Organizations are intentionally trying to focus on common goals, goals, problems, and achievements if they so wish. It is the power of convergence of an organization – people get together in a designed way to bring something mutually beneficial to all the participants. This is the theory of the organization.
If there are organizations that combine different goals, capabilities and talents to achieve common goals and mutually beneficial results, why they hinder diversity, uniformity, individuality, compliance, unity and non-compliance ? Since diversity management is more difficult than managing unity – diversity management is far more challenging, costly, time-consuming, demanding, stressful, and prone to failure.
Managing uniformity does not require an authoritarian hierarchy, rigorous implementation of procedures and performance standards, command and control management styles, and the right manpower – the appeal of unity is simplicity, stability and predictability of administration, efficiency of operations, low cost and budget performance, minimal volatility, little surprise and fast-conform culture. However, the breadth of research and experience shows that organizations and working environments with a high level of unity will inevitably suppress creativity and innovation, delay the initiative, prevent wide accountability of results, limit freedom of expression and value creation, and weak individual motivation , commitment and fulfillment. A truly different organization or work environment that is united through a common vision and purpose is healthy, strong, innovative, dynamic and capable of combining a wide range of perspectives, experiences and abilities, and can face challenging competitiveness.
There are many varieties of nature in nature as long as they change. For example, an untouched cubic meter in Maine may contain up to 10,000 different species of trees and plants. Such diversity is not only inspiring and beautiful, but also ecologically strong. If you want to level up an intact land in Maine, remove all native plant life, and leave it untouched, then the new growth would create less than 10 percent of the earlier diversity in tree and plant life. In the newly rented groundwater, the first trees and plants rooted in space will dominate the space, thus preventing further development of diversity. Once removed, diversity rarely returns in itself. The unity of the dominant species makes the natural flowering of diversity impossible. The lessons learned from modern organizations and their management teams are obvious: diversity needs to be carefully and continually nurtured, because the creation of the organization is a great means of balancing. Both activities create a new space where initial staff or first races try to dominate and control diversity. Creation and staffing of the organization will initiate a process that limits diversity, unless diversity is carefully valued and upheld. Diversity is defined as the pursuit of gathering competitive interests together, without constant nutrition, vibrant and productive diversity ultimately disappears from ineffective, inconsistent unity. Organizations with a high level of unity are ineffective and stagnant – with incredible incredible cultures that do not have new perspectives, pioneering skills, and new ideas for survival. This is the curse of uniformity.
Organizations and their leadership groups often define too narrowly in diversity by adopting governments instead of adopting governmental guidelines that accept gender, racial and sexual diversity at the workplace; focusing on avoiding legal certainty and not on the benefits of diversity; and the least necessary, not the maximum, to promote diversity. They ultimately promote unity, not diversity, and understand only those who are more closely resembled to their employees.
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