Managing Diversity Business Case

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Kandola & Fullerton note that “the basic concept of managing diversity accepts that the workforce consists of a diverse population of people. The diversity consists of visible and non-visible differences which will include sex, age, background, race, disability, personality and work style. It is founded on the premise that harnessing these differences will create a productive environment in which everybody feels valued (...) and in which organisational goals are met.” As we move forward into the 21st century and with the ever increasing impact of globalization, in order to excel, companies must become more diverse. This diversity ranges from the merchandise they handle all the way down to the core values of the company. However the rapid growth in importance of diversity does not coincide with more favourable conditions being bestowed onto minorities within organisations. There has been great scrutiny over which possesses the greater benefits in the struggle to manage diversity within a firm, the business case or increased legislation by government. Each individual strategy has its strengths, weaknesses and advocates. The business case sees managing diversity as a sensible business proposition whilst the contrary party see it as an ethical or social issue. Do companies feel ethically responsible to treat all their employees with integrity or are they more concerned with preventing government legislation in the area. I will therefore discuss each approach along with their advantages and disadvantages and address the issue of whether organizations have a genuine interest in providing the minority with rectitude. ‘‘For successful businesses, diversity is much more than a buzzword or the ‘right thing to do. In thriving companies throughout the world, diversity is an essential tool that creates a competitive edge in today’s marketplace.’’(2) The business case rests

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