Diversity Management, Challenges and Opportunities in Multicultural Organizations

Workforce Diversity: Igniting a Boon or Bane Debate

“…Furthermore, it is possible to define diversity in terms of acknowledging, understanding, accepting, and valuing differences among people with respect to age, class, race, ethnicity, gender, disabilities, sexual orientation, spiritual practice etc. (Esty, Griffin & Schorr-Hirsh, 1995, Grobler, 2002 or as an acceptance of existence of multiplicity in individual differences and similarities with respect to race, gender, age, class, ethnicity, physical ability, sexual orientation, spiritual practices and so on among members of an organization (Gabriel, 2019). Whichever framework is adopted to understand diversity, the important issues to note remain that workplaces do not harbor only people of similar characteristics or of different characteristics, rather a mixture of both.…”

“…This is evident in its current prominence across academia and industry, spurring debate over decades. The subject has been in the spotlight of many experts ranging from academics, social critics, government functionaries across Nigeria and beyond (see Bamgbade et al, 2014;Edewor and Aluko, 2007;Miebi, 2014;Bamgbade et al, 2014;Ogbo et al, 2014;Ike and Eze, 2013;and Issa, 2011) respectively. Their contributions have been marked by an acknowledgment of the importance of diversity, a critique of how the concept Gabriel, J.M.O., Ph.D. TAMN, Ogbuigwe, T. Okeke, Daniel Chimezie, Workforce Diversity: Igniting a Boon or Bane Debate has been perceived and implemented, and suggestions for mining this seemingly untapped resource.…”

The Importance of Organizational Culture in Cluster Management

“…It ensues even from great complexity and ambiguity of the term itself as well as from the diversification of scientists' expectations concerning the possibility of explaining organizational phenomena in the categories of cultural analysis. Hence, organizational culture is described as 13 : − the normative beliefs (i.e., system of values) and shared behavioral expectations (i.e., system of norms) in an organization; − patterns of shared values and beliefs developed which produce behavioral norms that are adopted in solving problems; − a system of shared values (what is important) and beliefs (how things work) that interact with company's people, organization structures, and control systems to produce behavioral norms (the way we do things around here); − a pattern of shared beliefs and values that give the members of an institution a meaning, and provide them with the rules of behavior in their organization; − assumptions and beliefs of managers and employees; − collective programming of the mind which distinguishes the members of one organization from another; − a socially constructed phenomenon; a human product which is shared by people belonging to various groups -different groups create different cultures.…”

Diversity Management in Substance Abuse Organizations: Improving the Relationship Between the Organization and its Workforce

“…Conversely, as TCs were developed as a "unique self-help approach" (De Leon, 2000), the professionalization of the organization can alienate paraprofessionals. Misunderstandings require social work managers to be self-reflective and creative in resolving conflicts (Cox, 1994;Edewor & Aluko, 2007) with problem solving attending to this layer of diversity.…”

“…Staff working within the organization must come to accept the values and norms inherent in the culture to solve dilemmas. The transfer of traditions from one generation of staff to another allows for not only the continuing existence of the organization but also the progression of values and norms to foster growth (Edewor & Aluko, 2007).…”