Abstract
M.Comm.
The aim of this study was, to highlight the qualitative nature of the
concept of diversity, with specific emphasis, on the work
environment.
This is a literature study. There is no empirical research
accompanying it. This study defines the concept of diversity, and
attempt to correct the misleading perception on diversity
management and the related concept, namely affirmative action.
A diversity management process goes beyond mere numbers and
seeks, to maximise the potential of every individual. It means
recognising the unique qualities of people in the workplace.
The study also identifies possible barriers to a diversity
management process, and possible ways, in which they can be
overcome. Furthermore, the study discusses and analyse a
diversity management process, highlights the need for
fundamental change in attitude and behaviour of all stakeholders if
the process is to succeed.
Data collected indicates a clear need for a well designed
organisation programme designed to value and manage a
diversity process. Most of the challenges facing organisations, are
dynamic, interrelated and systematic in nature, that is, they are
intertwined in the entire organisation. More than any other
challenge, perhaps, the diveresity process affects the organisation
at all levels. The scope and direction of adding value and
managing diversity programs, ideally, must be developed within
the context, of broad or challanges facing the organisation, as a
whole. Diversity responses, in other words, need to be wellintegrated
into the organisations overall strategic responses.
Systematic thinking is critical to diversity issues.