Managing Diverse Workforce

Introduction

Managing the diverse workforce is becoming more important with increasing globalization and raised awareness of social problems. There is an emerging need to embrace diversity and learn how to organize work within multicultural teams. In this case, management demands a proper investigation, training, and commitment. It is important to take into consideration all diversity dimensions and work with each of them. This paper investigates what tactics executives can use and what struggles they may potentially face in diversity management.

Diverse Workforce Management

Diversity has different dimensions, which, among others, include ethnicity, race, gender, age, and sexual orientation (Ewoh, 2013). Valuing the differences is essential for positive changes within the organization. The aim of managing diversity can be viewed as productivity and effectiveness enhancement, as well as resource maximization. Some of the struggles executives may face dealing with various cultural, political, and social systems, as well as different languages and views on corporate culture. Podsiadlowski, Gröschke, Kogler, Springer, and Van Der Zee (2013) insist that the management system should be adjusted to the needs of the diverse workforce. It is essential for managers to accept and embrace differences. Studies show that organizations tend to hire similar types of people, reinforcing homogeneity. It raises barriers to the employment of a diverse workforce. If I were a manager, I would try to engage multicultural employees and create a safe working environment for them. Ewoh (2013) notes that educational programs and training on diversity are essential for creating a welcoming space for international workers. It is also important for executives to have the proper knowledge and extensive education on multiculturalism too. As a manager, I would try to create a space for employees to learn about diversity and share their experiences.

One of the essential ways of managing the international workforce is to engage the workers in diversity initiatives. The employees should be encouraged to give feedback on the company’s inclusion policies, participate in multicultural workgroups, and attend language classes and international workshops. It is the manager’s responsibility to provide the sources for maximizing the advantages of multiculturalism. One of the essential management strategies is the decentralization of control, or the “think globally, act locally” system (Podsiadlowski et al., 2013). Individual departments of the organization should take responsibility for developing their management plans. This way, there can be a significant qualitative improvement of diversity issues within all parts of the company.

National and corporate cultures, as well as political, social, and economic systems, may have a crucial impact on managing in a global environment. As a manager, I would try to embrace and understand the difference in employees’ perspectives and, if possible, integrate them into the existing system within the company. For this, I would organize international events to encourage the workers to share their cultures and exchange their opinions. During multiculturalism-oriented training, employees would be able to understand the potential social, political, and economic differences between them and learn to embrace them. I would also study international corporate cultures to discover the most efficient approach to managing a diverse workforce.

Conclusion

In conclusion, it is important to note that managing a diverse workforce is always associated with complications. The difference in national and social backgrounds, as well as different levels of language proficiency, can cause misunderstanding and rejection. However, with proper management, companies can achieve positive changes, such as improved productivity, resource maximization, and a good organizational climate.

References

Ewoh, A. I. (2013). Managing and valuing diversity: Challenges to public managers in the 21st century. Public Personnel Management, 42(2), 107-122.

Podsiadlowski, A., Gröschke, D., Kogler, M., Springer, C., & Van Der Zee, K. (2013). Managing a culturally diverse workforce: Diversity perspectives in organizations. International Journal of Intercultural Relations, 37(2), 159-175.