HURMAT FAIZA BUTT PROJECT

8/8/2019 HURMAT FAIZA BUTT PROJECT

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A PROJECT REPORT ON

WORKFORCE DIVERSITY ARE THE

CHALLENGES AND OPPORTUNITIES

FOR

AN ORGANISATION

BY

Glorious Eagle of Fin.Economics

Maker: Hurmat Faiza

General analysis of significance of diversity in Software developing

companies:

1) GOOGLE

2) INFOSYS

3) Tcs


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TABLE OF CONTENTS

Serial No. Topic Page No.

1. Introduction 03

--1.1 --Diversity & Diversity management 03 04

2. Principles of Diversity management 05

3. Categorization of Diversity management 06

4. Work Force as a challenge 06

5. Work Force as an opportunity 07

6. Strive for diversity personnel 08-09

7. Importance of Diverse Workforce 09

8. Benefits of Diverse Workforce 10

9. Management Of Diversity in Leading INCs 10

--9.1 Accenture Diversity 11

--9.2 Google Diversity 12

--9.3 Infosys Diversity 12-13

--9.4 TCS Diversity 13-14

--9.5 Wipro Diversity 15

10. Diversity Pays 16


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11. Questionnaires 17-19

12. Limitations of Research 20

13. Conclusion 20-21

14. Bibliography 21

INTRODUCTION

Today, at the beginning of the 21st century, the world is submerged in a widerange of demographic trends which have the potential to radically change the

demographic, cultural and ethical mixture of the population in many countrieswithin just a few decades.

Top managers often say that their company's people are its most importantasset. In a tight job market and a global economy a company that puts peoplefirst - regardless of their race, religion, gender, age, sexual preference, or

physical disability - wins.

Companies, especially big multinational players which have to deal with thesechanges, are growingly forced to react. Employees, once a homogenous group

in many countries, are increasingly diverse and need to be integrated within andinto working environments. Diversity can present an immense source ofopportunities but it can also mean the opposite, a big threat.

Diversity management is a managerial approach in response to these trends andcan help companies to effectively and efficiently manage their personneldiversity, i.e. personnel made up of diverse and multifaceted people. The text


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argues that a diverse workforce can be regarded as an instrument of salespromotion, a marketing tool to induce customers to buy certain products orservices.

To be successful at creating workforce diversity program involves attractingand retaining the highest quality individuals in the talent pool. For the HR

professional it means looking beyond obvious recruitment methods and venuesfor good people, then learning how to manage human potential sensitively. Itrequires an ever-increasing awareness of how people from different

backgrounds deal with authority, communication, overall business etiquette,and relate to their communities of affiliation.

Promoting workforce diversity is a process that takes place in many stages andon many levels. It requires HR professionals first to recruit a competent and

qualified staff, then to accommodate individual needs within the context of thework team and the organization.

In today's world of cultural diversity, our business can't thrive unless weimplement a workforce diversity initiative. Besides tapping into the uniqueabilities and talents of people from different backgrounds, we can improve ourimage in the community by opening up a place of business to anyone regardless

of race, color, gender, ethnicity, sexual orientation and disability.

What is diversity?

Diversity to us means all aspects in which people differ from one another. This

includes both the visible and relatively easily demonstrable personalcharacteristics such as gender, age and ethnicity, as well as the less visiblepersonal characteristics, such as competencies, needs and wants, work stylesand character traits. Each employee has his or her own, unique combination ofsuch characteristics. Another definition describes diversity as creating high

performing organizations through valuing and using all the talents of employeesof different groups. Regardless of how diversity is defined, it is an issue that is


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sweeping the nation. If the corporate society does not address the issue bylearning how to manage diversity, they will fail.

It is very helpful to suggest that diversity is not so much an end in itself as itis a condition of our society and the condition of the World in which we live.

Frank Wong

Vice President for Academic Affairs

University of Redlan

Diversity Management

Managing diversity is one of the most important challenges faced by managersand their organizations. In todays work environment, co-workers are likely to

be of different gender, age, religion, cultural background, race and ethnicity.They also differ in terms of lifestyle, choices available, perspectives, attitudes,

value system, beliefs, behaviors, expectations, skills and experiences. Theseissues are not just about discriminatory practices but they modify the nature anddemands placed on leadership and management and bring into prominence theconcept of diversity. How well or how prepared managers are able to invest inthe concept of diversity will impact not just on work issues but also onsensitivity to customers needs, legal compliance, business ethical issues,

profitability and even social cohesion.

Diversity management is a strategic process to manage a diverse workforce-including the fight against stereotypes, prejudice and all kind of discriminationdue to the individual perceptions and assumptions- in the manner to maximizethe benefit and minimize barriers of different opinions, behavior and attitudesof human beings within a company.

PRINCIPLES OF DIVERSITY MANAGEMENT


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Diversity

Managemen

t


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Categorization of Diversity Management

Diversity management can be divided into two categories-

1. The internal effect has an influence on organizational structural changeswithin the company.

2. The external effect concerns the environment of the company e.g.customers, stakeholders, suppliers etc.

The concept of diversity management is extensive; there are variouscomponents of diversity as follows:

Diversity of ethnicity, nationality and cultures

Diversity of demography (gender, age and experience)

Diversity of competencies (educational and professional backgrounds)

Diversity of organizational functions and processes

Diversity of networks (i.e. relationships and communications channels and/orpatterns etc.)


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Miscellaneous diversity (sexual preferences, occupational disabilities,

i.e. handicap or physical mobility, etc.)

Work Force as a challenge

First, there is an increase in the cost of training. This increase comes from costsassociated with seminars, programs and lectures given to promote diversity in

the corporation. These types of training are given to all levels of staff within theorganization. They teach employees others. These programs also teach one howto deal with conflicts and prejudice in a professional and civil manner.

A disadvantage of diversity in the workplace is an increase in conflicts.Conflicts arise when two or more individuals or groups do not see eye to eye ona particular situation. In regard to diversity, conflicts arise largely due toignorance. Prejudice feelings or derogatory comments cause a lack of

acceptance. This can produce negative dynamics such as ethnocentrism,stereotyping and culture clashes. The most common conflict comes from onefeeling superior. If management ignores such conflicts, the company's

performance may suffer. If conflicts can be managed and controlled creativity

and performance can be increased. Employers will work harder to gainacceptance by creating a solution or invention first.

Increases in labor turnover and absenteeism are another disadvantage in havinga diverse workplace. Research has shown that the turnover rate for AfricanAmeri-Ongori and Agolla 075cans in the US workforce is 40 percent greaterthan whites.


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Another study by Corning Glass stated that between the years 1980 - 1987, theturnover rate for women in a professional job was two times higher than males.

Women also have a 58 percent higher absentee rate than men. Yet, anotherstudy shows that a person, who is not a member of the inner group, will beone of the first to leave a company (White, 1999). Some research contradicts

the idea that flextime reduces these rates; however absenteeism and turnovercan cost a company up to and over $3 million annually.

Workforce diversity increases labor turnover and absenteeism in organizationson employee satisfaction and productivity. Employees who perceive themselves

as valued members of their organization are harder working, involved, andinnovative. Unfortunately, minority-group members often feel less valued thando majority-group members due to stereotyping, ethnocentrism, and prejudice.Mismanagement of diversity in the form of denied access or unfavorabletreatment can have negative consequences, such as inhibiting workers' abilitiesand motivation.

Work Force as an Opportunity

Managing diversity can create a competitive advantage. Potential benefits ofthis diversity include better decision making, higher creativity and innovation,greater success in marketing to foreign and domestic ethnic minoritycommunities, and a better distribution of economic opportunity.

Organizations with a diverse workforce can provide superior services because

they can better understand customers needs.

Diversity enhances creativity and innovation (Adler, 1997; Jackson et al.,1992), and produces competitive advantages.


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Why should we strive for diversity in personnel?

An often heard argument to avoid having to put energy into diversity is that itonly leads to misunderstanding, undesired formation of groups, communication

problems and conflicts in the work force. When put like this, paying attentionto diversity seems a useless investment.

But demographic developments cannot be ignored. In situations like laborshortage, organizations cannot permit themselves to exclude a substantial partof the labor force. Diversity in personnel has different advantages pertaining to

business economics:

Attraction for a wider group of customers: more people can identify with the

organization. This could increase your turnover;

More creativity within the organization: diversity leads to innovative products

and services, which is necessary to compete with other businesses;

An improved business image: more people see you as an employer of choice.


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Diversity covers a wide variety of issues, including communicating withemployees, whose first language is not English, helping a diverse team copewith conflict, learning which rewards are valued by different groups, anddealing with discrimination. Managers can improve handling of diversity issues

by following these eight behaviors.

Embrace diversity: Successfully valuing diversity starts with accepting theprinciple of multiculturalism. Accept the value of diversity for its own sake not simply because you have to. You need to reflect your acceptance in all yousay and do.

Recruit broadly : When you have job openings, work to get a diverse applicantpool. Avoid relying on referrals from current employees, since this tends toproduce candidates similar to your present workforce.

Select fairly: Make sure your selection process doesnt discriminate.Particularly, ensure that selection tests are job-related.

Provide orientation and training for minorities: Making the transition fromoutsider to insider can be particularly difficult for nontraditional employees.

Sensitize all employees: Encourage all employees to embrace diversity.Provide diversity training to help all employees see the value in diversity.

Strive to be flexible: Part of valuing diversity is recognizing that differentgroups have different needs and values. Be flexible in accommodatingemployee requests


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Seek to motivate individually: You need to be aware of the background,cultures, and values of employees. What motivates a si0ngle mother with twoyoung children and who is working full time to support her family is likely to

be different from the needs of a young, single, part-time employee or an olderemployee who is working to supplement his or her retirement income.

Encourage employees to embrace and value diverse views: Create traditionsand ceremonies that promote diversity. Celebrate diversity by accentuating its

positive aspects. But also be prepared to deal with the challenges of diversitysuch as mistrust, miscommunication, and lack of cohesiveness, attitudinaldifferences, and stress.

IMPORTANCE OF DIVERSE WORKFORCE

Our Nation is made up of people from diverse backgrounds, cultures, customsand beliefs. It is those differences that contribute to the richness and strength ofour society. Like our Nation, the workforce Is also becoming more and morediverse. As a result, in order to recruit, hire and retain the best people from

every background and community, we must foster diversity in our workforce,manage it effectively, and value what it has to offer. A diverse workforce iscritical for any organization that seeks to improve and maintain a competitiveadvantage. Focusing on diversity and looking for ways to achieve an inclusiveenvironment is not just a nice to have objective, it makes a good

business sense. A diverse workforce offers greater productivity and acompetitive edge. Diversity improves the quality of our workforce and offersa higher return on our investment in human capital. Our agencys futuredepends on the quality of employees we recruit today. New employees oftenconsider an organizations diversity efforts when deciding whether to accept orreject an employment offer. Potential candidates are usually more attracted toemployers that are committed to sustaining a diverse workforce. Moreover,diverse perspectives increase creativity as they offer different perspectives,ideas and solutions.


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BENFITS

People have a lot of viewpoints and having people from many backgrounds andplaces in life brings a lot of those viewpoints into the mix. In some situations, alot of viewpoints give us a lot of options. Plus, since there are many differentviewpoints and environments in the workers, there are many opportunities forthese different viewpoints to come into the planning of strategic initiatives,allowing the firm to serve a wider group of consumers and interests. TheVarious .advantages of having a diverse workforce are the following;

1. It helps motivating employees.

2. It enhances the innovation and creativity of employees.

3. It helps in reducing cost.

4. It creates flexibility in the organization.

5. Immediate access to problem solving.

6. Easy transfer of knowledge.

7. Better marketing structure.

8. Innovative work environment.

9. Immediate outcomes.

10. Fulfillment of social responsibility.

11. It helps attract and retain employees.


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Management of Diversity in leading INCs

A manager or the superior must be aware of the background, cultures, and values

of employees. The motivation factors for a full time working mother to

support her two young children are different from the needs of a young,

single, part-time employee or an older employee who is working to

supplement his or her retirement.

ACCENTURE DIVERSITY

Accenture is passionately committed to cultivating a diverse workforce both

because its the right thing to do, and its a key element of achieving high

performance, said Armelle Carminati-Rabasse, Accentures managing

director of Human Capital and Diversity globally. Our company

comprises people from a wide range of cultural, educational andgeographic backgroundspeople who are able to challenge conventional

thought, offer unique perspectives and generate innovative ideas. Our rich

diversity is part of what makes our company strong.

In an independent study commissioned by Accenture on cross-cultural

communication problems, it was found that the chief factors causing

problems between onshore and offshore workers were different

communication styles (76 per cent of the times), different approaches to

completing talks (53 per cent), different attitudes toward conflict (44 per

cent) and different decision-making styles (44 per cent). About 200 US

business executives whose companies have outsourced business processes

outside the country were interviewed here.

"We know the markets we serve are growing increasingly diverse and we are proud of how diversity management has become part of our day-to-day


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business practices," said Clyde Jones, ADP Vice President and Chief DiversityOfficer. "To consistently take our business growth to the next level and beyond,we must do the same regarding our commitment to diversity. This recognitionfrom DiversityInc is an important acknowledgement that we have continued tomove in the right direction."

GOOGLE DIVERSITY

"Diversity plays a large role in the way we're developing our engineeringorganization around the world. We're building a large worldwide office

presence to establish ample global representation among our engineers, andwe're applying that same focus to establish a balanced representation ofemployees at Google. In the end, these efforts help us more accurately andrelevantly represent our users, and our continued success depends on the best

minds working from different perspectives and insights."Alan Eustace - Google SVP, Engineering & Research

INFOSYS DIVERSITY

Globalization has changed the character of the modern workplace globalcompanys employee base should reflect the diversity of the world it serves.Infosys strives to employ people representing the widest possible variety ofnationalities, cultures, genders and gender identities, sexual orientations,employment histories, and levels of physical ability. In doing so, the company
http://www.google.com/intl/en/corporate/execs.html#alanhttp://www.google.com/intl/en/corporate/execs.html#alan


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is able to recruit new employees from all available global talent pools andprovide paths to employment to all members of world societies, includingtalented individuals from groups who may have in the past beenunderrepresented within the IT industry. Within such a diverse company, people

bring to the workplace contrasting opinions and worldviews. As these peopleinteract, they develop new ideas, methods, and perspectives. Infosys recognizesand promotes this power of diversity to drive innovation.

Infosys actively fosters inclusivity across all of its business units and in everyone of its company offices. It encourages all employees to focus on thecommonalities they share and leverage their differences towards productiveteamwork. Inclusivity ultimately makes for a more informed and sensitiveemployee base that is better able to serve clients.

Infosys was the first Indian IT company to establish a company office tomanage and drive all company initiatives dealing with diversity and inclusion.Today they have employees from over 70 countries. Women constitute morethan 32% of their workforce.

Infosys Women Inclusivity Network (IWIN) promotes a gender-sensitive workenvironment. IWIN recognizes the unique aspirations and needs of women. It

provides avenues for vocational, personal and psychological counsel to enableprofessional and personal development. Infosys won the firstNASSCOM-IndiaToday corporate award for excellence in gender inclusivity in 2007. Infosysactively seeks to hire and train persons with disabilities. In 2006 and 2007,Infosys BPO received the Helen Keller award for the best employer from the

National Centre for Promotion of Employment for Disabled People (NCPEDP).Infosys announced an intake of 300 graduates from universities in the US in2006 and about 25 from universities in the UK in 2007 as part of itscommitment to create a diversified workforce. The new employees will developtheir engineering skills at Infosys Development Centers across India for sixmonths before returning to Infosys offices in the US.

TCS DIVERSITY
http://www.infosys.com/about/awards/gender-inclusive-practices.asphttp://www.infosys.com/about/awards/gender-inclusive-practices.asphttp://www.infosys.com/beyond-business/differently-abled-employees.asphttp://www.infosys.com/about/awards/gender-inclusive-practices.asphttp://www.infosys.com/about/awards/gender-inclusive-practices.asphttp://www.infosys.com/beyond-business/differently-abled-employees.asp


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Diversity in companies is no longer about being melting pots, but being saladbowls," according to Grady Searcy. "We want people to retain their identity yet be integrated into the company Currently, 7.5 per cent of our workforceconsists of non-Indians," said Mr. S PADMANABHAN,EXECUTIVE VICEPRESIDENT and head Global human resource, TCS said while speaking at the

NASSCOM HR Summit on `The War for Talent' held recently in Chennai. In asession on managing cross-cultural teams, speakers emphasized that managing

a diverse workforce is no longer a choice, but an imperative.

The Indian workplace is no different from global MNCs.TCS has announcedplans to hire about 4,000 people from across the world.

Geographical culture

A diverse organization is shaped or influenced by the basic corporate culture,which comes from the vision and mission of the founder-promoter. Then there'sthe influence of the geographical culture. The company is largely influenced bythe personal culture of the people at the mid-management and seniormanagement levels. Then, surprisingly, it is also shaped by the client culture.

Outlining some of the challenges for companies opting for an increasinglydiverse and global workforce, Kalyanaraman said that as workers areincreasingly relocating and migration is on the rise, organizations need todevise retention strategies with "a passionate focus on individual, team and

geo-wise expectation charts." He recommends that companies should conduct adeep study of issues such as worldwide compensation and aspiration

benchmarks. "No two countries have the same retirement benefits," saidPadmanabhan of TCS. Therefore, policies have to be diverse enough toaccommodate all demographic and social fabrics, pointed out Kalyanaraman ofHCL.


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Ethnic background of the workforce in the companies

WIPRO DIVERSITY

Wipro launched of its Women of Wipro (WoW) initiative, coinciding with theinternational Women's Day. Wipro honored its women workforce with the title

of 'Green Ambassadors' besides felicitating women achievers.The WoW initiative has been launched as a chapter of the Wipro's DiversityCouncil, as the company's Green Ambassadors will influence a change in theenvironment by undertaking various projects that emphasize on the aspect of'Green'.The initiative will be driven by the Green Ambassadors at a personal level.WoW will also work towards creating visibility for its female leadership, both


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internally and externally. Building sustainable and growing networks thatcontribute to the success of business, the community and self-developmentwould be the other highlight of initiative.

Wipro Chairman Azim Premji said: "In Corporate India, I have been seeingvery positive shifts in the last few decades that have made it easier for womento contribute to organizational growth. There are many instances where the so-called glass ceiling has been shattered. There is no doubt that having morewomen in an organization can help in making it more profitable."

Eco Bags specially made for women employees were given away on theoccasion. The 'Eco-Bag' contains quick and easy list of green steps, called"Shades of Green". Going forward, the WOW charter will include several

initiatives that have a significant social impact and where women can play acatalytic role in ushering change. The Core Diversity Council has been set up to

breathe life into these initiatives so that they don't remain buried in aPowerPoint presentation. The council consists of representatives from everyfunction at a senior level.
http://economictimes.indiatimes.com/Wipro_launches_WoW_initiative_on_Womens_Day/articleshow/2847376.cmshttp://economictimes.indiatimes.com/Wipro_launches_WoW_initiative_on_Womens_Day/articleshow/2847376.cms


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DIVERSITY PAYS

Today, with growing global consensus that workforce diversity is important,what trends do we see in India? If we take women in the workforce as a primeindicator, there is no question that the signs are encouraging. But are theysimilar across the country? Do companies big and small drive the change withthe same vigor? Are we witnessing these trends across industries or only inmore 'progressive' sectors? And more importantly, are an increasing number ofwomen assuming senior leadership positions?As a nation we have much to be proud of. Throughout the rich history of ournation, women have occupied positions of leadership, and have made a mark onthe world stage. However, we have much to worry about as well. Female

infanticide and low levels of female literacy indicate that many sections of oursociety are yet to accord an equal status to women.

So what is the connection? It is simple but important, businesses in India havea responsibility to send a strong message by their actions - everybody counts.

This will not be easy. How do we get there if our start point is three women in aworkforce of hundreds? As always, we have to begin at the top. If the captainsdon't get it; then we shouldn't start! Let's not forget, in this talent scarce market

companies (should) want to attract people of all backgrounds, promote genderdiversity and spread the talent net as wide as possible. And frankly, once acompany builds a diverse team the pay back is through superior performance.Workforce diversity is an obligation to shareholders, to society and toemployees.

Effective diversity measures and evaluation processes that determine the ROIof diversity management can provide an organization with invaluableinformation to support key business imperatives--such as the impact ofdiversity training and areas of improvement needed for recruitment strategies.

Further, diversity initiatives that receive public acknowledgment throughawards (e.g., Diversity In Top 50 Companies for Diversity) help attract brighttalent and positively affect company brand and reputation.


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Questionnaires

1. What are the sources of diversity in a workplace?


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3. What are the net new entrants into the workforce between 1994 and2007?

3. Percentage of ethnic directors in Corporate Boards?

[Type a quote from thedocument or the

summary of an

interesting point. You

can position the text


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4. Is Diversity has a positive influence on the performance of employees?

5. Surveying 120 companies, for the knowledge about the benefits of the Diversity

Management concept

Categories Yes No

Employees 25 75

[Type a quote

from the

document or the


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Therefore key elements to managing diversity include effective communication,education and training for all members of the organization.


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Descriptive Statistics

N Minimum Maximum Mean Std. Deviation

ORG EFFECTIVENESS 438 1 2 1.58 .495

Valid N (listwise) 438



Workforcediversity 422 1 9 3.41 2.919



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US R&D affected by minority

promotion30 .00 2.00 1.1333 .68145





promotion30 .00 2.00 1.1333 .68145





promotion30 .00 2.00 1.1333 .68145

managers valuing workforce

diversity30 .00 2.00 1.2333 .85836


Case Processing Summary

Cases

Valid Missing Total

N Percent N Percent N Percent

Heterogenius factors

affecting the workforce

diversity leading to success *

South Asian/Pakistani

manager's views towards

workforce diversity

30 100.0% 0 .0% 30 100.0%


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Heterogenius factors affecting the workforce diversity leading to success * South Asian/Pakistanimanager's views towards workforce diversity Crosstabulation

Count

South Asian/Pakistani manager's views towards

workforce diversity

Totalno yes maybe

Heterogenius factors

affecting the workforce

diversity leading to success

no 0 2 0 2

yes 8 1 7 16

maybe 0 11 1 12

Total 8 14 8 30

One-Sample Statistics

N Mean Std. Deviation Std. Error Mean

Hiring on the basis of marit 30 1.0333 .80872 .14765

Principle of recruiting of

workforce30 1.1333 .73030 .13333

One-Sample Test

Test Value = 0

t df

Sig. (2-

tailed)

Mean

Difference

95% Confidence Interval of

the Difference

Lower Upper

Hiring on the basis of

marit 6.998 29 .000 1.03333 .7314 1.3353

Principle of recruiting

of workforce

8.500 29 .000 1.13333 .8606 1.4060

Workforce diversity & hiring on merit affecting creativity


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Count

age recode

Total18 to 30 31 to 40 41 to 50 50+

length of service grp 3


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Report

WFD success in US & Canada by acceptance of

employe values

Organiza

tional

productiv

e

synergy

& T & D Mean N Std. Deviation

No 1.0000 8 .75593

Yes 1.1000 10 .73786

Maybe 1.2500 12 .45227

Total 1.1333 30 .62881


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age

employment

status q2a

age Pearson Correlation 1 -.129** .037

Sig. (2-tailed) .009 .454

N 420 412 416

employment status Pearson Correlation -.129** 1 .003

Sig. (2-tailed) .009 .952

N 412 522 517

q2a Pearson Correlation .037 .003 1

Sig. (2-tailed) .454 .952

N 416 517 531

**. Correlation is significant at the 0.01 level (2-tailed).

Variables Entered/Removedb

Model

Variables

Entered

Variables

Removed Method

1 Workforcediversi

tya. Enter

a. All requested variables entered.

b. Dependent Variable: MANAGERIAL

EFFECTIVENESS


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Model Summary

Model R R Square

Adjusted R

Square

Std. Error of the

Estimate

1 .138a .019 .017 1.210

a. Predictors: (Constant), Workforcediversity

Model Summary

Model R R Square

Adjusted R

Square

Std. Error of the

Estimate

1 .138a .019 .017 1.210


ANOVAb

Model Sum of Squares df Mean Square F Sig.

1 Regression 11.920 1 11.920 8.139 .005a

Residual 615.097 420 1.465

Total 627.017 421


b. Dependent Variable: MANAGERIAL EFFECTIVENESS

Coefficientsa

Model

Unstandardized Coefficients

Standardized

Coefficients

t Sig.B Std. Error Beta

1 (Constant) 4.294 .091 47.369 .000

Workforcediversity -.058 .020 -.138 -2.853 .005

a. Dependent Variable: MANAGERIAL EFFECTIVENESS


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Limitations of the Research:

During the making of this project we crossed with different limitations. Some of

them are as follows:

There is a lack of communication skills between the group members.

Problems in finding of data for the research.

Different educational background of group members.

Time constraint.

CONCLUSION

The extent to which managers recognize diversity and its potential advantages anddisadvantages defines an organizations approach to managing the diversity. Noorganization in this world of globalization would survive without workforcediversity. It is the duty of the management to critically evaluate the benefits ofworkforce diversity in their organization. On the other hand the managementshould put in place conditions which would enhance the workforce diversity intheir organizations, more especially in their strategies formulation on the diversity

of workforce. Hence, with the diversity of the workforce, the organization wouldbe internally and externally competitive. Although, the process of diversification oforganizations has six stages: denial; recognition; acceptance;appreciation; valuing; and utilization. It is believed that organizations should put in

place strategies to enhance workforce diversity. In terms of organizationallearning, organizations are still stuck on the problem of getting people to valuediversity and have not yet determined ways to utilize and exploit it . It is the


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approach to diversity, not the diversity itself which determines the actual positiveand negative outcomes. Managing diversity in organizations absolutely dependentupon the acceptance of some primary objectives to which employees are willing tocommit, such as the survival of the firm. In today's fast-paced work environment asuccessful organization is one where diversity is the norm and not the exception.Workforce diversity can have both positive and negative outcomes in

organizations. We argued that an important consideration while examining both

these outcomes of team diversity is the demographic context in which teams

function. diversity behaviors in organizations is incomplete without acknowledging

the role of a broader organizational context in shaping these behaviors.

Thus it is more of a challenge which later becomes an opportunity for an

organization in different aspect.


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8. ^ Brownell, Judi (2003). Developing Receiver-Centered Communication in DiverseOrganizations. Listening Professional, 2(1), 5-25

9. ^ Brownell, Judi (2003). Developing Receiver-Centered Communication in DiverseOrganizations. Listening Professional, 2(1), 5-25

10.^ Brownell, Judi (2003). Developing Receiver-Centered Communication in DiverseOrganizations. Listening Professional, 2(1), 5-25

11.^ Brownell, Judi (2003). Developing Receiver-Centered Communication in DiverseOrganizations. Listening Professional, 2(1), 5-25

12.^ Adam Liptak, In Students Eyes, Look-Alike Lawyers Dont Make the Grade, NewYork Times, October 29, 2007, http://www.nytimes.com/2007/10/29/us/29bar.html?em&ex=1193889600&en=4b0cd84261ffe5b4&ei=5087%0A

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