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Simons and Rowland (2011) seek to explore the difference between functional and social diversity in organizations. They begin with the premise that the existing literature does not adequately explore the differences between these two types of diversity. So the first issue that they raise is with respect to solidifying a definition for the two concepts. In this way, the basic concept is to examine the existing studies to "identify areas of improvement (that) could be made in the existing literature regarding the discussion of diversity in order to improve its impact on the expected organizational outcomes."The start by breaking down the perspectives on diversity into the information and decision-making perspectives and the social organization perspectives. The core premise of these two different perspectives is that there is diversity of different cultures and ethnicities on one hand, but on the other hand there are also in-group differences with respect to how people conceptualize problems and deal with work in general.
This perspective, the information and decision-making perspective, holds the view that there is evidence from a wide range of team types that diversity in teams can be just as high with a team full of people of the same cultural background. Organizations can encourage the hiring of people with different styles of conducting their work as a means of reducing conformity to social norms. Decision-making is improved if there are different perspectives with...
This contrasts with the information and decision-making view to some extent, because it focuses more strictly on visible differences between group members. The underlying assumption of this perspective is that people of different cultures are going to inherently have different ways of doing things and different perspectives. Essentially, race, religion and gender are used as proxies for different types of perspectives.
A third view is the flexibility argument, which the authors state "indicates that multicultural management practices would result in changes that meant that the system will become less determinant, less standardized and therefore more fluid." Thus, there are different views of diversity from which human resources organization can draw from. The social organization perspective doubtless arose as the result of the Civil Rights Act of 1964, which specifically barred discrimination of specific peoples on the basis of social organization, essentially compelling organization to become less visually homogenous. The literature basically backfilled the argument that adding visible diversity would result in different viewpoints and…
Diversity in Organizations If we are to successfully change organizational members' attitudes and perceptions toward people from cultural groups other than their own, then we must start by examining how to effect that change so that it is implemented through all four layers of diversity. The approach that this paper discusses is based on the following model: Individual Behaviors -- Group Behaviors -- Organizational Behaviors This paper analyzes results of diversity training studies
Organization Diversity (HR) Organization education programs Organization Education Programs (OEPs) are employee benefit projects offered by numerous employers. OEPs are expected to assist employees manage personal or work related issues that may unfavorably affect their work performance, well-being or health. These programs usually incorporate temporary counseling, career growth and development and referral courses for employees. Numerous organizations are confronted with the issue of employer retention. It is costly to replace an employer who
Human Resources Diversity in Organizations Workforce diversity recognizes the truth that people differ in many ways, noticeable or unseen, mainly age, gender, marital status, social status, disability, sexual orientation, religion, personality, ethnicity and culture. HRM is a set of distinct actions, tasks and procedures that are aimed at drawing in, directing and continuing an organization's human resources. The HR function has grown considerably over the past few decades and now covers the
Organization Behavior Competitive Advantage through Human Resource Management Practices Human Resource Management Practices Competitive Advantage through Human Resource Management Practices HUMAN RESOURCE Management Human Resource Management involves all those activities which are related to the management of workforce or employees of an organization. It is also one of the core functions which managers perform at the workplace. Human Resource Management entails activities like recruitment and selection, training and development, performance assessment, compensation, leadership, and motivation
The most observable aspects of organizational communications would be apparent from the way that employees typically use various communications media and technology. Business Ethics In contemporary American business culture, business ethics refers to the same types of concepts as the more general organizational culture except that business ethics concepts are limited to those relating to moral ideas and values (Robbins & Judge, 2009). Certain aspects of business ethics pertain to matters
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