Increasing the diversity of populations between workplaces should result in increased comfort among employees, customers, and providers of diverse cultures and ethnic groups. This atmosphere of comfort can only be created if the organization can successfully handle the many diversity issues. Certain aspects and factors must be considered by the organization to achieve a diverse and successful work environment.
If employees of a similar nature work together, they will feel more comfortable and thus prove to be more productive. Employees who differ from others according to some salient characteristic: race, sexual category, lifestyle, age or religion, etc., may be victims of the dominant group. This characteristically damages self-confidence, efficiency, customer relationships, revenue resources, etc. of the previous type of employee.
The application of diversity is necessary in organizations to attract and retain diverse customers. The main role of diversity apps is to enhance decision-making powers and increase stakeholder goodwill. Therefore, its importance should not be neglected. To understand the nature of diversity, one must first understand the skills necessary to manage diversity.
Diversity is mainly classified into four layers:
1. Dimension of Internal Personality.
2. Unchanging external dimension.
3. External dimension in evolution.
4. Organizational Dimension.
1. Internal dimensions of personality:
A category of employees is taken according to their psychological profile. This is simply regarded as the inner personality. The most admired personality assessment tool is the Myers Briggs Type Indicator (MBTI).
The MBTI tool is based on four dimensions, each with a pair of ranges:
Introvert versus extrovert
Detection versus intuition,
Thought versus Feeling
Perceive versus judge
Each MBTI profile has different pros and cons in terms of management style, mutual cooperation, and conflict resolution.
2. Unchanging external dimensions:
The categorization of employees can be done according to external characteristics. Such characteristics are those that remain unchanged throughout life, such as; Caucasian, African American, female, employee sexuality, etc.
3. Evolving external dimensions:
Employees can be categorized according to evolving external characteristics as well as those that do not change. External characteristics that evolve over time include age, height, weight, religion, education, physical ability, marital status, income level, and geographic location.
Evolving external and immutable characteristics can be a cause of employee categorization. These characteristics that evolve over time include time, height, heaviness, creed, schooling, physical ability, marriage, income level, and geographic location.
A young person is classified in one organization and treated accordingly, while the same person in old age is classified in a different category and treated accordingly.
4. Organizational dimensions:
Another cause of categorization is due to the difference in organizational status. These particular characteristics can be immutable or evolve. It can include hierarchical status, work substance, organizational sector, and seniority based on experience. Some employees are classified as non-managerial and others as managerial.
A practical observation was seen in the “group”. Enron consisted of recruits from the Gas Bank Division with degrees in economics or finance. It was anticipated that affiliates from other diverse populations would be subordinate to them.