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organization. Effective approaches to diversity
management are strategic and focused on
goals that are achievable.
The key to the evolution of a diversity
programme to an ‘integration and learning’
perspective, which produces cultural change,
is the ability to effectively talk through the
dimensions of difference in the organization.
An organization that develops the ability to
discuss diversity in a manner that approaches
dialogue, will also accomplish better diversity
training and performance evaluation.
From the perspective of the corporate communication
professional the existence of a
valued and effective diversity programme
is a significant element to be communicated
to corporate stakeholders. In order to reduce
uncertainty for organizational stakeholders,
the programme rationale must be clearly
explained and reinforced. A cohesive plan and
programme is essential to anticipate and
answer the objections that arise from internal
backlash, stockholder alarm, and internal
resistance to the allocation of resources to
diversity programming. In both the planning
and the operationalization of the diversity
programme a sense of high aspirations and
transparency should be evident.
Summary
Diversity programmes have become an
expected element in the modern corporation
because of the reality of the varied demographics
of organization members, stakeholders
and potential clients. However, most
corporate diversity directors are not satisfied
with the progress made by their own diversity
programme. Diversity personnel feel that
managers must develop greater sensitivity to
how their diversity personnel are evaluated
and led. Many organization members are
ignorant of both the nature of the programme
in their corporation and the dimensions of
difference that have an impact on members’
behaviour. Consequently, there is a challenge
to find ways of developing a mature understanding
of diversity within the corporate
setting. Concepts such as individualism–
collectivism, worldview, and mindset can be
employed to provide a basic conceptualization
of difference in the attempt to improve
intercultural communication competence in
the organization. The promotion of true
dialogue regarding diversity differences, the
existence of substantive diversity training,
and application of diversity concepts in the
conduct of performance evaluation are essential
elements of an effective diversity programme.
Corporations have made progress in
addressing the basic programme role of working
to eliminate discrimination and promote
fairness. The second role of ensuring ‘access
and legitimacy’ is also largely in place. But
there is a need to move to integration and
learning perspectives that will enable meaningful
dialogue on diversity issues to occur.
REFERENCES
Aldefer, C. and Smith, K. (1982) ‘Studying intergroup
relations embedded in organizations’, Administrative
Science Quarterly 27, 35–65.
Allen, R. and Montgomery, K. (2001) ‘Applying an
organizational development approach to creating
diversity’, Organisational Dynamics, 30,
149–61.
Arai, M., Wanca-Thibault, M. and Schockley-Zalabak,
P. (2001) ‘Communication theory and training
approaches for multiculturally diverse
© 2004 Sandra Oliver for editorial matter and selection;
individual chapters, the contributors