Management and Diversity
In order for management to make diversity work, managers must first understand the
definition of diversity. Most simply explained, diversity encompasses all of the ways in
which individuals are both similar and different. According to Lee Gardenswartz,
“Diversity involves variations in factors we control as well as those over which we have no
choice. These factors give us areas of commonality through which we can connect with
others and aspects of difference from which we can learn”“ (24). These same factors also
represent areas of trouble where conflict may develop. Today, cultural diversity is a
business reality. The ability to build bridges between people from different countries, with
different ethnic backgrounds, is as important as any other business function. Working in a
culturally and ethically diverse organization does not mean eliminating differences in
styles and approach, but celebrating those differences and revealing all of the strengths that
diversity brings to an organization (Henderson 229).
There is a multitude of ways in which humans are both alike and different. Some of these
differences have an impressive effect on our opportunities and experiences, while others
have relatively little impact at all. Diversity can be seen as “four concentric circles,”“ at the
center of which is personality (Gardenswartz 24). Personality is a distinctive aspect that
gives each person his or her own particular style. This core aspect pierces all other layers.
Beyond the central core of personality are the six internal dimensions of diversity. These
are aspects over which people have little or no control. They include gender, age, sexual
orientation, ethnicity, physical ability, and race. In addition to internal dimensions, external
influences such as social factors and life experiences also have an impact on how people
are treated at work. Some examples of these external influences include: where an
individual grew up or lives now, whether they are married or have children, how their
religious affiliation guides them, and the amount and type of education they have. Finally,
the fourth layer encompasses organizational influences related to factors such as seniority,
the kind of work an individual does, their level within the company, and their work
location (26-34). All of these layers together form one own diversity filter.
The human resource approach focuses on the relationship between people and the
organization, and recognizes that cultural diversity includes every employee. It must be
understood that people are the most important resource in an organization. The challenge is
to successfully apply skills, insight, energy, and commitment to make an organization
