Presentation on Diversity Management Strategies at Kasr Airlines

This presentation outlines the objectives and implementation of diversity management within Kasr Airlines, a fictional airline company created as part of a case study. It defines diversity and cultural diversity, highlighting key elements such as age, ethnicity, gender, and sexual orientation. The presentation details the benefits of diversity management, including improved productivity, teamwork, and equal opportunities. It identifies key participants in the implementation process, such as the CEO, board of directors, and diversity coordinators, and outlines action steps including team building, budget allocation, and clarification of expectations. The presentation further discusses the establishment of a diversity framework, emphasizing the importance of organizational culture, policies, and leadership. It covers the timing and beginning of implementation, including cultural audits and prioritization. Finally, it addresses the integration of organizational and diversity goals, including training and development sessions, and the evaluation of progress, considering technical assistance, consultation, and training. The presentation concludes by discussing three kinds of outcomes: progress, no progress, and unexpected change, stressing the need for data collection and overcoming barriers to change. Desklib is a platform where you can find more solved assignments and study resources.

Diversity Management

Objectives
• The chief objective of the presentation:
• To understand the concept of diversity management
• To assess its importance in the organizational workplace
• To investigate methods and ways to implement the
measures to improve and issues of diversity management

Diversity
Diversity
• Diversity refers to individual respect and acceptance
• It stresses on the fact that every individual is different and unique and
deserve appreciation
• Cultural diversity
• Cultural diversity understands the presence of broad and varied cultural
groups present within an organization Wrench, (2016)
• An organization possessing cultural diversity encourages diversity in
workplace, appreciates individual differences.

Diversity elements
• Age
• Ethnicity
• Gender
• Sexual orientation
• Physical ability
• Education
• Marital status
• Personality

Diversity management in Kasr
Airlines
o To focus on maintaining diversity within the workplace of
the organization
o Manage employees in a way which lead to effective
utilisation of diversity factors
o Improve work relationship among its employees and
working departments Knights & Omanović, (2016)
o Improve communication and connectivity among different
employee groups, horizontal and vertical

Benefits of diversity management
• It enables the company to be productive and efficient
• Employees belonging to different social cultural and economic
backgrounds are encouraged to work together as a team
• Every working individual gets the scope to receive equal scopes
and opportunities concerning work activities
• Employees are encouraged to utilize their individual talent and skill
to resolve critical business issues and decision making process
•

Diversity management implementation: Key
participants
• CEO/director of the company is the leading individual and
spokesperson for attaining diversity
• The board of directors need to involve in the change process
• Involvement of diversity coordinates with assigned
responsibilities
• Formation of diversity committee reflecting diversity of the Mor
Barak, (2015)
• company is required to emphasise diversity management

Diversity management implementation: Action steps
• Create a working team, involve leaders and planers concerning
team building
• Allocating budget for the purpose is necessary
• It is required to determine to management, supervisors along with
board members responsible for conducting and monitoring the
change processBenschop, (2016)
• Clarification is required concerning time management, expectation
to fulfil the desired objectives for achieving diversity in workplace

Phase 2: Establishment of the framework
• The first and the foremost factor is that the company need
to have a philosophy
• The organization need to have a set mission
• measure the different aspects and outcomes regarding the
change
• Introducing policy and amending existing policy to
enhance diversity is necessary

Key participants
• The key participants for creating the framework are
company leaders
• Leaders need to provide invitation to staff members for
joining the diversity community
• Participants need to consider and operational levels and
demographics concerning the organization Ozturk & Tatli,
(2016)

Building the framework
• To determine the organizational culture, policies,
practices and philosophy along with work environment
and interpersonal dynamics are important
• Leaders need to elucidate a broader positive scenario
regarding outcome of the change process
• Use of other organizations with diversity management to
support chnge in Kasr airlines

Time and Beginning of
implementation
• Need of timing
• Beginning of implementation, the third stage
• Conduct a cultural audit

• Diversity community holds the major responsibility for
planning and conducting cultural audit or needs
assessments
 Managers should Managers need to communicate the plan
to respective departments to actualise the plan observe
the plan and give input Choi & Rainey, (2014)
 Managers need to communicate the plan to respective
departments to actualise the plan

• The action steps involve cultural audit
• Rule of prioritization is necessary
• For ensuring proper implementation of organizational
diversity, realistic timeline is necessary Ashikali &
Groeneveld, (2015)
• Meeting, newsletters along with other approaches of
communication Andrist Mutlu & Tapus, (2015)

Organization and diversity goals
integration
• The stage is a continuation process of diversity
initiativeTraining and development sessions are conducted
in the particular stage
• Training and development sessions are conducted in the
particular stage
• Diversity committee continue to review and monitor
existing procedures and policies concerning diversity

Progress of evaluation
Important factors for the process
• Technical assistance
• Consultation
• Training for promoting diversity goals

Three kinds of outcome
• Progress
• No progress
• Unexpected change

Evaluation
• Measure objectives and goals concerning diversity
initiative
• Collection of multiple data is necessary to have detailed
information about the change
• Ability to overcome barriers to change and challenging
issues

Key participants
• Consultant
• Diversity community
• Active participation of managerial staffs
• Contribution of employees

Reference list
• Ashikali, T., & Groeneveld, S. (2015). Diversity management for all? An empirical analysis of diversity management outcomes across groups. Personnel Review, 44(5), 757-780.
• Benschop, Y. (2016). The dubious power of diversity management. In Diversity in the Workplace (pp. 35-48). Routledge.
• Greene, A. M., & Kirton, G. (2015). The dynamics of managing diversity: A critical approach. Routledge.
• Harvey, C. P., & Allard, M. (2015). Understanding and managing diversity: Readings, cases, and exercises. Pearson.
• Knights, D., & Omanović, V. (2016). (Mis) managing diversity: exploring the dangers of diversity management orthodoxy. Equality, Diversity and Inclusion: An International
Journal, 35(1), 5-16.
• Konrad, A. M., Yang, Y., & Maurer, C. C. (2016). Antecedents and outcomes of diversity and equality management systems: An integrated institutional agency and strategic
human resource management approach. Human Resource Management, 55(1), 83-107.
• Mitchell, M. E., Eby, L. T., & Ragins, B. R. (2015). My mentor, my self: Antecedents and outcomes of perceived similarity in mentoring relationships. Journal of Vocational
Behavior, 89, 1-9.
• Mor Barak, M. E. (2015). Inclusion is the key to diversity management, but what is inclusion?. Human Service Organizations: Management, Leadership & Governance, 39(2),
83-88.
• Ozturk, M. B., & Tatli, A. (2016). Gender identity inclusion in the workplace: broadening diversity management research and practice through the case of transgender
employees in the UK. The International Journal of Human Resource Management, 27(8), 781-802.
• Sabharwal, M. (2014). Is diversity management sufficient? Organizational inclusion to further performance. Public Personnel Management, 43(2), 197-217.
• Schermerhorn, J., Davidson, P., Poole, D., Woods, P., Simon, A., & McBarron, E. (2014). Management: Foundations and Applications (2nd Asia-Pacific Edition). John Wiley & Sons.
• Trittin, H., & Schoeneborn, D. (2017). Diversity as polyphony: Reconceptualizing diversity Management from a communication-centered perspective. Journal of Business
Ethics, 144(2), 305-322.
• Van Hoye, G., & Turban, D. B. (2015). Applicant–Employee Fit in Personality: Testing predictions from similarity‐attraction theory and trait activation theory. International
Journal of Selection and Assessment, 23(3), 210-223.
• Wrench, J. (2016). Diversity management and discrimination: Immigrants and ethnic minorities in the EU. Routledge.