Diversity management can be best described a process aimed at establishing and maintaining a respectful and a positive working environment where the available work force can be fully utilized for the common goal of an organization (Lehaney, Clarke, & Cao, 2003). It can therefore be concluded that diversity management is crucial for any organization, which is conscious of meeting the challenges of the global market and to benefit from the resources and opportunities available to it.
Clearly, the challenge is how to identify, establish and maintain a diverse working environment in the modern world where the effects of globalization, culture and climate changes are transforming the world. In this interest therefore, this essay is written and it focuses on some of the best diverse management practices an organization can use to achieve a sustainable change. Top on the list of these best practices of diverse management is knowledge management.
This can be described as the means by which vital information and knowledge acquired by the employees can be properly utilized at the right time and in the right manner for the common goal of the organization (Mills, Dye, & Mils, 2008). Knowledge and skills possessed by individuals should be utilized and efficiently turned into business knowledge which can be implemented consistently for the benefit of the whole organization. A good flow of information introduces a sense of professionalism and experience through cooperation and hence it improves efficiency in decision making.
A good management system begins at the executive levels and must flow efficiently to the other employees with each and every person being given a chance to contribute. Several strategies can be employed to manage knowledge effectively (Mills, Dye, & Mils, 2008). These include advancing in technology, cross project learning, after action reviews and expert directorates. A successful flow of information and knowledge will therefore enhance diversity management in the sense that it will help employees and the management to work in unity and confidence in structuring and solving new challenges imposed by the dynamic world on their organization.
Another worthy noting practice is incentive management. The major objective of any organization is to make profit but that should not be at the expense of the employees. The incentive management system is aimed at simplifying incentive payouts for the workers and therefore it is directly associated with performance measurements (Mujtaba, & Sungkhawan, 2009). It includes either long and short term payments, stock payments or any other award deserved by the workers.
A good incentive management plan will therefore have to achieve the following; simplify the payment procedures and accommodate several incentive programs, simplify calculation and payment periods. It also ensures that the set incentive guidelines are adhered to and implemented effectively. In addition to this, a well planned incentive program will increase the efficiency of the policy makers and lower the cost of carrying out administrative work as well as controlling payments to prevent over or underpayments.
This sets a strong foundation for any changes in the organization which can be imposed by changes in the global society to be carried out easily and more efficiently. Recognition of employees is another important practice for any organization, which is determined in utilizing the available human resources and hence achieving its goals. This is because research studies have shown that workers have a feeling of being exploited and undervalued for the benefits of the policy makers and therefore they tend to cultivate a working environment with low output, demoralization and low expectations (Arredondo, 1996).
The desire for recognition and a ward is therefore a subconscious need for workers just like any other human being. Creating a well structured recognition plan is important and a sufficient way of creating a vibrant working environment where every body feels respected and valued. To the employers, this means higher productivity and hence more income. To the employees, it is a source of motivation and respect for talents and skills. However, the establishment and implementation of a good recognition system will determine its effectiveness.
This program should be designed with the interest of both the employer and the employee in heart and should be inconsistency with the goals and objectives of the organization (Arredondo, 1996). In order to establish a good program, it is important to find out and clearly communicate who, the procedure of identifying the person to be a warded and who will a ward him/her. Lastly, modern day’s economy is challenging and calls for advancement in profession and skills.
This provides the necessary tools to envision the future and make success oriented decision and problem solving policies. Advancement provides some basis for the survival, growth and guarantees profitability of the organization against competitor (Arredondo, 1996). A good advancement program is therefore essential for the growth of any organization and involves identifying the right person, making some investments for the future and identifying the best field of study to take.
In conclusion therefore, diversity management is very crucial for the future growth and sustainability of any organization. It has also been revealed that incentives, recognition, advancement, and knowledge management are some of the vital practices that an organization would put into practice to attain sustainable changes. References Arredondo, P. (1996). Successful Diversity Management Initiatives: A Blueprint for Planning and Implementation. California: Sage Publications. Lehaney, B. , Clarke, S. , & Cao, G. (2003).
Diversity Management in Organizational Change: Towards a Systematic Framework. Retrieved July 22, 2010, from http://download. clib. psu. ac. th/datawebclib/e_resource/trial_database/WileyInterScienceCD/pdf/SRBS/SRBS_1. pdf Mills, A. , & Dye, K. , & Mills, J. (2008). Understanding organizational Change. New York: Taylor and Francis. Mujtaba, B. & Sungkhawan, J. (2009). Situational leadership And Diversity Management Coaching Skills. Retrieved July 22, 2010, from http://www. cluteinstitute-onlinejournals. com/PDFs/1772. pdf