Diversity Paradigms In Organizations

Diversity Paradigms. Student’s Name: Student’s Number: Institution: Organizations all over the world are expected to adhere to all the obligations of diversity. This is because in the past, the topic received less to no attention and it is not until in the past few years that that numerous interviews conducted on various managers manifested that discrimination in the workplace is wrong. In the light of these discussions, the analysis showed that a more diverse working environment is more effective as it increases the morale of the employees, allows access to particular fundamental sections, showing that diversity is essential for the success of an organization. This text seeks to analyze the notion of diversity in organizations, explain the thoughts of David Thomas and Robin Ely in his work “Making Differences Matter: A New Paradigm for Managing Diversity, particularly the three perspectives of viewing diversity paradigms in companies. In many organizations, same as to the organization that I worked in as an intern working as an assistant nurse, using the discrimination-and-fairness paradigm is the best way of describing and understanding diversity. Using this perspective, the organization focused on “equal opportunity, fair treatment, recruitment, and compliance with federal Equal Employment Opportunity requirements” (Thomas & Ely, 1996). This lens of viewing diversity was evident in the private healthcare facility in the sense that the managerial department always ensured that the employees are treated equally and with the utmost respect that they deserve as well as given all the advantages offered by the firm. An experience of this is when a minority individual was selected and given the title of laboratory technician, an advantage that was had previously been dominated by the majority population over the years. The access-and-legitimacy paradigm was founded in the late 80s and early 90s as a way of describing the rationale of diversity in the workplace as well as ensuring that the idea is encourages and practiced in all firms around the world. This paradigm was in conjunction with the discrimination-and-fairness paradigm in the sense that it idealizes the differences between employees and learning to accept, appreciate and embrace the differences. In the organization that I was working for, it was evident that the environment was multicultural and new ethnic groups were starting to gain power throughout the firm. Therefore, in order to obtain access certain differentiated divisions, the organization ensu...