Organizational Diversity Number




  1. Social class diversity in workplace

Socialclass diversity in the workplace is an inevitable factor in anyorganization. This may be based on ranks, job description, race,gender or income. Ideally social classes are mobile but the harshreality constitutes immobility and individuals tend to progressrelative to their background. On the other hand, merit rules theoccupation of different classes with equality of opportunitiesleveraging the ground for climbing the social class ladder.Individuals should, however, relate regardless of social classes formaximum productivity at the workplace.

  1. Response to changing workforce

Organizationsalso need to make strategic changes in their policies in order todiversify the workforce. This may be achieved by offering flexiblework arrangements, including part-time employment, telecommuting,leaves and compressed work hours. Retaining of employees and increaseof productivity are the main goals to be achieved in theimplementation of these strategies. These changes are necessary inthe modern workplace and go a long way in motivating the employees.However, most organizations have these providences structured, butcreate internal constraints for employees to explore them. Forexample, taking of maternity leaves often may lead to the terminationof employment. Therefore, organizations need to diversify theirpolicies in order to sufficiently accommodate today’s workforce.

  1. Framework for understanding organizational diversity

Managementof diversity in organizations is necessary to ensure the desiredresults of this initiative are achieved. Reasons for diversificationrange from avoidance of negative publicity to the attraction andretention of talented employees. For maximum output of diversityprograms the implemented initiatives should go hand in hand with thegoals and objectives of the organization. Organizations need to makeefforts for inclusivity in diversity initiatives and avoid managingdiversity under discriminatory and legitimacy paradigms. Positivequalitative and quantitative results have been attributed toeffective diversity because employees are motivated, and theirdifferences bring a wider pool of ideas into the organization.

  1. Diversity in Healthcare: Driven by Leadership

Diversificationin health care is implemented through legal policies which constitutenon discriminatory statutes. Its structure allows for diversificationdue to the wide range of activities involved. This is in terms of theemployees and the community served by the healthcare organization.Most hospital management positions are held by Caucasians creatingavenues for bias in selecting health care leaders and locking outqualified candidates[ CITATION Ste l 1033 ].The National Institute of Health (NIH) has a developed a sustainablediversity program which has accommodated an inclusive workforcetogether with offering equal opportunities to all. Diversity inorganizations is fueled by exemplary leadership. A flexible leaderwho is receptive to changes is needed in order to ensure diversity inan organization. Instilling organization’s culture to diversity iskey in progressive developments in terms of understanding andembracing differences. This constructive conflict is important inensuring a steady flow of communication by eliminating barriers.Additionally, the leadership of any organization should diversifyfrom bottom to top so as to display exemplary leadership. Inaddition, the leadership should oversee initiatives to createawareness on the importance of diversification through training[ CITATION Ste l 1033 ].

Inconclusion, organizations should embrace diversification and takeadvantage of its benefits to stimulate growth. Inclusivity should beadvocated for considering intrinsic and extrinsic factors surroundinga specific organization. Being a long term plan, diversificationshould go hand in hand with the organizational goals and its progressshould be reviewed regularly to ensure sustainable growth.


Grant, S. (2010). Diversity in Healthcare: Driven by Leadership. Frontiers of Health Services

Management, 26 (3).