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Put forward a business case for taking a 'managing diversity' approach at Hinchliffe Cards. Britain now has one of the most diverse workforces in the world, consisting

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Introduction

Managing Diversity 1. Put forward a business case for taking a 'managing diversity' approach at Hinchliffe Cards. Britain now has one of the most diverse workforces in the world, consisting of a wide range of religions and ethnic backgrounds. However, diversity is not just acknowledged in terms of religious and ethnic origin. It can refer to political beliefs, age, sexual orientation, nationality, colour, etc. Therefore, it is absolutely paramount that diversity is managed effectively in parallel with Britain' s rapidly changing social society. The need to manage diversity is even greater after the events of 9/11 as the world's societies have become more politically charged and involved than ever before. Attached to diversity is the concept of equality from which any contentious questions arise. One such issue is the extent to which UK organisations are fair when it comes to offering equality of opportunity to minority groups in employment. There is a wide range of elements involved in managing diversity including legislative considerations, the handling of equal opportunity issues, as well as the aims of making 'managing diversity' work for organisations. The traditional approach has focused on using the legislation driven equal opportunities route in tacking issues of diversity, and the broad aims of managing diversity are similar to that of equal opportunities, but managing diversity has a more internal focus. Many of these aims are bound up with the various legislation that outlaws discrimination on the grounds of sex, pay, race, disability and criminal record: * Sex Discrmination Act 1975 and 1976. ...read more.

Middle

Under MD, people are acknowledged as the nucleus the organisation, and organisations can benefit from the following: * MD recognises that female managers have distinct managerial styles and abilities; * Mature workers can offer organisations increased reliability, stability, quality, experience and overall efficiency; * Members of ethnic groups can provide a rich and cultural experience at work; * Disabled people can offer highly developed problem solving and analytical skills because they operate in an inaccessible environment; * Individuals can feel confident in their abilities and their contribution to the organisation; * MD will add to the creative side of the organisation; * MD views employees as an invaluable asset; * MD recognises the need for n-going training; * Increased emphasis and responsibility to diversity issues; * Better recruitment, retention and performance systems. MD provides a more transparent and proactive method of dealing with employee diversity. This involves a fundamental transformation of the organisation's working practices, making it more staff-friendly, re-consider the management structure and introduce more fairer recruitment and retention procedures. MD eliminates barriers to opportunity by recognising differences of individuals as positive strengths that can be used to develop a culture of diversity. Successful companies are those that are able to monitor and meet shifts in social expectations, to control risks and to anticipate market opportunities. Businesses that have the vision and the will to create an enabling environment for diverse parts of the community will prosper. ...read more.

Conclusion

The costs for businesses who don't meet these needs can be striking. According to british industry, 'sickness and absence costs cost employers around �10 billion a year and 30% of this may be related to stress'. In a recent survey, over a fith of women said they would change they're jobs for more flexible arrangements. Employers may incur additional costs in adopting policies to support work-life balance, including increased managerial worloads. Such costs are however generally outweighed by the gains in achieveing strategic objectives. Hinchliffe have also recently outsourced their work to in home workers to cope with recent demand for handmade products. These workers are mainly women from ethnic groups and the company is experiencing a high rate of labour turnover. Due to this the company is thinking of investing in a team of in house designers employed officially by the firm who can be based in the firms headquarters. However the majority of the women aren't interested in this option as they fit they're work around looking after small children. They believe they're getting a rough deal from the company as materials are often not delivered on time and they're has been some talk of covert racism form the company. Senior managers also believe there is position for the company to expand into the EU. The company however would have to be equipped with a workforce with a more diverse range of skills from sales and marketing staff. This would mean being able to speak a different European language and be comfortable dealing with managers from different cultures. The current sales and marketing staff however lack these skills. ...read more.

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