Diversity refers to the differences between individuals. People differ on all kinds of aspects, both visible and non-visible.

Examples of differences are gender, age, sexual preferences, skills, tenure, learning styles etc. We find these differences in every workplace, though not all differences are always recognised or seen as relevant. Excellence through diversity is one of the Chancellor's goals, yet the term diversity often raises controversy, confusion, and tension. What does it mean? Is it the same as affirmative action? Why should you focus on it? When people think of diversity, they may think first of ethnicity and race, and then gender; however, diversity is much broader than that. In Workforce America! Managing Employee Diversity as a Vital Resource, diversity is defined as otherness or those human qualities that are different from our own and outside the groups to which we belong, yet present in other individuals and groups. Dimensions of diversity include, but are not limited to: age, ethnicity, ancestry, gender, physical abilities/qualities, race, sexual orientation, educational background, geographic location, income, marital status, military experience, religious beliefs, parental status, and work experience (Loden and Rosener 1991, 18-19). It's important to understand how these dimensions affect performance, motivation, success, and interactions with others. Institutional structures and practices that have presented barriers to some dimensions of diversity should be examined, challenged, and removed. To address diversity issues, consider these questions: what policies, practices, and ways of thinking and within our organizational culture have differential impact on different groups? What organizational changes should be made to meet the needs of a diverse workforce as well as to maximize the potential of all workers, so that Berkeley can be well positioned for the demands of the 21st century?

Most people believe in the golden rule: treat others as you want to be treated. The implicit assumption is that how you want to be treated is how others want to be treated. But when you look at this proverb through a diversity perspective, you begin to ask the question: what does respect look like; does it look the same for everyone? Does it mean saying hello in the morning, or leaving someone alone, or making eye contact when you speak? It depends on the individual. We may share similar values, such as respect or need for recognition, but how we show those values through behavior may be different for different cultures. How do we know what different cultures need? Perhaps instead of using the golden rule, we could use the platinum rule which states: "treat others as they want to be treated." Moving our frame of reference from an ethnocentric view ("our way is the best way") to a culturally relative perspective ("let's take the best of a variety of ways") will help us to manage more effectively in a diverse work environment. Diversity management is a strategy that is intended to foster and maintain a positive workplace environment. Usually initiated Resources professionals and by Human managed by department heads and supervisors, an effective diversity management program will promote recognition and respect for the individual differences found among a group of employees. The idea of this management style is to encourage employees to be comfortable with diversity in the workplace and develop an appreciation for differences in race, gender, background, sexual orientation or any other factors that may not be shared by everyone working in the same area of the company. The underlying principle of diversity management has to do with acceptance. While individuals retain their own sense of values and ethics, diversity management encourages people to recognize that not everyone is alike. Rather than being intimidated or prejudiced by

those differences, employees are encouraged to accept the fact that there are diverse interests, diverse values, and diverse physical and emotional characteristics present within the office environment. Further, the diversity present in the office does not have to hamper productivity or create conflict. Instead, the diversity may function as helpful attributes that promote the attainment of the goals and objectives of the department. Diversity management can be adapted to many different types of working environments and be integrated into many different types of management styles. Promoting recognition and acceptance of diversity among the employees can convert a hostile workplace environment into a welcoming environment where people freely communicate and support one another with any tasks associated with the job. In doing so, the implementation of a diversity management approach often makes it possible for productivity levels to increase dramatically. One of the main advantages of a strong diversity management program is that it tends to encourage the development of latent skills and talents among employees. Individuals who may have felt unable to move forward in the company due to factors such as race, gender or sexual orientation find that these attributes are no longer issues. When this happens, employees begin to feel valued and are more willing to step outside their comfort zones and enhance their skill sets for the benefit of the departmental team, the company as a whole and for the individual. Implementing a diversity management program successfully is not an overnight task. Often, the process of fostering a more accepting work environment takes time and dedication. But with patience, time, and structured efforts to educate employees, a diversity management policy and program will eventually make a huge difference in the communication among employees and the general productivity of the department.

PRINCIPLES:

Define your terms. Everyone has a different idea about what diversity means. Beyond race and gender, it can also include but is not limited to considerations of age, ethnicity, religion, sexual orientation, mental and physical capabilities, gender identity, family status, language, opinions and working style. Define diversity for your organization as there is no one-size-fits-all solution. Be realistic. When setting goals, involve everyone who has a responsibility for diversity, from the CEO on down, as buy-in is critical. But also manage their expectations. Diversity management is complex and not every company will advance at the same pace. Build in metrics. Diversity management should measure progress toward specific, quantifiable long- and short-term goals. Assemble your resources. You cant achieve your goals as a company if you dont have the right human or fiscal resources in place. Just by saying you want to become a diverse organization doesnt guarantee that you will get there. Set up a system. Talent acquisition is about attracting the best talent from a pool of outstanding individuals of diverse backgrounds. Once youve attracted the talent, you must enable them to become part of the established culture of your organization. Educate. Everyone needs to be trained. Managers must be educated about the benefits of diversity and the processes

necessary to achieve it. Employees must be given the coaching, mentoring and skills they need. Without training, you risk losing your best talent to your competitors. Demonstrate CEO support. Employees take their cues from the top, so your most senior executive must be able to articulate the business case for diversity. Diversity is the creation of an organizational culture where the best people want to work, where everyone is treated with dignity and respect, where people are promoted on their merits and where opportunities for success are available to all. Embedding the principles of diversity management in everything helps in achieving your companys most ambitious business goals. Diversity in the Workplace Diversity Management is a comprehensive managerial process for developing an environment that works for all employees. It encourages managers to enable, empower and influence employees to reach their full potential. It ensures that organisational systems, policies and practices do not benefit one group more than another. The idea of inclusiveness is central to Diversity Management and it addresses workplace behaviours and understanding differences while focusing on an organisation's culture and climate. Managing diversity in the workplace enables organisations to better serve their customers and clients because it gleans a better understanding of their needs.
Diversity issues related to race, gender, age, disabilities, religion, job title, physical appearance, sexual orientation, nationality, multiculturism, competency, training, experience, and personal habits are explored in these links. The bias is toward valuing diversity.