Management of Organization Diversity Global Workplace

Question: Discuss about the Management of Organization for Diversity Global Workplace. Answer: The success of an organization is depending upon the diversity of that organization. The level of diversity in the organization inspires the employees to work properly in the organization. There are two different types of level of diversity in the organization such as Surface-level diversity and Deep-level diversity. These two level of diversity help to improve the performance of the organization. Surface level diversity indicates the differences between age, gender, culture, race and disability of the organization. On the other hand, different employees have different background of work experience and also having different culture, value and personality. This type of diversity is called Deep-level diversity. If there is a concept of new level of diversity in the organization of Singapore to improve the performance of the organization, the organization has to maintain both Surface-level and Deep-level diversity for the productivity and get involve in different level of diversity simultaneously. According to the age of surface-level of diversity, the development of the organization depends on the age, gender, culture and disability of the employee. In the Surface-level diversity, the employees of the age of 23-55 are working in a different possession and from 30-55 working in the possession of head of department (HOD) (SMRT 2016). Example for Surface-level Diversity: According to gender form, there are a particular percentage of male and female employees among the HOD. Some departments also have more male employees than female. There is equal opportunity of both male and female employees in the company. The three main races in Singapore are Chinese, Malays and Indian. There are 52% of Chinese against 15% Malays and Indian is in 18% in the organization (Qin 2013). In order to create a new level of diversity to improve the performance of the organization, there must be a training provided by the organization to the employee in setting up a new strategic of Deep-level diversity. In order to establish a new diversity management in the organization, the company must be thought about some schemes and policies. The best example of Deep-level diversity is mentioned bellow (Muenjohn and Chhetri 2013). Example for Deep-level Diversity: There is an organization in Singapore market and if it becomes trying to develop the organization by making new diversity level, it must have the sufficient employee and the employees are able to work in off days and also ready to make overtime work, the level of diversity might be fulfilled in the organization. Then opportunity of promotion will be equal to all employees of the organization (Rattan and Ambady 2013). In todays world, the effectiveness of level of diversity is a bit argument in the organization. According to SMRT 2016, the service year is one of the positive points to get promotion in the organization. The organization has to evaluate the cost of production and must have a sufficient paid up capital to run the organization in the Singapore market. As per todays effectiveness, there is a cross cultural leadership in the organization by which a discriminative policies or practices may create to make better performance of the employee. (Barak 2013). References Barak, M.E.M., 2013.Managing diversity: Toward a globally inclusive workplace. Sage Publications. Iwaasa, T., Shoji, N. and Mizuno, M., 2017. A Study of the Current Status of Diversity Faultlines in Japanese Work Organizations. InAdvances in Human Factors, Business Management, Training and Education(pp. 121-126). Springer International Publishing. Qin, J., Muenjohn, N. and Chhetri, P., 2013. A review of diversity conceptualizations: Variety, trends, and a framework.Human Resource Development Review, p.1534484313492329. Rattan, A. and Ambady, N., 2013. Diversity ideologies and intergroup relations: An examination of colorblindness and multiculturalism.European Journal of Social Psychology,43(1), pp.12-21.