The human resource approach focuses on the interplay between people and the organization, and recognizes that cultural diversity includes every employee. This frame of reference starts with the premise that people are the most important resource in an organization. The challenge is to suc- cessfully apply skills, insight, energy, and commitment to make an organi- zation better ( Bolman & Deal, 1984). The following major assumptions provide the foundation of this approach: (1) organizations exist to serve human needs; (2) organizations and people need each other; (3) when the fit between the individual and the organization is poor, one or both will suffer; (4) when the fit between the individual and the organization is good, both benefit. The concept of need is very important. And needs are hard to define and difficult to measure.Of primary importance for effectively managing diversity is the man- ager's understanding of the cultural beliefs and values of his or her organi- zation. These beliefs and values coalesce to create an environment that employees perceive as supportive or not supportive of diversity. Within all organizations there are culturally supportive and nonsupportive people, policies, and informal structures. This is sometimes referred to as the orga- nizational climate--the propensity to perpetuate particular behaviors. The process of change requires skillful interventions. Richard Beckhard ( 1969) made the following relevant observations about organizations:
1.
The basic foundation of an organization is its people, and the basic unit of change is its people.
2.
A necessary change goal is the reduction of inappropriate competition among parts of the organization and the development of cooperation.
3.
Decision-making in a healthy organization is best delegated to the sources of information rather than being made a function of a set role in a rigid hierarchy.
4.
The subunits of an organization tend to manage their affairs in terms of prede- termined goals. Controls are set in terms of production measurements, not hu- man relations.
5.
One goal of a healthy organization is to develop open communication, mutual trust, and confidence in management.
6.
People support what they help create. Ideally, individuals to be affected by a change should be given an opportunity to participate in the planning and imple- mentation of that change.
An organization is only as effective as the people who operate it. Too many public and private organizations are similar to a malnourished body. They look healthy to untrained eyes, but in reality they are sick and de- caying inside. The laughter and incessant chatter frequently hide a series of disruptive cultural problems. Like vaudevillian actors, personnel in need
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Publication Information: Book Title: Cultural Diversity in the Workplace: Issues and Strategies. Contributors: George Henderson - author. Publisher: Praeger Publishers. Place of Publication: Westport, CT. Publication Year: 1994. Page Number: 4.
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