consistently improved in
the organization, it is essential to think of reward strategies that benefit diversity.
Employees who are rewarded on bases of equality and fairness regarding their
contribution are surely the better advocates of diversity.
Employee welfare could also be addressed regarding workplace diversity. The provision
of welfare facilities at work coupled with employee benefits adds great value to the
human resource management function while at the same time sees that diversity is
respected regardless of differences. Welfare might mean the engagement of employees
in social activities of the firm but also how the company caters to the welfare of its
employees. The provisions of pensions, healthcare benefits, recreational facilities, etc.,
are illustrations where human resource management can positively contribute to
diversity.
Recruitment and Diversity; a company’s plan should cover a number of areas, all of
which point toward using differences in skills, experience and ideas to reach the
company’s business goals. Recruitment is one aspect of that plan, but it should also
include retention practices, diversity training for management and line staff, community
outreach and workplace flexibility arrangements, among other things. Managing growth
in workforce diversity and increasing the representation of women and minorities is a
critical human resource management strategy of recruitment and selection for most
organisations (Thomas and Ely, 1996).
In recruiting for diversity, Ogunjimi (2015) suggests a series of key steps. Firstly, a
company should determine whether internal employees can be groomed for the
positions they want to fill first. Businesses must design materials, such as brochures
and websites, to attract the type of employees specified in their diversity recruitment
9. 7
plan. Ogunjimi (2015) stresses that managers must boast their company’s commitment
to diversity, employee incentives and flexible work arrangements.
Selection and Diversity; selection is the process based on filtering techniques that
ensure added value of choosing a qualified candidate for a position. Selection is the
process of choosing a qualified person for specific role who can successfully deliver
valuable contributions to the organization. The term selection can be applied to many
aspects of the process, such as recruitment, hiring and acculturation. However, it most
commonly refers to the selection of workers (Boundless, 2015).
Training and Diversity; the most widely used tool among organizations in managing
diversity is training (Cox and Blake, 1991).
The purpose of diversity training is to give awareness to workers and facilitate the
integration of diversity in organizations. In addition, organizations also value diversity
training as a platform to make better decisions on diversity policy. Cox and Blake,
(1991) remark that it is important to treat training as an on - going education process
rather than one short seminar. Diversity training in the workplace is extremely beneficial
to an organization.
Providing feedback on performance; in diversity management, it is important to provide
feedback to employees. Performance metrics states that evaluation of employees with
regards to diversity have provided interesting results. The HR council, Canada (2015)
explains that positive feedback involves telling someone about good performance.
Employers must make this feedback timely, specific and frequent. Recognition for
effective performance is a powerful motivator. Constructive feedback alerts an individual
to an in which performance could improve. The main purpose of constructive feedback
is to help people understand where they stand in relation to expected and/or productive
job and workplace behavior.
Regarding diversity, an absence of feedback or simply a poor feedback mechanism
might have some effect on minorities. Phillippe (2014) advocates that “one size does
not fit all” in performance management if you want to maintain a productive diverse
workforce. Managers of people in minority groups need to be made aware that
performance management must take into considerations differences; and if minority
employee is not performing well, the root cause for that outcome can often be
misdiagnosed. To ensure a diverse, productive and engaged workforce, performance
management must be seen as a multi – faceted tool that capitalizes on differences
(Phillippe, 2014)
6.0Tools for Managing Diversity
Effective managers are aware that certain skills are necessary for creating a successful,
diverse workforce.
10. 8
First, managers must understand discrimination and its consequences. Second,
managers must recognize their own cultural biases and prejudices (Koonce, 2001).
Diversity is not about differences among groups, but rather about differences among
individuals. Each individual is unique and does not represent or speak for a particular
group. Finally, managers must be willing to change the organization if necessary.
Organization need to learn how to manage diversity in the workplace to be successful in
the future.
Unfortunately, there is no single recipe for success. It mainly depends on the manager’s
ability to understand what is best for the organization based on teamwork and dynamics
of the workplace. According to Roosevelt (2001), managing diversity is a
comprehensive process for creating a work environment that includes everyone. When
creating a successful diverse workforce, an effective manager should focus on personal
awareness. Both managers and associates need to be aware of their personal biases.
Therefore, organizations need to develop, implement and maintain ongoing training
because a one – day session of training will not change people’s behaviors (Koonce,
2001).
Managers must also understand that fairness is not necessarily equality. There are
always exceptions to the rule. Managing diversity is about more than equal employment
opportunity and affirmative action. Managers should expect change to be slow, while at
the same time encouraging change (Koonce, 2001)
Another vital requirement when dealing with diversity is promoting a safe place for
associates to communicate. Social gathering and business meetings, where every
member must listen and have the chance to speak, are good ways to create dialogues.
Managers should implement policies such as mentoring programs to provide associates
access to information and opportunities. Also, associates should never be denied
necessary, constructive, critical feedback for learning about mistakes and successes
(Flagg, 2002).
7.0 Benefits of diversity in the Workplace
As workforce demographics shift and global markets emerge, workplace diversity
inches closer to becoming a business necessity instead of a banner that companies
wave to show their commitment to embracing differences and change. Employees reap
tangible and intangible benefits from workplace benefits, not the least of which include
respect from co-workers and business gains.
Mutual Respect; Workplace diversity fosters mutual respect among employees.
Whether employees work in groups or teams comprised of co-workers with varied work
styles, or colleagues who represent different cultures or generations, a synergistic work
environment become the norm. Although an idyllic atmosphere may be difficult to
achieve, employees nevertheless recognize the many strengths and talents that
diversity brings to the workplace and they gain respect for their colleagues’
performance.
11. 9
Conflict Resolution; Conflict inevitably occurs in the work environment. However,
employees who acknowledge others’ differences often also find similarities, particularly
when there are common goals -- production and quality. Respect for co-workers either
reduces the likelihood of conflict or facilitates an easier road to conflict resolution. The
ability to resolve workplace conflict minimizes potential liability for employee complaints
that would otherwise escalate to formal matters, such as litigation. Workplace diversity
preserves the quality of employees’ relationships with their co-workers and their
supervisors.
Business Reputation; Diversity in the workplace is important for employees because it
manifests itself in building a great reputation for the company, leading to increased
profitability and opportunities for workers. Workplace diversity is important within the
organization as well as outside. Business reputations flourish when companies
demonstrate their commitment to diversity through aggressive outreach and recruiting
efforts. An organization known for its ethics, fair employment practices and appreciation
for diverse talent is better able to attract a wider pool of qualified applicants. Other
advantages include loyalty from customers who choose to do business only with
companies whose business practices are socially responsible.
Job Promotion; the importance of workplace diversity cannot be overstated when it
comes to an organization’s ability to reach markets in foreign countries. The appeal of
global markets creates two kinds of opportunities for employees: opportunities for
promotion and employee development. A global marketplace opens doors for
employees with diverse language skills and multicultural understanding to build global
profit centers. Employees interested in learning multinational business strategy and who
are available for possible expatriate assignments may also find new and challenging
career opportunities.
Increased Exposure; A diverse workplace offers more than exposure to employees
from different cultures and backgrounds. Employees learn from co-workers whose work
styles vary and whose attitudes about work varies from their own. This is particularly
true for employees within multigenerational work environments. Traditional-generation
workers learn new technology and processes from workers who belong to the tech-
savvy millennial generation. Likewise, Generation X employees learn from exposure to
the assertive, go-getter work ethic typical of many Baby Boomers.
Furthermore, diversity brings together individuals from various backgrounds that
possess important skill that stimulate organizational competitiveness and growth
(Fassinger, 2008). The benefit of diversity can be seen in several areas such as
employee relations, strategic advantage, and tapping into new markets.
In a diverse environment where people can interact and share ideas, organizational
growth and health are present. The exchange of ideas creates an atmosphere of
cultural acceptance that can lead to improvements in employee relations (Chavez &
Weisinger, 2008). When individuals perceive that their ideas and cultures are valued,
they have great ownership in the organization. In addition to positive employee
relations, diversity can provide a strategic advantage for organizations.
12. 10
A significant body of research on top management teams has shown that diversity leads
to superior outcomes in decision making (Dalton, 2006, Fassinger, 2008; Mannix &
Neale, 2005). The explanation for better decision making from a diverse team is that
their approach to the problem with alternative views and perspectives; this allows for a
wider range of possibilities that could not be generated by homogenous group (Dalton,
2006). Wong (2008) states, “diversity brings together different experiences and
perspectives that serve as the catalysts for innovation and productivity”. The strategic
advantage given by promoting diversity within the organization can be the impetus to
make entrance into new markets and new customers that were previously inaccessible.
Many companies, such Toyota, Coca – Cola and other organizations are leveraging
diversity to tap into underserved markets and customers. For example, Coca – Cola has
used its diversity to develop a market in the Hispanic community for one of its new soft
drinks. Another example is the Longo Toyota car dealership that has hired salespeople
that speak various languages to serve their diverse client base. Workforce diversity can
assist an organization by providing new markets that have not been previously
developed and ensured retention of current markets (Perkins, Thomas & Taylor, 2000)
Diversity is beneficial to both associates and employers. Although associates are
interdependent in the workplace, respecting individual differences can increase
productivity. Diversity in the workplace can reduce lawsuits and increase market
opportunities, recruitment, creativity and business image. In an era when flexibility and
creativity are keys to competitiveness, diversity is critical for an organization’s success.
Also, the consequences (loss of time and money) should not be overlooked (Koonce,
2001).
Increased adaptability is another benefit of workplace diversity; organizations
employing a diverse workforce can supply a greater variety of solutions to problems in
service, sourcing and allocation of resources. Employees from diverse backgrounds
bring individual talents and experiences in suggesting ideas that are flexible in adapting
to fluctuating markets and customer.
Attract and retain talent; according to Andrade (2010) states that talent can add a
competitive edge to any organization. Feeling included and appreciated increases
loyalty and feeling of belonging. Language skills pool is increased and propels
organization forward either to compete in the International global world or to increase its
diverse customer base.
8.0Challenges of diversity in the Workplace
There are challenges to managing a diverse work population. Managing diversity is
more than simply acknowledging differences in people. It involves recognizing the value
of differences, combating discrimination and promoting inclusiveness. Managers may
also be challenged with losses in personnel and work productivity due to prejudice and
discrimination, as well as complaints and legal actions against the organization (Devoe,
1999).
13. 11
Diversity – related challenges are present in almost every workplace, whether they are
giant corporations or small business operations. The globalized business world has
increased the need for individuals from all walks of life. Holt (2015) states that conflict is
a natural part of this process and as long as it is handled in a healthy way, can bring a
group of employees closer together. Challenges are what improve employee
relationships and promote diversity, if handled correctly. If handled incorrectly, a
company could fall apart, face lawsuits and spend more time resolving conflict than
being productive. These challenges, when handled in a healthy way, push people to
grow, improving productivity and employee relationships, decreasing workplace tension
and resulting in a positive place to work.
Communication; Communication barriers lead to problems in a company attempting to
create a diverse workplace. When a U.S. company hires employees of other cultures
whose first language is not English, employees and managers may experience
difficulties communicating with one another. This can lead to misunderstandings and a
decrease in productivity. For example, if a manager gives instructions about completing
a certain task to an employee who fails to fully comprehend the instructions, the
employee may make mistakes if he tries to complete the task without receiving clarity.
Sometimes it helps for companies to hire bilingual employees who can mediate and
reduce language and communication barriers.
Opposition to Change; although workplace diversity benefits an organization as a
whole, some employees and managers may not react positively to changes made.
Employees who oppose workforce diversity usually reject new ideas and make work
environments more difficult. If the company doesn't handle opposition properly,
workplace diversity initiatives may not provide the intended benefits to the company. To
deal with opposition, companies should explain the reasons for diversity and what
benefits changes in diversity bring to management and employees. Alleviating fears
some people possess about workplace diversity may reduce much of the opposition.
Implementation; although on paper workplace diversity may seem like a good idea,
many companies experience challenges when attempting to implement changes.
Employers must develop strategies for implementation, analyze results and make
necessary changes if results do not meet the established goals. The implementation
process may present challenges to everyone involved, and frustrations may arise
because implementation is not as smooth as expected. To help with implementation,
employers may decide to hire experienced professionals who specialize in workplace
diversity. Experienced professionals understand the challenges and know how to
handle them.
Negative attitudes and behaviours can be barriers to organizational diversity because
they can harm working relationships and damage morale and work productivity.
Negative attitudes and behaviours include prejudice, stereotyping and discrimination
which should never be used by management for hiring, retention and termination
practices (could lead to costly litigation)
14. 12
9.0Strategies for Managing Diverse Workforce
According to (Pantea F.M 2007) identified best strategies for managing workforce
diversity such as; Training and education programs. i.e. mandatory training about how
candidates are chosen based on best fits; Organizational policies that mandate fairness
and equity for all employees. For example handling harassment and bullying such as
offensive jokes, grievance procedures policy document; Performance appraisal systems
that are non-discriminatory; Career development programs, e.g. Promotions, training
programmes; Retention strategy. For example initiating family days whereby people
unite together as one family; Special needs plan. For example wheel chair access for
disability, altering working times and special braille equipment; Recruitment and
selection. For example its unlawful to publish an advertisement which may indicate an
intention to discriminate, Also, job title must be sexless such as “operator” or
“technician”, an indication must be given that all applicants from both sexes are
welcomed. Establishing a visible diversity advisory committee within the organization,
dealing with all forms of harassment, abuse, bullying and provocation, also controlling
communication.
Furthermore, to create a corporate culture that supports diversity, through
acknowledging cultural and individual differences in the workplace.
10.0 CASE STUDY
Ford Motor Company Diversity in the workplace
This case study looks at Ford Motor Company on how workplace diversity involvement
has impact on company’s activities and success.
Ford Motor Company is a reputable company, which was incorporated on 6th June
1903, and focuses on developing and manufacturing of varieties of vehicles that deliver
an outstanding value to their customers worldwide without changing their product
strategy irrespective of the country of operation. The company has over 100 plants in
the United States, Brazil, Thailand, South Africa and eighteen other countries. It
employs over 350,000 people all over the world. Throughout the history of Ford Motors,
their diverse employees have created a variety of products that has hugely contributed
to its success. Ford has been one of the world leaders in workforce diversity and
inclusion, which has since remained the key business strategy of the company.
Diversity could be found in every level of the company’s operations, from the boardroom
to the design studio, from the plant floors to the engineering centre, their diversity
makes them a better and successful company.
Ford Motors history of diversity; in the early days, Ford Motor Company took the
necessary steps to ensure that its workforce has reflected the communities in which it
does business. Within its first five years, Ford had established production or sales
operations in the United States, Canada, France, the United Kingdom, parts of
Scandinavia, Eastern Europe and in Russia.
The CEO of the company, Henry Ford in 1913, adopted a strategy, which greatly helped
the company to meet its customer demands. He upgraded the positions of some the
15. 13
workers, and offered attractive wages and salaries, which were more than double the
industry average at that time. The 5 dollars a day attracted thousands of immigrants and
African Americans to join the company. Ford effectively formed a new American middle
class which made Ford Motor Company one of the first American companies to reflect
the growing diversity of the United States (History of Diversity, 2013)
Recognizing the company’s day to day growth in diversity in the company, Ford realized
that it needed to strategically and effectively manage the diverse workforce to enable its
implementation continue to work to the company’s advantage. Ford therefore
recognized some measures, which they thought would retain and also attract new
diverse workforce and successful diversity implementation and management. These
measures involve Ford Motors’ recognition of its Global diversity vision of diversity and
inclusion and inclusion environment.
The vision of diversity and inclusion of Ford is to maintain diversity and inclusion
environment. In order for Ford Motors to achieve its vision and strategy, it identified five
strategic focuses that involve (Strategic Areas of Focus, 2013).
Diverse workforce: employing people from all over the world irrespective of their race,
gender, ethnicity, age, disability to contribute to the company’s success story.
Respectful and inclusive work environment: A working environment where no one is left
out but instead all is included in the decision making process as well as opinion sharing.
And also a mutual respect for each individual’s culture believe and their personality.
Leading the Way: To ensure that Ford Motors stands “on top of the chart” above other
reputable companies, by moving one step further from them in terms of workplace
diversity and productivity.
Work life Integration: This integration involves workers making choices as well as
exercising control of their life’s challenges in order to meet their goals. In recognizing
the impact of the work life integration strategy, the company designed a conducive
working environment for workers to successfully combine personal lives with their
working life, thereby motivating them to work productively and efficiently.
External Partnerships: Ford Motors created partnership sales group, which aims at
giving large discounts to employees, retirees and spouses of eligible partner companies
to serve as goodwill and a means to promote workplace diversity (Special pricing on
Ford, 2012)
Global diversity challenges at Ford: Ford Motors had encountered numerous challenges
and has since continued to improve on their strategies to manage these challenges in
order to continue with their success story regarding workplace diversity. These
challenges are ; forming a structure and guideline for different religious groups: one of
the challenges that Ford Motors encountered the ability to effectively form a structure
and best guideline that all workers from different religious backgrounds could fit in some
way, and could accept and follow irrespective of their believe. It took some time to
overcome, due to the fact that workers too into consideration how to work with their own
faith and support others with different faith at the same time (Ford Interfaith Network,
2005)
16. 14
To be fair to all: Ford Motors has been making a tremendous effort to battle the
challenge of being open and fair to all workers, by creating equal opportunity for all
employees to portray their full potentials in the various roles they play.
Effective Diversity Education: To effectively educate workers on diversity and its
practicalities have been one of the challenges at Ford as the company strives to ensure
successful diversity implementation.
The analysis: The case study highlights importance of embrace workplace diversity for
increasing company work productivity and success.
11.0 CONCLUSION
A diverse workforce is a reflection of a changing world and marketplace. Diverse work
teams bring high value to organizations. Respecting individual differences will benefit
the workplace by creating a competitive edge and increasing work productivity. Diversity
management benefits associates by creating a fair and safe environment where
everyone has access to opportunities and challenges. Management tools in a diverse
workforce should be used to educate everyone about diversity and its issues, including
laws and regulations. Most workplaces are made up of diverse cultures, so
organizations need to learn how to adapt to be successful.
Also, this essay will help me to design and implement a training program on diversity
management for managerial cadre.
17. 15
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