European Journal of Women's Studies

Running Head: Managing the need of diversity
MANAGING THE NEED OF DIVERSITY
Name of the Student
Name of the University
Authors Note

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Managing the need of diversity
Introduction
The workforce of today is comprised of a diverse population of human being from each
part of the globe, producing complex multiethnic and multiracial organizations. This
heterogeneity brings many distinct talents, potentials, and perspectives with it. Workplace
cultural diversity is when an organization is open to hiring work force from every category of
backgrounds; regardless of culture, race and religion (Gelfand et al., 2017). As businesses hire
and maintain a diverse group of workers, it offers numerous advantages for both the organization
and its employees. The paper throws light on the critical analysis of discrimination and
intersectionality and how these theories support practitioners in their work with people from a
diverse group.
Discussion
Specific Diversity Management overviews gave the field a richness and variety. Sue etal.
(2019) imply a broad categorization into dominant or popular viewpoints and critical ones. The
differentiation of prejudice and intersections depends on how social identity is perceived as
fundamental or socially constructed attributes of individuals, and how diversity management
contributes to skepticism. Consultant literature is a power, since practicing material about
diversity is abundant and was established as an industry. (Aaltio, Mills & Mills, 2017). Also, it is
essential for the development of diversity, which is practices in organizational and management
contexts is practitioner literature, which could differ in terms of its criticality. Perspective to
intersectionality varies from those centered on dominant social category, such as class, with
other divisions which are put on to more double or triple intersectional power formulating, for

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Managing the need of diversity
instance, gender, class, race to more multiplex models including disability, age, sexuality for
engagement in intra-categorical and boundary constructions for multi-factor models (Gelfand et
al., 2017). Intersectional views and dynamic social phenomena come under a number of different
names and labels, including inter-relationships of inequality, multiple oppressions, multiple
social divisions, shared constitutions, many disparities, simultaneity, hybridity, multiculturalism,
multiple oppressions, multiplicity, and many more. Person and institutional intersections of
sexuality, gender and class Intricate and conflicting social disparities arise from the intersections
between the beliefs of individuals about their various identities and the culturally ingrained
structures and practices of organizations that are taken for granted and often treated as of neutral
value. Many social differences intersecting also have diversity, among many others. Some
scholars specifically use the idea of Lucio Maymón, 2018others address intersections under
certain conceptual categorizations, such as differential knowledge and inappropriate differences.
The problem with diversity management and the legal obligation to address the problems is
immense as companies with appealing guidelines for recruiting and unnecessary dismissing are
found among huge numbers of women in an organization. Pettersson (2017) found in their study
of 500 organizational labor in the United State that validate workforce processes decreased men's
share of management positions due to standard check process when it take place for recognition
in work allocation and appraisal. Ideally, Human Resource Diversity Management activities
enhanced by evaluating heterogenity and diversity management practices in a firm, as the
capacity for diversification may be sabotage by lack of commitment to proper record keeping
and well-documented policies (Syed& Ozbilgin, 2019). Scholars recommend that the institution
evaluate the recognized profile of identified working groups, prevalent to institutional culture,
and the assertiveness of different groups of employees to identify cultural barriers that can act as

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Managing the need of diversity
agents to hinder equality in the workplace. Many of the definitions of racial discrimination call
for an open, clear acrimony towards members of the disregarded ethnic community demonstrated
by whites. Literature on addressing diversity and inclusion ranges from broad-based reviews to
comprehensive case studies across multiple industries and organizations. However, such
disparities do not come from individual decisions, they come to be created through their
experiences with culturally-integrated social standards, rules, and traditions, which only accept
the heteronormative order and build otherness. Managing diversity and workforce impartiality
are crucial because there is a strong communal obligation to diversity and equality that has been
tested through various surveys of attitudes (Delgado & Stefancic, 2017). Although
intersectionality is becoming rapidly commonplace within policymaking circles, law still
resolutely adheres in most cases to "single-axis" models of discrimination, and thus refuses to
deal with the living conditions of those who are discriminated against on multiple grounds. The
'one-axis' approach is the result of a number of the historical history of discrimination legislation.
Most of it stems from the traditional safe framework of political liberation campaigns, based on
one particular aspect including feminism, queer liberation and anti-racist movements. A similar
series of ideas emerged from the late 1970s around men and masculinities alongside feminist
auto-critics of the patriarchy concept. While abundant discussion on intersectionalities has
centered on understanding differences, commonalities among women and their intersections,
differences, and intersections, apply equally to men. Organizations include a community of
policies, systems, practices, and processes, and add certain principles, perceptions, opinions, and
customs. Organizational cultures mirror popular society in their sense of time-orientation,
interpretation, and time-use. A culture of the organization did not bestow instrinsically to cultural
competence, so this is where skill-accomplishment comes in. An institution that is culturally

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Managing the need of diversity
competent puts together information about various groups of people and turns it into values,
plans and procedures that enhance best result (Martínez, Olmedo & Llorens, 2018). The culture
diversity management includes four concepts: Culture Knowledge, which enhances some
characteristics of culture, beliefs, values, and many more ethnicity of culture groups. Culture
Awareness is emphasizing the open to the concepts and ideas of changing attitudes of culture.
Cultural Sensitivity intended the existence difference in between cultures but did not assign
ethics to variations like right or wrong, good or bad. On this point incompatibility can easily take
place, particularly if a tradition or ideology arises the concept of multiculturalism. Internal
disputes, include interpersonal, intrapersonal, and organizational, are likely to exist often in this
matter. Difference of opinion will not always be easy to handle, but it can be made simple if
everyone is aware of the aims of the company. Whereas, cultural competence puts the previous
phases together and enhances organizational effectiveness (Driskill, 2018). A culturally
conscious business should integrate many different practices, attitudes and practice into its
structure and operate in cross-cultural contexts in order to produce performance. Because they
understand and accept who the individual is, cultural skills are not harmful. Thinking about the
company's atmosphere removes the need to judge and feel depressed. Because focus is placed on
how policies and processes are matched with goals, everyone is involved in the process. (Jyoti &
Kour, 2017). Diversity has many benefits, such as the abundant resource of innovative concepts
and ideas about how to do things, the ability to get connected with an individual from all cultures
and nationalities living in neighborhood, helping to strategize a rapid retaliation to environmental
change, and a source of desire and achievement in commanding work and survival side by side.

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Managing the need of diversity
Conclusion
Effective management of diversity involves a community that includes a working atmosphere
that nurtures collaboration, engagement, and cohesiveness conflict arises in an organization in
the phase of discrimination, intersectionality, racism, and many more. Conflict is always easy to
handle, but it can be made easier if everyone is aware of the aims of the company. In this
Practitioner, literature is also crucial for the creation of diversity, which is practices in
organizational and management contexts, and which may be different in terms of criticality. By
putting forward specific theories, the scholars try to signify the various cultural differences
among the organization and its ethics to eliminate such disparities and enhance equality among
the organization.

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Managing the need of diversity
Reference
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