Handling Diversity in an Organization

In an organization variation in the social and cultural identities of the members especially as regarding ones’ gender, nationality, religion or race may significantly influence the people’s levels of performance in the work place. If the diversity issues in an organization are not handled with care it can breed serious tensions in the work place that can adversely affect the performance of the workers. For this reason proper comprehension of the diversity and its effect is important for the implementation of acceptable behaviors and policies that effectively mitigate the related consequences (Andrews, 1998).

The SLP Organization

In my SLP I am studying an IT organization that deals with electronics equipments and services. The organization is a perfect example of diversity having been situated in a cosmopolitan region from where it has attracted people with diverse variations in both cultural and social identities. To effectively manage the diversity in the organization the management has consistently carried out staff seminars to induce positive changes and improve in individual’s beliefs and attitudes towards different people in an attempt to improve on their interpersonal relationships. In addition seminars on management skills and practices are extended to managers to create a link between the organization and the staff as well as equip them for conflict resolutions.

Organization of the Staff

The people working in this IT firm normally hold their meeting every Monday morning at 8.00 a.m. and Friday afternoon at 3.00 p.m. The Monday meetings are held at Departmental levels and they are meant to prioritize the activities of the week. The Friday meeting is a common meeting that is chaired by the team leader to evaluate the success of the week and identify challenges and opportunities. In addition the staff has informal groupings, like the welfare groups and sporting clubs that hold their informal meetings after the official working hours. The groups elect their leaders occasionally and work out on their agenda, goals and frequency of meetings. Some other staff meets for religious activities and their membership is always open to uninvited guests. Members of staff that originate from common countries also hold informal meetings occasionally.

The leadership

The organization has a hierarchy of leadership that is headed by the team leader who oversees the day to day running of the organization. Under him are three deputies; the personnel manager, Finance manager and Sales manager. The training and equipping of staff is coordinated by the personnel manager while the sales manager leads the sales and advertisement teams. The sales manager maintains the finance records and approves various budget lines including the funding of diversity training among the staff members. Among the informal leadership is the Staff Welfare committee that comprises of the chairman, the secretary and the treasurer. The sports counsel has ladies and men representatives for each of the three main sporting activities. The sporting activities are mainly in door and the staff members are always encouraged to participate in at least one of them or come up with new sporting activities and recruit members.


The formal and the informal factors within the organization interlink together to create a perfect working environment. This helps in lessening the tensions that would be brought about by the diverse nature of the organizations. By creating such a free atmosphere in the work place strategic objectives of the organization are easily achieved. In addition the resulting cohesion among the staff elicits the spirit of common responsibility where urgent and more important task can be shared among the staff without sparking resistance. The environment is also perfect for conflict resolution among the staff (Anderson, 1997).

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