Should managing diversity be seen as an attack on, or a contribution to, attempts to achieve greater workplace equality? Reviews US practitioner literature and US and UK research on the operation of equal opportunities policies. Suggests that there are two distinct strands to managing diversity approaches: one focusing on individual differences, the other on social group characteristics. Assesses the consequences both of a policy focus on differences and an individual versus a group approach to identifying these. Argues that both managing diversity and equal opportunity approaches could provide useful lessons.

The article explores the issue of whether women's under-representation in senior management positions can be explained in part by the messages they are given about the promotion process and the requirements of senior jobs. Through interviews with over 50 male and female junior and senior managers in a UK high street bank, issues relating to the required personality and behaviour characteristics seen to be associated with success and with the long hours culture emerged as important. In many cases men and women identified the same issues but the significance of them for their own decision-making and the way others interpreted their behaviour varied Ð particularly in relation to the perceived incompatibility between active parenting and senior roles. The findings provide an account of the context in which women make career choices which highlights the limitations of analyses which see women's absence as the result either of procedural discrimination or women's primary orientation towards home and family. The findings also highlight the problems of treating commitments towards gender equality as an isolated issue and stress the importance of understanding responses to policies and ways of achieving change within the broader context of an analysis of the organization's culture.

Recent interest in ‘managing diversity’ has reopened debates about forms of equality in the workplace. Approaches to equality developed in the 1970s and 1980s have been characterized as an attempt to ensure that if individuals bring the same abilities to work, or perform in the same way, they should receive the same access to jobs and employment benefits, regardless of social group membership. Managing diversity appears to be about a more positive valuing of difference. Benefits are seen to derive from different perspectives and approaches and these should be nurtured and rewarded rather than suppressed. Feminists have long argued about the extent to which women are the same as, or different from, men, and about the political consequences of adopting these positions. Recent theoretical developments have led to some novel solutions to this dilemma. These include asserting claims to both ‘sameness’ and ‘difference’, the deconstruction of ‘difference’, and the reconstruction of ‘sameness’ on women's terms. This paper explores approaches to equal opportunities through both established and novel theoretical perspectives. It argues that existing practice cannot be fitted neatly into the conventional distinctions between ‘sameness’ and ‘difference’, and explores the potential characteristics and strengths and weaknesses of equality initiatives based on the new theoretical perspectives.

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