DIVERSITY IN THE WORKPLACE

Diversity in the Workplace

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 nonprofit organizations need to become more diversified to remain competitive. Maximizing and capitalizing on workplace diversity is an important issue for management.

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.

Diversity Defined- Diversity can be defined as acknowledging, understanding, accepting, and valuing differences among people with respect to age, class, race, ethnicity, gender, disabilities, etc. (Esty et al. 1995).

Companies need to embrace diversity and look for ways to become inclusive organizations because diversity has the potential to yield greater work productivity and competitive advantages. Stephen Butler, co-chair of the Business-Higher Education Forum, believes diversity is an invaluable competitive asset (Robinson 2002). Managing diversity is a key component of effective people management in the workplace (Black Enterprise 2001)

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Benefits of Diversity- in the Workplace 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 marketing opportunities, recruitment, creativity, and business image (Esty et al. 1995). 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. Challenges 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, and complaints and legal actions against the

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Required Tools for Managing Diversity -Effective managers are aware that certain skills are necessary for creating a successful, diverse workforce. 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 (Koonce 2001). Organizations need to learn how to manage diversity in the workplace to be successful in the future (Flagg 2002).

Increasing diversity at Nike

Over the past year, Nike said it increased VP-level representation of women by 4% to 36% globally and VP-level representation of U.S. underrepresented groups by 3% to 19%. The brand also succeeded in reaching global pay equity ratio for men to women, and white to underrepresented groups in the U.S. (In the United States, women still earn about 80 cents to a man’s dollar, according to data from the Institute for Women’s Policy Research.)

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.

References                                                                                                                                              Black Enterprise. 2001. Managing a multicultural workforce. Black Enterprise Magazine (July).

Devoe, D. 1999. Managing a diverse workforce. San Mateo, CA: InfoWorld Media Group.

Esty, K., R. Griffin, and M. Schorr-Hirsh. 1995. Workplace diversity. A manager’s guide to solving problems and turning diversity into a competitive advantage. Avon, MA: Adams Media Corporation.

Flagg, A. 2002. Managing diverse workgroups successfully. United Behavioral Health.

Koonce, R. 2001. Redefining diversity: It’s not just the right thing to do; it also makes good business sense. Training and Development (December).

Loysk, B. 1996. Managing a changing workforce: Achieving outstanding service with today’s employees. Davie, FL: Workplace Trends Publishing.

Robinson, K-S. 2002. U.S. must focus on diversity or face decline in competitiveness. The Society for Human Resource Management (SHRM). http://www.shrm.org.