Diversity in organizations exists on different levels. These are the perceived differences among employees in the workplace. The difference could be in terms of race, sex, age, sexual orientation, qualifications, mental and physical capability, religion, family status, and ethnicity among other differences. Diversification is an aspect that has been championed for years but its application has been wrong. Diversity has been more of a numbers issue than a functional attribute. Organizations felt better by the fact they felt they have employed over 45% women into their workforce but did not focus on their functional talent addition to the organization. Diversification has become an important driver for performance in the organization (Spark Team, 2020).
The opposite of diversification is homogeneity which means people who are alike work together. The argument against diversification has been likely conflict instigation in line with the differences. Therefore, homogeneity works better for the group which moves and agrees together. The analogy may be true but it fails to focus on the functionality. Homogeneous thinking and execution are seamless thus fail to draw criticisms that are constructive or that would solicit better thinking. Presently, diversification is a competitive edge for organizations (Bell, 2018, p. 12). The reason is that unlike homogeneity, diversification pools different talents and experience into the objective of the organization. A problem is looked at from different angles and with utmost scrutiny, the best solution is arrived upon. For instance, an organization wishes to introduce their morning cereal in India needs to understand that the nationality already has a culture for its local mix of cereals. With a homogeneous team, they might likely go to market and fail. A diverse team may happen to have an Indian employee who can raise the issue before hitting the market. This may cause the organization to alter its product to fit a cultural target audience (Leighton, 2008, p. 59).
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Two conclusions can be drawn from this argument. That homogeneity does not serve the competitive nature of an organization while diversity is not just about the numbers of African Americans you employ in an organization. It is also about what talents and skills do they bring to the team to serve the organization's competitive culture. Decisions under a diversified organization are well-rounded to tackle the problems that arise.
References
Spark Team. (2020, January 16). 3 Reasons why diversity and inclusion are essential to the workplace . ADP. https://www.adp.com/spark/articles/2018/11/3-reasons-why-diversity-and-inclusion-are-essential-to-the-workplace.aspx
Leighton, D. S. (2008). International marketing: Text and cases . New York: McGraw-Hill Book.
Bell, M. (2018). Diversity In Organizations (2nd ed.). S.l.: Cengage Learning Custom P.
