Job satisfaction is very important, without job satisfaction, no employee can ever produce results and diverse management provides job satisfaction to the employees, hence it can be said that diverse management plays a pivotal role in the success of any business. Diverse management also provides flexibility, which is extremely important to achieve the goals of an organization. If an organization is very rigid and does not treat its employees properly, the focus of the employees will never be on their work, so it becomes extremely important that a business should be flexible towards the employees. For a company to become diverse, it is very essential that the leaders of the organization are form diverse backgrounds, if the leaders don't belong to diverse backgrounds, the organization can never inculcate diversity. Everything starts form the leaders, in the sense that all the instruction passed on to the subordinates come from the…...

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References

Caudron, Shari, "Diversity Watch," Black Enterprise, Vol. 29, September 1998, p. 91.

Cohen, Jordan, Barbara Gabriel, and Charles Terrell, "The Case for Diversity in the Health Care Workforce,"

Health Affairs, Vol. 21, No. 5, 2002, pp. 90-102.

Cox, Taylor, Creating the Multicultural Organization, San Francisco: Jossey-Bass, 2001.

Today, it is not uncommon for managerial leadership to be drawn from one pool and placed in the other in order to facilitate greater intimacy between operational aspects separated by geography and culture. Though this strategy brings with it a number of notable benefits with regard to the coordination of global operations, it does also bear with it a number of challenges which fall upon the Human Resources department to address.
Employing an expatriate as a leader in an otherwise nationally homogenous organization, for one example, will tend to require a conscientious acknowledgement of cultural differences which are likely to enter into engagements -- both in terms of the awareness of personnel and the individual in question. This will be intended to invoke dual sensitivities to inherent differences that might impact interpersonal relations, communication and managerial philosophy. Therefore, the HR Department must be prepared to bridge any gaps which might…...

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Works Cited:

Aguilera, R.V. & Yip, G.S. (2004). Corporate Governance and Globalization: Toward

an Actor Centred Institutional Analysis. Un iversity of Illinois: College of Business. Online at .

Barna, Laray M. (1994). Stumbling Blocks in Intercultural Communication.

Intercultural Communication: A Readers (7th Edition): Wadsworth Publishing.

The importance of workforce diversity is broadly appreciated in management and organizational behavior literature (Yang & Konrad, 2011). Nonetheless, reaping the benefits of diversity management may not be as straightforward as often thought. Employers must have the right organizational design in place if they are to effectively reap the benefits of workforce diversity. First, it is important to have a broader vision of inclusion. It is often assumed that diversity is just about increasing the number of women and minorities in the workforce. Nonetheless, diversity transcends common demographic attributes -- it also entails acknowledging differences in identity and personality. More fundamentally, diversity management must be a formally implemented initiative (Yang & Konrad, 2011). Initiatives, processes, systems, and/or practices aimed at promoting diversity must be deliberately designed, developed, implemented, and communicated across the organization as a whole. Diversity initiatives are likely to fail if they are undertaken as informal efforts by…...

Strategic Diversity Management
Diversity management is a stratagem which contributes actively in encouraging the conception, recognition and implementation of diversity in the operations of different corporations and institutions. This whole notion has its roots in the idea that diversity is the only means of enriching lives of innumerable people by ensuring equal rights, positive behaviour and a fair attitude to all and sundry. Individuals are often dissimilar in terms of age group, societal history and environment, sex, sexual preferences, fitness in reference to psychological and physical health. In addition to that, religion and matters of faith are also important aspect in determining the individuality of any human. Diversity management is basically the acceptance and appreciation of likeness and dissimilarities amongst the entire staff. This holds consequential importance when being considered at the time of planning policies, procedures and planning allotment of resources.

Diversity is usually described as recognizing, comprehending, appreciating, and celebrating…...

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References

Agocs, C. & Burr, C. (1996), 'Employment equity, affirmative action and managing diversity: assessing the differences', International Journal of Manpower, vol.17, no.4 pp.30-45, April-May,

Cox, T. 1993, Cultural Diversity in Organisations: Theory, Research and Practice, Berrett-

Koehler Publishers, San Francisco.

Esty, Katharine, Richard Griffin, and Marcie Schorr-Hirsh (1995). Workplace diversity. A manager's guide to solving problems and turning diversity into a competitive advantage. USA

Francoise oy's Diversity Management Plan PBQ (Panaccio & Waxin case study) applying conceptual framework Shen, Chanda, D'Netto, Monga (2009) related readings.
Human resource management case 3 -- Diversity management plan

The current HM context

The status of the personnel has evolved dramatically throughout the past recent century. The bases of the modern day labor force were set in the commencement of the Industrial evolution, when the people moved from villages to towns to become factory workers. Then however, they were exploited, underpaid and forced to work and live in unsafe and unsanitary conditions.

Today however, the employees in the modern companies are protected by legislations, pursued by employers and cherished as the most valuable organizational assets. These changes were brought about by evolutions in the micro and macro environments, such as changing customer needs, environmental pressures, intensifying competition, technologic advent or globalization and market liberalization. Diversity in the workplace as such became a…...

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References:

Fox, A., 2011, Mixing it up, HR Magazine, May edition

Owens, D.M., 2011, Bank on diverse talent, HR Magazine, May edition

Panaccio, A.J., Waxin, M.F., 2009, HRM case study: diversity management: facilitating diversity through the recruitment, selection and integration of diverse employees in a Quebec bank, Journal of the International Academy for Case Studies, Vol. 16, No. 4

Panaccio, A.J., Waxin, M.F., 2009, Diversity management: how to facilitate the recruitment, selection and integration of diverse employees in a Quebec bank? Proceedings of the International Academy for Case Studies, Vol. 16, No. 1

diversity in management?
Technological developments and the emergence of a universal, globalized economy have brought individuals from different societies closer than they have ever been. Hence, institutions like schools/colleges and corporations are seeking means to better cater to the entities constituting them. This encompasses the ability of attracting and retaining the finest and most capable workforce. Diversity deals entirely with difference. It implies: the presence of a broad array of different individuals; differences between them are on account of numerous variables including race/ethnicity, sex, religion, political beliefs, socioeconomic status, sexual orientation, disability and ideologies (Rice, 2010). Companies capable of formulating and implementing requisite processes and strategies in this regard will enjoy a competitive edge over rivals, in addition to increased efficacy. Private sector models of competition are not exactly perfectly suited to public sector institutions as the latter lack a profit motive for existence. Nevertheless, public sector organizations ought to…...

Diversity Management and Nursing Leadership Philosophy
In the last two decades, influx of nursing professionals from the different part of the world into the United States has created a diversity work environment within the health organizations. The issue has made leaders facing challenges to manage the workforce that compose of professionals from different cultural background. To manage a diverse health environment effectively, a leader must develop a leadership philosophy that should be accepted by all workforce. The transformation and transactional leaderships have been identified as the effective leadership styles to manage a diverse work environment to achieve organizational objectives. However, a leader needs to be culturally competent to develop a strategy to manage workers effectively. The study illustrates the challenges that nursing leaders in the Saudi Arabia hospitals face in the work environments since nursing staff in the region are composed of workers from different countries and different cultural background. The…...

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Reference

Avoka, A. J. Florence, N. Ofei, A. et al. (2016). Leadership Styles in Nursing Management: Implications for Staff Outcomes. Journal of Health Sciences. 6(1).

Avolio, B., & Bass, B. (1994). Transformational leadership and organizational culture. International Journal of Public Administration, 17(3-4), 541-554.

Castle, N.G. & Decker, F.H. (2011). Top Management Leadership Style and Quality of Care in Nursing Homes. The Gerontological Society of America. 51 (5):630 -- 642.

Hewlett, S.A. Marshall, M. & Sherbin, L. (2013). How Diversity Can Drive Innovation. Harvard Business Review.

The society has always looked down upon women whose roles are always as the subordinate of her male counterpart. The modern business world has seen the presence of women in top managerial positions and the organizations are steered successfully. It is important to provide equal training opportunities because anybody despite gender can be a leader Jones and George 66()
Conclusion

Business organizations are faced with everyday challenges influenced by culture, gender and characteristics of an effective leader. Leadership skills have to be acquired to ensure coordination of all these aspects, so as to ensure the company derives maximum profits from its activities. Anyone can be a leader as it is not based on masculinity. Cultural values have to observe so that coordination of the employees is harmonized. On the other hand it is important to acknowledge our diversities and work towards programs that unify us while at the same time derive…...

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Works cited

Carli, L.L., and a.H. Eagly. Gender, Hierarchy, and Leadership. California: Blackwell for the Society for the Psychological Study of Social Issues, 2001. Print.

Jones, G.R., and J.M. George. Contemporary Management. New York: McGraw-Hill/Irwin, 2007. Print.

Press, Harvard Business School. Managing Diversity: Expert Solutions to Everyday Challenges. Texas: Harvard Business Press, 2009. Print.

Terrell, R.D., and R.B. Lindsey. Culturally Proficient Leadership: The Personal Journey Begins Within. Corwin Press, 2008. Print.

Managing Diversity and Equal Opportunity
With the turn of the 21st century, a dramatic increase is being witnessed in the international flow of labor with repercussion for domestic labor supply and management. The native, racial and emigre mixture of the employees is predominantly important for the workplace. The importance of this domestic cultural multiplicity in the labor force, highlighted by worldwide influences and necessities, has lately encouraged the researchers to focus on the companies' and managers' response to diversity, be it of any form (Watson, Spoonley, & Fitzgerald, 2009).

If the workforce of the present times is compared with the one that was found 20 years ago, it will be easy to observe that there are "more white women, people of color, disabled persons, new and recent immigrants, gays and lesbians, and intergenerational mixes (i.e., baby boomers, Generation Xers, and Generation Nexters)" (iccucci, 2002) today. This situation has given birth to quite…...

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References

Hemphills, H., & Hayne, R. (1997). Discrimination, Harassment, and the Failure of Diversity Training: What to Do Now. Westport, CT: Quorum Book. Retrieved December 15, 2012, from  http://www.questia.com/read/23366693/discrimination-harassment-and-the-failure-of-diversity 

King, A.S. (1995, December). Capacity for Empathy: Confronting Discrimination in Managing Multicultural WorkForce Diversity. Business Communication Quarterly, 58(4), 46+. Retrieved December 14, 2012, from  http://www.questia.com/read/1G1-18023663/capacity-for-empathy-confronting-discrimination-in 

Ollapally, A., & Bhatnagar, J. The Holistic Approach to Diversity Management: HR Implications. Indian Journal of Industrial Relations, 44(3), 454+. Retrieved December 15, 2012, from  http://www.questia.com/read/1G1-210224380/the-holistic-approach-to-diversity-management-hr 

Riccucci, N.M. (2002). Managing Diversity in Public Sector Workforces. Boulder, CO: Westview Press. Retrieved December 14, 2012, from  http://www.questia.com/read/100875091/managing-diversity-in-public-sector-workforces

Managing Diversity in the Workplace
The modern business environment is marked by numerous people-oriented variables brought to organizations. These variables include gender, race, age, and religion, and socioeconomic background, regional and national origin. All these factors form the current workforce in the market place. Diversity is widely recognized as one of the world's greatest strengths. Diversity continues to affect the society and the organizational workforce in the process of shaping the 21st century workforce (Konrad, 2006). Organizations appreciate individual sensitivity and differences to enable them discharge the organizational mission. Sensitivity and training on diversity focuses on changing valid standards and expectations of people. This paper gives details on understanding diversity. Although the scope is limited, it highlights how the understanding of diversity is a challenge in managing the current workforce. It remains a fact that the contemporary workforce does not have the same desires as the previous workforce.

Problem statement

Work diversity is…...

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References

Albrecht, M.H. (2011). International HRM: Managing diversity in the workplace. Oxford [u.a.: Blackwell.

Cornelius, N. (2012). Building workplace equality: Ethics, diversity and inclusion. London: Thomson Learning.

Dansby, M.R., Stewart, J.B., & Webb, S.C. (2011). Managing diversity in the military: Research perspectives from the Defense Equal Opportunity Management Institute. New Brunswick, NJ: Transaction Publishers.

Jackson, S.E. (2012). Diversity in the workplace: Human resources initiatives. New York: Guilford Press.

(Building and Maintaining a Diverse Workforce)
Agencies are required to develop a good understanding of their individual strengths and weaknesses so as to plan their programs to their best advantage. An agency acquires this information by evaluating the views of the employees on diversity issues. Analysis of the trends and projections of the workforce in determination of the skills gaps and necessitates and devising successive planning strategies are crucial moves for agency strategic and business planning. Such efforts facilitate the managers with the required facts so as to be aware of the assignment of resources and the making the necessary planning for the future work of the organization and the points of concentration of their energy to produce a high performance organization. (Building and Maintaining a Diverse Workforce)

The successful managers understand the necessary skills for producing a successful diverse workforce. Firstly they should be aware of the discrimination and its…...

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References

Building and Maintaining a Diverse Workforce" (25 June 2000) Retrieved at   Accessed on 15 January, 2005http://www.opm.gov/Diversity/diversity-3.htm .

Creating a Diverse Workforce" Retrieved from Retrieved at   Accessed on 15 January, 2005http://www.businessweek.com/adsections/diversity/diversework.htm .

Recruiting and Managing a Diverse Workforce" Retrieved at   on 15 January, 2005http://www.vault.com/nr/newsmain.jsp?nr_page=3&ch_id=402&article_id=19018&cat_id=1102Accessed 

Green, Kelli A; L. pez, Mayra; Wysocki, Allen; Kepner, Karl. "Diversity in the Workplace: Benefits, Challenges, and the Required Managerial Tools" University of Florida Cooperative Extension Service Institute of Food and Agricultural Sciences. Retrieved at Accessed on 15 January, 2005http://www.minoritygraduate.com/feature27.asp.

Diversity in the Workplace
The increase in globalization has resulted in greater levels of interaction of individuals from diverse cultures and beliefs than ever before in the history of the world. As noted in the work of Green, Lopez, Wysocki and Kepner (2002) "People no longer live and work in an insular marketplace; they are now part of a worldwide economy with competition coming from nearly every continent." (p.1) Diversity is defined as "The variety of experiences and perspective which arise from differences in race, culture, religion, mental or physical abilities, heritage, age, gender, sexual orientation, gender identity, and other characteristics." (University of California, San Francisco, 2012, p.1)

Challenges, arriers, and enefits to Workplace Diversity

The Multicultural Advantage website reports that there are specific barriers and challenges to workplace diversity and that these are inclusive of: (1) communication; (2) resistance to change; (3) Implementation of diversity in the workplace policies; (4) and (5)…...

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Bibliography

1. A Diverse Workforce Is Integral to a Strong Economy. Center for American Progress. Retrieved from:  http://www.americanprogress.org/issues/labor/news/2012/07/12/11900/the-top-10-economic-facts-of-diversity-in-the-workplace/ 

2. Andrade, R. And Rivera, A. (2012) Developing a Diversity-Patent Workforce: The UA Libraries' Experience. Journal of Library Administration. 51:7-8, 692-727

3. Best Practices in Achieving Workforce Diversity (2010) U.S. Department of Commerce. Retrieved from:  http://govinfo.library.unt.edu/npr/library/workforce-diversity.pdf 

4. DuPont, K. (1999) Handling Diversity in the Workplace; Communication is the Key. American Media, Inc. Retrieved from:  http://www.ars.usda.gov/SP2UserFiles/ad_hoc/54400000NewEmployeeResources/Handling%20Diversity%20in%20the%20Workplace.pdf

g. In U.K.), organizations are tempted to use positive discrimination for corresponding to contemporary requirements. This implies hiring disadvantaged applicants regardless of their professional competency. For instance, last year, UK's Gloucestershire Police and Avon and Somerset police confessed to have rejected white men for hiring women and ethnic minorities in order to meet Government requirements (http://www.workplacelaw.net/display.php?resource_id=8292&keywords).This is an extremely negative phenomenon as it succeeds in increasing the gap among different groups. Therefore, when encouraging such a strategy, authorities should pinpoint the rationale behind it and should organize conferences and workshops debating this issue.
ibliography

Piturro, Marlene. 2007. Recruiting and Managing a Diverse Workforce. http://www.vault.com/nr/newsmain.jsp?nr_page=3&ch_id=402&article_id=19018&listelement=3&cat_id=1102 (Accessed March 8, 2007).

Price Eboni, Gozu Aysegul, Kern David, Powe Neil, Wand Gary, Golden Sherita, and Cooper Lisa. 2005. The Role of Cultural Diversity Climate in Recruitment, Promotion, and Retention of Faculty in Academic Medicine. http://www.pubmedcentral.nih.gov/articlerender.fcgi?artid=1490155#N0x914e898.0x9306d20 (Accessed March 8, 2007).

usinesses doubt the benefits of an ethnically diverse workforce.…...

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Bibliography

Piturro, Marlene. 2007. Recruiting and Managing a Diverse Workforce.   (Accessed March 8, 2007).http://www.vault.com/nr/newsmain.jsp?nr_page=3&ch_id=402&article_id=19018&listelement=3&cat_id=1102 

Price Eboni, Gozu Aysegul, Kern David, Powe Neil, Wand Gary, Golden Sherita, and Cooper Lisa. 2005. The Role of Cultural Diversity Climate in Recruitment, Promotion, and Retention of Faculty in Academic Medicine.   (Accessed March 8, 2007).http://www.pubmedcentral.nih.gov/articlerender.fcgi?artid=1490155#N0x914e898.0x9306d20 

Businesses doubt the benefits of an ethnically diverse workforce. 2007.   (Accessed March 8, 2007).http://www.workplacelaw.net/display.php?resource_id=8292&keywords 

Cendant embraces diversity as a corporate way of life: Company aims to achieve a workforce that reflects its customers and markets. 2003. Human Resource Management International Digest 11: 12-15.

Diversity
The first step in creating diversity plan is to devise a strategy for the plan. It is necessary that the plan be devised with specific objectives in mind, and importantly that those objectives align with the organization' overall strategy.

The second step in creating a diversity plan is to understand the state of diversity in the workplace today. It is important to understand where the organization is today, in order to draw a pathway to get from that point to a new point defined in Step One. This involves taking a diversity audit of the company, which will help to illustrate some of the demographics, for example. It is also worth investigating what the prevailing attitudes are of people within the organization, and also it is necessary to understand what issues may have arisen in the past. This audit will also allow for step three.

Step three is the setting of pathways…...

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Works Cited:

Boatwright, W. (2006) Diversity in the workplace. NIQCA. Retrieved Apr 23, 2013 from  http://www.niqca.org/documents/Diversity.pdf 

Hyter, M. (2004). Ten elements for creating a world-class corporate diversity and inclusion program. Novations Group. Retrieved Apr 23, 2013 from http://c.ymcdn.com/sites/www.fuelmilwaukee.org/resource/resmgr/diversity_toolkit/10_elements_mike_hyter.pdf

Diversity in the workplace is a common subject for management scholarship, because the issue can be very complex and challenging for managers. One of the lesser-known areas of diversity management is simply dealing with people who have very different personalities. This can be as challenging as managing people from different cultures.
Milliken and Martins (1996), in a relatively early study about managing diversity, note that diversity in group composition affects a number of organizational outcomes, including turnover and performance. Managers needs to be aware of the differences between the group members on key communication issues in particular, for example, affective, cognitive and symbolic processes. There is value in having a high level of diversity, but the team needs strong management that can actively engage with the different types of people within the group, or the group risks being less efficient.

One of the things that management will often do when faced with…...

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References

Milliken, F. & Martins, L. (1996). Searching for common threads: Understanding the multiple effects of diversity in organizational groups. Academy of Management Review. Vol. 21 (2) 402-433.

Harrison, D. (2000). Time, teams and task performance: Changing effects of surface- and deep-level diversity on group functioning. Academy of Management. Retrieved May 5, 2014 from http://www.aom.pace.edu/amj/October2002/harrison.pdf

Richard, O., Barnett, T., Dwyer, S & Chadwick, K. (2004). Cultural diversity in management, firm performance and the moderating role of entrepreneurial orientation dimensions. Academy of Management Journal. Vol. 47 (2) 255-266.