In this blog, I would like to share how a manager should use the diversity management skills as to produce better results. As a successful leader, the primary mission for him or her is to create a team with a diverse of backgrounds. Previous researches have shown that a diverse team is able to bring a wide range of ideas to the table, help tackle problems in a creative way and drive innovation significantly (Stone, 2011). In the perception of many people, innovation requires people with high ability. However, they often neglect the importance of diversity, which has the same role as that of ability in driving innovation and economic growth. Teams characterized by diversity often see problems in different way, and take different routes to access possible solutions.
Due to importance of managing a diversity team, the diversity management should be considered as the most important skill for managers across all industries in the world, such as the hotel industry. Nowadays, diversity management is the key to growth in the increasingly competitive hotel industry at a global level. Diversity management involves not only arranging the number of diversified employees within the organization, but also how the organization treats them as its business model (Llopis, 2011). Therefore, in the global hotel industry, the diversity management is a business imperative for the managers at all levels.
Based on the analysis above, I would say that it is important for a manager to use diversity management to drive good corporate performance. However, diversity management is never easy. Managing employees with many different backgrounds is a hard mission since everyone thinks in their own ways while the manager should get prepared for all the possible consequences. The diversified people could bring about a number of different opinions, and provide many solutions to a problem. Additionally, cultural misunderstandings might occur. For example, in India, ‘being fired’ stands for being yelled at, instead of losing a job. A manager who is lack of cultural difference may encounter problems in the process of diversity management.
The successful implantation of a diversity management requires that the following two factors should be paid attention to.
Firstly, the manager should emphasize on three major dimensions of diversity. The figure below illustrates the three dimensions of diversity.
Figure 1: Dimensions of Diversity
(Source: NC Office of State Human Resources, 2014)
The figure above indicates that the diversity management includes three dimensions of diversity, i.e., the primary dimension, the secondary dimension and the functional dimension. The primary dimension of diversity is based on physical characteristics and personal orientations, and the secondary dimension is based on individual beliefs and value while the functional dimension is based on work experience. For example, the primary includes basic criteria that classify different groups including the race, the sex, and so on.
Secondly and more importantly, the management should keep a right attitude while implanting diversity management. In another word, the manager should address diversity management practically and constantly as to produce better results. On the one hand, the diversity management requires practical efforts instead of lip services. Under the modern context, the population is likely to evaluate how organizations relate to the diversity. The consumers and employees would question the authenticity of an organization in case that the manager is not authentic. In this circumstance, the diversity approaches should go beyond mentality and be embedded in our brand (Llopis, 2011). On the other hand, implementing a diversity management program requires constant efforts. The manager should keep in mind that diversity management is not an overnight task, but a long-term strategy. It takes time to foster a more acceptable work environment for diversity. In this circumstance, the manager should implant diversity management with time, patience, and structured efforts to educate and communicate with employees. Eventually, by successful implantation, diversity management policies and programs will increase the productivity of the organization and lead to excellent corporate performance (Conjecture Corporation, 2014).
In conclusion, it is the managers’ attitudes towards diversity that determines whether the implantation of diversity management would be successful. The analysis above indicates that a market success requires creating and managing diversity teams across all industries, such as the global hotel industry. Therefore, the managers should possess diversity management skills as to produce better corporate performance. The implantation of diversity management not only involves the three dimensions, but also requires the managers’ practical and constant efforts. The managers should not be limited to talking about the importance of diversity, but should start implanting diversity policies and approaches within the organization. Furthermore, the managers need to pursue diversity objectives constantly as it is a long-term task.
Conjecture Corporation （2014） ‘What is Diversity Management?’ [online]. Available from:<http://www.wisegeek.org/what-is-diversity-management.htm > [10 March 2014].
Llopis, G. （2011）‘Diversity Management Is the Key to Growth: Make It Authentic’ [online]. Available from:
NC Office of State Human Resources （2014） ‘EEO Diversity Management’ [online]. Available from: <http://www.oshr.nc.gov/Guide/EEOS/diversitymngt.htm > [10 March 2014].
Stone, A. （2011） ‘Different is good: how diversity can benefit your organization’ [online]. Available from: