Contents 1 Group Assignment Summary .................................................................................. 2 1.1 Introduction ......................................................................................................... 2 1.2 Primary and Secondary Diversity Dimensions ..............................................

2 1.3 Organizational Culture and Diversity Management ..................................... 3 2 References ................................................................................................................. 4

Group Assignment Summary

1.1

Introduction

Our presentation was a reflection of how language, a primary diversity dimension, was a trigger in creating a conflict situation within an organization; and how this conflict situation brought about the recognition of racial tension, gender and age inequality and discrimination based on work experience.

It became evident that all these factors combined were to the detriment of the organization; that success and productivity of an organization is reliant on good working relationships and harvesting a team dynamic while at the same time allowing employees to express their individuality.

We were able to recognize the importance of understanding the need for an organizational culture and an identity of the organization as well as of the employee within that organization.

We in turn proposed some solutions to assist the organization in resolving matters such as conflict as well as ensuring that the organization is able to create changes within, both efficiently and effectively.

1.2

Primary and Secondary Diversity Dimensions

Language barriers often lead to the exclusion of certain people from a group by affecting communication. Communication breakdown between team members impacts highly on team productivity due to dependency issues. It is also important to identify that peoples own culture, ethnicity and heritage may be portrayed by the use of language. A simple confrontation between two people for example, can quickly evolve into a social identity conflict.

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Race, one of the most salient social identities in South Africa demonstrates how individuals classify themselves and others into social categories that certainly impact human interactions. It is also demonstrated that the comparison aspect of the SIT (social identity theory) states that individuals compare their own groups with other groups; with a favourable bias towards the group to which they belong.

The use of gender-based descriptions in communication is often diminutive and creates a perception of inability or lack of authority. Gender mistreatment can vary from seemingly innocent to full blown sexism. It is important to note that any gender-specific references undermine gender equality.

A generational gap is clearly present in South Africa. Feelings of superiority and authority in organizations are commonly due to older age. This attitude is primarily defined by an individuals past and life experiences. In addition, there is a general feeling of entitlement due to work experience, creating a perception of incompetence of others and a desire to discredit colleagues.

1.3

Organizational Culture and Diversity Management

In many instances, organizational issues develop due to a failure in leadership. Management must be educated in dealing with diversity issues as they often fail to identify deeper reasons for a companys declining productivity. It is vital for management to firstly recognize differences exist and that if managed correctly, presents a great organizational opportunity.

This can only be achieved through activities such as diversity workshops / diversity training and team building exercises. It raises consciousness and awareness about differences and helps people develop new skills and competencies as well as building trusting relationships.

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It is important that an organization develops formal policies and governs and manages the challenges of diversity in the workplace; and that there is regular feedback provided both to managers and subordinates regarding these policies.

References

Blunt, P. and Jones, M. L. 1996. Exploring the limits of Western leadership theory in East Asia and Africa. Personnel Review, 26: 6-23, May

Cook, J. and Nkomo, S.M. (2006). Leadership in Africa. In: Luiz, J (ed). Managing Business in Africa. Oxford University Press

Sutherland, M. 2009. Human Behavior and Performance in South Africa, Course Lecture 6 Slides, GIBS MBA.

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