A Pragmatic and Holistic Approach to Managing Diversity

Abstract

Abstract Diversity is no longer merely a buzzword in today’s organisations. It has become an asset for some companies and a liability for others. Now is the time for academics and business practi-tioners to develop a pragmatic and holistic approach to managing diversity. Implementation of such an approach will differentiate post-modern organisations from the rest. This paper presents differing concepts of diversity and diversity management, and then suggests a pragmatic and holistic framework for diversity management. The framework is based on the inter-relationships between, and integration of the four main processes, viz. motivational, interaction, visioning and learning processes within the management system. Key words: Diversity, management, diversity management, framework, motivation, in-teraction, vision, learning, process, employment equity, affirmative action. Introduction Concepts of Diversity and Diversity Management Loden & Rosener (1991) define diversity as that which differentiates one group of people from another along primary and secondary dimensions, which are as follows: xPrimary dimensions of diversity, those exerting primary influences on our identities, are gender, ethnicity, race, sexual orientation, age and mental or physical abilities and characteristics. xSecondary dimensions of diversity are less visible, exert a more variable influence on personal identity and add a more subtle richness to the primary dimensions of diver-sity. They include: educational background, geographic location, religion, first lan-guage, family status, work style, work experience, military experience, organisational role and level, income and communication style. There is a definite trend towards definitions of a multiplicity of diversity dimensions; Ar-redondo (2004) adds culture, social class and language to the primary dimensions and healthcare beliefs and recreational interests to the secondary dimensions. She further adds a tertiary dimen-sion, which encompasses historical moments experienced. Maier (2003, pp. 132-134) lists no less than 38 possible diversity dimensions, and further suggests that his item “character traits” is “infi-nitely expandable”. He illustrates this multi-dimensionality by reference to the individual as a ka-leidoscope. The analogy of an iceberg comes to mind in the face of these potentially endless dimen-sions (Figure 1); the obvious characteristics of race, ethnicity, gender, age and disability relate to the small, visible portion of the iceberg, and are the basis of much anti-discrimination legislation around the world. Other dimensions such as religion, culture and political orientation are less ob-vious, and could be said to constitute the secondary dimensions lying just below the surface, which may be revealed with time. The tertiary dimensions as illustrated in Figure 1 are often the core of individual identity and lie deeper below the surface. It is the vast array of qualities that lie beneath the surface that provides the real essence of diversity to be tapped into, and these have not until recently been acknowledged. It should be noted that only some of the possible dimensions are shown in Figure 1; the lists are in no way exhaustive.

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