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CHAPTER 10 Diversity Management Paradigms, Rationale, and Key Elements Now the Star-Belly Sneetches Had bellies with stars. The Plain-Belly Sneetches...

Barak, chpt 10, of our text describes the two models paradigms for diversity management, thats the Human Resource paradigm, and the Multicultural Organization paradigm.

Read the two mission statements regarding diversity management: one is from Woolworths Holdings, a South African based retail group and the other is from AstraZeneca, a U.K. based pharmaceutical organization.

Question: Read the mission statements on page 248 from the pdf file, then chose which of the two paradigms you would think most closely represents. If you chose HR paradigm, then which approach is the company using? If you chose Multicultural, which organizational type do you think it striving to achieve? and which paradigm do you believe is more useful for organizations pursuing diversity management


234 CHAPTER 10 Diversity Management Paradigms, Rationale, and Key Elements Now the Star-Belly Sneetches Had bellies with stars. The Plain-Belly Sneetches Had none upon thars. Those stars weren’t so big. They were really so small You might think such a thing wouldn’t matter at all. But because they had stars, all the Star-Belly Sneetches Would brag, “We’re the best kind of Sneetch on the beaches.” With their snoots in the air, they would sniff and they’d snort, “We’ll have nothing to do with the Plain-Belly sort!” And whenever they met some, when they were out walking, They’d hike right on past them without even talking. —Dr. Seuss, The Sneetches and Other Stories 1 I n his classic children’s story about imaginary creatures named Sneetches, Dr. Seuss demonstrates how an irrelevant characteristic such as having or not having a small star on their bellies created two camps of Sneetches and affected their relationship with one another. The story goes on to introduce Mr. Sylvester McMonkey McBean with his “very peculiar machine” that could put stars on the Plain-Belly Sneetches. Once the Star-Belly Sneetches realized that they could no longer tell the difference, they asked Sylvester McMonkey
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McBean to remove their stars! And so it went with one group going through the machine to put stars on their bellies while the other was going through it to remove their stars,“Until neither the Plain nor the Star Bellies knew whether this one was that one. .. or that one was this one” (p. 21). Like any good children’s story, this tale has a happy ending with the Sneetches realizing that “Sneetches are Sneetches and no kind of Sneetch is the best on the beaches” (p. 24). Unfortunately, many cross-cultural conflicts do not have such an enlightened and happy ending. This story is often used in diversity-training pro- grams because its moral teachings apply to adult situations as well as children’s. In this chapter, we examine diversity management programs and policies. We define the concept, examine its historical context, analyze two prominent paradigms for diversity management, and conclude by identifying its key char- acteristics and limitations. Defining Diversity Management In response to the growing diversity in the workforce around the world, many companies have instituted specific policies and programs to enhance recruit- ment, inclusion, promotion, and retention of employees who are different from the privileged echelons of society. Just as the privileged groups may vary from one country to the next (e.g., urban men of Han descent in China, White men in the United States, or Protestant men in Northern Ireland), so too do the disadvantaged groups (e.g., the lower castes in India, North African immi- grants in France, or women in Korea). Although equal rights legislation and affirmative/positive action policies have helped disadvantaged groups obtain access to a variety of jobs not previously open to them, it is their exclusion from circles of influence in work organizations that has kept them from fully contributing to and benefiting from their involvement in the workplace. Diversity management policies and programs are designed to create a welcom- ing organizational environment to those groups that, in the past and through the present, have not had access to employment, in general, and to more lucra- tive jobs, in particular. The term diversity management originated in North America but has slowly taken hold in other regions and countries of the world (e.g., Hays- Thomas, 2004; Kaiser & Prange, 2004; Nyambegera, 2002; Ozbilgin & Tatli, 2008; Palmer,2003; Palmi, 2001). Below is a brief definition of the term: Diversity management refers to the voluntary organizational actions that are designed to create greater inclusion of employees from various backgrounds into the formal and informal organizational structures through deliberate policies and programs. Chapter 10 Diversity Management 235
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An organization consists of varied people across different cultures, places and
educational background. The people in the organization are different from each other and the

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