Organizational Diversity

0 Comment

Eventually, they promote uniformity instead of diversity. The long – term achievement of any organization calls for a diverse group of talent that can convey fresh ideas, perceptions and views to their organization. The challenge that diversity postures, therefore, is enabling managers to exploit on the mixture of cultural backgrounds, ages, lifestyles and genders to react to business opportunities more promptly and creatively (Carter 6).Two main kinds of diversities can be noted in an organizational setting. They include surface level diversity and deep level diversity. The surface level diversities comprise of the differences which get easily noted such as age, race / ethnicity, disability, culture, language etc. They often get easy to measure, and managers and recruiters may fall in the wrong practice of discrimination on the basis of these factors. For instance thinking that age degrades performance, they may end up preferring younger recruits. Surface level diversity gets often impossible, if not difficult to change. For instance, racial disparity cannot be scaled down to zero (Carter 13).On the other hand, deep level diversity stands out as exceptionally hard to be noticed within an organization since they get communicated through verbal and non – verbal attributes. Examples include differences in attitude, personality, believe and values. Deep level diversity in an organization normally starts with identifying the underlying surface level diversities, and when individuals get to know one another they begin noticing the deep level individual differences hence tend to like or dislike. For instance, an individual belonging to a marginalized ethnic group may be handled differently by fellow comrades on the grounds that his / her differing language or culture. However, as the individual interacts more they get to discover his / her differing beliefs and values later on and seem to forget underlying surface level disparity (Carter 15).The