An International Student At Swinburne University

Indeed, diversity is an important aspect of the workforce. Ranging from race to religion and the world are comprised of diverse cultures and identities. From my own experience of working finding common ground is paramount for success. First Peter 2:17 says, “Honor all men, Love the believers. Fear God. Honor the King.” (King James Version). Adopting this as an individual attitude for managing diversity in the workplace is good for an organization. “Cultural diversity in the workplace is currently a hot topic. (Castpoint, 2017, para 3), “Our worldview determines our assumptions, and assumptions determine emotions, which in turn determine our behavior.” (CastPoint, 2017, para. 4), “Values Covenant: removes the worst, takes

Diversity in the organization can affect the employees and their behavior in many ways. The effect can be positive and negative in the same time. The positive effect is, it will wider employee knowledge, skills, and attitude which will allow the organization to become more competitive globally. Higher diversity of employees mean higher diversity of knowledge, skills and abilities. Sharing experience inspires innovative thinking (Claudia Quaiser-Pohls, 2013, p. 41). Today in the modern workplace, most organizations will have

Diversity within an organization is a blending of people from various cultural, religious and ethnic backgrounds. Diversity has challenged organizations to set realistic goals for its leaders as well as its employees. The organization must look at the moral, ethical and social responsibilities it has toward its employees and understand their legal obligations set by laws. It is important for

Diversity is a wonderful asset to an organization and brings with it many benefits. Employees bring in their own personal experiences and knowledge to the team (Burns & Kerby, 2012). Having diverse teams allows for the possibility to fix a problem or perfect a process by using different employee’s experiences and past knowledge to find solutions. A diverse workforce can drive economic growth and capture a greater share of the consumer market (Burns & Kerby, 2012). With diversity as a core value, the recruitment pool is widened to find the most qualified candidate and reduces employee turnover as a result. An organization can be highly competitive with a diversity initiative by adapting to a changing environment (Burns & Kerby, 2012).

Over the decades, diversity in the workplace has started to become a business necessity. But what does diversity actually mean? In broad terms, diversity encompasses a group of people with different biological characteristics such as age, race, gender, ethnicity disability and so on. However, the true definition of diversity in the workplace is about ensuring that every single person that goes to work everyday have the freedom to bring along their full self to work and it is not just about welcoming but it is about embracing and harnessing the diversity of thought, the diversity of background, the diversity of experience, the diversity in education, and not just the traditional aspects in diversity. Even so, one of the major challenges that

When people from the same schools, socioeconomic backgrounds, and political learnings work together in a team. They are to work together and work towards the same. In table 1, Adler (2002) shown that a monoculture team will only be able to produce and maintain certain level of productivity and efficiency in an organization when being compared to their multicultural counterparts

When one speak of the word diversity, odds are the first thing that comes to mind is either race or gender, when in fact it is a whole lot more that can be considered and not just race alone. It can be diverse ideas, diverse training, diverse cultural, diverse academic abilities, and diverse skills. Diversity Management is the practice of recognizing and supporting multiple lifestyles and personal characteristics within a group of people. In today’s workplace diversity is not a norm but also an encouraged workplace makeup from employees, shareholders, government, and employers. Diversity

The world’s increasing globalization requires more interaction among people from a wide variety of cultures, values and backgrounds. People no longer live and work in a one-dimensional marketplace- they are living in a highly complex and competitive environment that has growing demands of innovation in order to perform successfully amongst other industries. Business and organizations need to respond to this new diverse landscape, and the best corporations increasingly align with it. A strong diversity initiative and inclusion in an organization is crucial in remaining competitive in the current business world. Diversity is in the workplace is claimed to foster and spark creativity and innovation in employees. On the other hand, it is perceived to increase conflict and communication in an organization. Thus, in theory, diversity is allegedly advantageous to worker productivity, though counterproductive in work-group processes and dynamics. However, there is a lack of validity and reliability in the empirical research conducted to support this assumption.

Diversity in organizations has become a huge interest within the workplace due to many factors such as globalization, migration, innovation and most importantly because it is morally correct. Generally, as businesses main goal is profit, and the “workforce diversity management is such a pervasive business practice”(Bowes, L. 2013) they need to keep up with global markets. Diversity in Australia is important, as it is one of the most culturally diverse in the world, with 27% of Australian population being born outside of Australia, however the “management of cultural diversity in Australia has only been mediocre” (Fenwick, M. 2011). With only “few Australian firms [having] established diversity management practices” (McCarthy, G 2009) and

Workforce diversity means hiring staff from different gender, race, age, ethnicity and cultural background (Draft, 2000). Management should pay more attention to the social context of these people as there are communication differences. For example, German has low context culture, which states they use communication mainly to exchange facts and information. In other words, they are more practical and realistic; In contrast, Chinese has a high context culture, they use communication mainly to build personal social relationship. They reckon relationships and trust are more important than business. The importance of overcoming these differences is to enhance the harmony and coherence in an organization.

Diversity is what makes people different, not just culturally but in human differences. Having a multitude of differences in the workforce gives an organization the ability to use many ideas to reach a common goal. A person could say that a diverse group of people together in one room can accomplish greater achievements than a room filled with the same types of individuals. Managers understand the concept of diversity, and how important diversity is to the success of a company’s ability to implement programs that continue to develop a harmonious and diverse workplace. The recognition that diversity is a reality in the workforce has generated an enormous amount of activity over the years among leaders in business, government, and civil

In response to the growing diversity in the workforce around the world, many companies have instituted specific policies and programs to enhance recruitment, inclusion, promotion, and retention of employees who are different from the privileged echelons of society. The privileged groups may vary from one country to the next. The workforce of the world is a dynamic environment, and in order for this dynamism to be put to use for the benefit of organizations, they must develop an effective strategy for managing diversity. Global Diversity Management refers to the voluntary organizational actions that are designed to create greater inclusion of employees from various backgrounds into the formal and informal organizational

The Australian Multicultural Foundation (AMF) has published a training program resource manual in 2010 produced by Robert Bean Consulting about Managing Cultural Diversity. The training program highlights the evolution of diversity training in Australia and comprehensive sections of managing diversity in the workplace, developing an organisational and personal competence and providing cultural diversity training workshops. The training manual explains the term ‘diversity’ as “the significant difference between people, including perceptions of differences, that need to be considered in particular situations and circumstances” (AMF, 2010, p.8). It also states that “the most significant differences are the least obvious” including thinking styles or beliefs and values while the most apparent and multiple dimensions of diversity such as gender, culture, religion, family status, age ethnicity, sexual orientation, education, language and work experience were suggested

Research has indicated that a diverse workforce can lead to several benefits. A varied group of employees provides the organization with access to a larger pool of knowledge and to differing points of view. Additionally, the creativity and productivity

Organizations have been becoming increasingly diverse in terms of gender, race, ethnicity, and nationality. This diversity brings substantial potential benefits such as better decision making, greater creativity and innovation, and more successful marketing to different types of customers. But, increasing cultural differences within a workforce also bring potential costs in higher turnovers, interpersonal conflicts, and communicational breakdowns. The utilities of diversity training and the essential managerial skills required for effectively managing diversity will also be discussed.