Research Question

Research Question

To explore the link between the management of diversity in the workplace with respect to the role of communication.

Objectives

* To identify the strength of the link between the management of diversity and communication.

* To determine the extent to which communication impacts on diversity.

* To recount my own experience through the literature.

Introduction

In setting out this paper it was necessary to explore the relationship between management of diversity and the issue of communication in diversity. It is a prominent element throughout the literature that organisations must continually strive to meet diversity challenges in their organisations. This is especially true with increased globalisation. Alas, this paper deals with the issue of workplace diversity with relation to the spread of communication and also incorporates my own experience into the work environment.

Main Body

It has come to the forefront that organisations must increasingly manage diversity in the workplace in order to gain advantage (Kreitz, 2008; Roberge and Van Dick, 2010). Recent trends suggest that diversity is due to such factors as demographics, globalisation and organisations having to meet these changes in society (Doherty, Fink, Inglis and Pastore, 2010). Furthermore, communication barriers have been broken down between cultures and it is essential that we continue to manage these in the workplace. In my own experience at Airbus S.A.S. in a diverse cultural environment, effective communication was central in the management of diversity. Ineffective communication often led the organisation to wasted time and resources.

Managing diversity is defined as equal treatment between all parties so that organisational effectiveness is maximised and inefficiencies are minimised (Rawluszko, 2009; Roberge et al., 2010; Kreitz, 2008). I believe the key to positive workplace diversity is to create a workforce that identify with different subgroups within the organisation, as stated by Roberge et al. (2010). These individuals are empathetic and make attempts to understand different viewpoints. At Airbus S.A.S. this is certainly true, as each employee is encouraged to collaborate with others outside their specific department in project execution. Company culture should be therefore based around such principles of equal inclusion, mutual respect and equal appreciation in determining a basis for open communication (Rawluszko, 2009).

In managing diversity, a key thread through the literature is the inclusion of diversity into the organisations strategic plan (Kreitz, 2008). At Airbus S.A.S. diversity is highlighted in their initiative 'The Future by Airbus' which demonstrates employees as being more diverse, more innovative and increased lateral thinking than ever before (Airbus, 2011). This is shown through the extremely futuristic video proposal of future transport life which is the central value premise to strategic planning at Airbus. Airbus attempts to push boundaries and embrace employee ideas. In further light, hiring employees that have specific dedication to diversity implementation is researched by Kreitz (2008) as more effective for an organisation. At Airbus S.A.S. there is a specific dedication of job roles to diversity as a function as well as sub-roles in various departments. In addition the company seek to recruit employee quota's from different nationalities. The management of

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