Thesis (MPA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: This research assignment is intended to evaluate the current strategies employed by the City of Tygerberg to manage diversity and its related aspects namely change management, organisational development and organisational culture and thus to identify possible shortcomings in the current strategies employed by the City of Tygerberg and make possible suggestions for improvement. Considering its aim, boundaries have been defined in the research assignment by identifying four areas of concern to be addressed namely diversity management, change management, organisational development and organisational culture. The review of the theoretical perspectives of diversity management, change management, organisational development and organisational culture within the organisational context is also intended to review theory on the identified areas of concern with the aim of creating understanding by the City of Tygerberg for the challenges presented by diversity. The historical background of the organisation in question, the City of Tygerberg, is discussed as well as its vision and envisaged future, with the aim of establishing the corresponding mission and goals to be achieved by the organisation. The relevant legislation which refers to the importance of diversity management and the organisational policies in place addressing the various aspects related to diversity are also reviewed. In order to collect data the researcher designed a self-administered questionnaire which was distributed to the various members of the target group namely the Chief Executive Officer, Manager Human Resources, Manager Training and Development and the Director of Administration. The findings of the research process are then used to make possible suggestions and recommendations for addressing the identified possible shortcomings, with the intention of strengthening the existing methods employed the City of Tygerberg. / AFRIKAANSE OPSOMMING: Die doel met hierdie navorsingsprojek is evaluering van die bestaande strategiee toegepas deur die Stad Tygerberg vir diversiteitsbestuur en verwante aspekte soos die bestuur van verandering, organisasie-ontwikkeling en organisasiekultuur om sodoende moontlike tekortkominge in die bestaande strategiee te identifiseer en moontlike voorstelle vir verbetering te maak. In aansluiting by die doel is daar ter afbakening vier relevante terreine vir ondersoek geidentifiseer, te wete, diversiteitsbestuur, veranderingsbestuur, organisasie-ontwikkeling en organisasiekultuur. Die oorsigtelike beskouing van die teoretiese perspektiewe rakende diversiteitsbestuur, veranderingsbestuur, organisasie-ontwikkeling en organisasiekultuur binne die organisatoriese konteks is ook gerig op teoriehersiening betreffende die geidentifiseerde terreine ter wille van begripskepping by die Stad Tygerberg vir uitdagings gesteI deur diversiteit. Die historiese agtergrond van die ter sprake organisasie, die Stad Tygerberg, word bespreek, asook sy visie en beoogde toekoms, met die oog op daarstelling van 'n verbandhoudende missie en doelwitte vir verwesenliking deur die organisasie. Die relevante wetgewing met betrekking tot die belangrikheid van diversiteitsbestuur en die organisatoriese beleide van toepassing op die verskillende verwante aspekte van diversiteit word ook in oënskou geneem. Met die oog op data-insameling het die navorser 'n vraaglys ontwerp wat versprei is na verskillende lede van die teikengroep, naamlik, die Hoofuitvoerende Beampte, die Hoof Menslike Hulpbronne, die Hoof Opleiding en Ontwikkeling en die Direkteur Administrasie. Die bevindings van die navorsingsproses is gebruik om moontlike voorstelle en aanbevelings vir aanspreking van die geidentifiseerde moontlike tekortkominge te maak, met die oog op verstewiging van die bestaande metodes toegepas deur die Stad Tygerberg.

Thesis (MBA)--University of Stellenbosch, 2009. / ENGLISH ABSTRACT: The phenomenon of transformation was originally conceived, in a South African context, as a political strategy driven by socio-political force with the objective of fostering change based on principles of enhancing human dignity and promoting equality in all aspects of society. The workplace was one of the areas that first experienced the consequences of transformation, encouraged mainly through legislation such as the Employment Equity Act (No. 55 of 1998). The manner in which affirmative action measures may be implemented is determined by the Employment Equity Act (No. 55 of 1998), which aims to ensure that the legacies of apartheid in the South African workplace are redressed. In this regard, employment equity will, over time, be achieved by promoting equal opportunity and fair treatment through the elimination of unfair discrimination and through the implementation of affirmative action measures to advance Black people, women and people with disabilities. Regardless of legislative imperatives, South Africa has failed quite markedly to realise the promotion of greater equality between all South Africans in the workplace. Black South Africans and women are still seriously under-represented in top and senior management posts. The key findings of the 2007/8 Employment Equity Report prepared by the Commission for Employment Equity for the National Department of Labour showed low representation of Blacks at top level management, senior management, and professionally qualified and middle management levels, as compared to their white counterparts. The challenges for organisations to transform are multi-faceted and include skills shortages, homogeneous organisational cultures, a lack of commitment and a failure to incorporate proper human resource strategies. Organisations require a commitment by all members, particularly the leaders, to examine the norms, customs, values and practices which militate against establishing a culture of valuing diversity. A holistic approach that changes organisational systems, practices and policies as well as the individual attitudes and values needed to create a valuing diversity culture should propel an organisation towards true transformation. / AFRIKAANSE OPSOMMING: Die verskynsel van transformasie is oorspronklik in die Suid-Afrikaanse konteks ontwikkel as 'n politieke strategie aangedryf deur sosiopolitieke kragte en met die doel om verandering te bevorder, gebaseer op die beginsels van die verbetering van menswaardigheid en die ondersteuning van gelykheid in alle aspekte van die samelewing. Die werkplek was een van die areas waar die gevolge van transformasie eerste ondervind is, hoofsaaklik bevorder deur wetgewing soos die Wet op Gelyke Indiensneming (No. 55 van 1998). Die wyse waarop maatreels vir regstellende aksie geimplementeer mag word, word deur die Wet op Gelyke Indiensneming (No. 55 van 1998) bepaal. Hierdie wet het ten doel om te verseker dat die erfenis van apartheid in die Suid-Afrikaanse werkplek reggestel word. In hierdie opsig sal gelyke indiensneming mettertyd bewerkstellig word deur gelyke geleenthede en billike behandeling aan te moedig deur die uitskakeling van onbillike diskriminasie en deur die implementering van regstellende-aksiemaatreels om swart mense, vroue en gestremde mense te bevorder. Ongeag van wetgewing het Suid-Afrika in hoe mate misluk in die daarstelling van groter gelykheid tussen alle Suid-Afrikaners in die werkplek. Swart Suid-Afrikaners en vroue is steeds ernstig onderverteenwoordig in top- en senior bestuursposte. Die sleutelbevindings van die 2007/8 Verslag oor Gelyke Indiensneming voorberei deur die Kommissie vir Gelyke Indiensneming vir die Nasionale Departement van Arbeid, het aangetoon dat swartes in vergelyking met hul wit ewekniee swak verteenwoordig is op die vlak van topbestuur, senior bestuur, professioneel gekwalifiseerdes en middelbestuur. Die uitdagings vir organisasies om te transformeer het vele fasette en sluit in 'n tekort aan vaardighede, homogene organisasiekulture, 'n gebrek aan toewyding en 'n gebrek aan die toepassing van behoorlike strategiee vir menslike hulpbronne. Organisasies vereis toewyding van alle lede, veral die leiers, om die norme, gewoontes, waardes en praktyke te ondersoek wat in stryd is met 'n kultuur waarin waarde geheg word aan diversiteit. 'n Holistiese benadering wat organisasiestelsels, -praktyke en -beleid verander, asook die individuele houdings en waardes wat nodig is om 'n kultuur te skep wat waarde heg aan diversiteit, behoort 'n organisasie op die pad te plaas na ware transformasie.

The shift from an ethnocentric, monocultural society to a more inclusive and democratic society should be accompanied by a national policy providing equal access to resources in a proactive, affirmative manner. This can be achieved in one of the two ways, either through equal employment opportunity or Affirmative Action. Affirmative Action is a specific intervention directed toward ensuring that employment opportunities are created by actively correcting imbalances caused by past discrimination and achieving employment targets. Equal employment opportunity implies an absence of discrimination, whereas Affirmative Action denotes compensatory discrimination in favour of disadvantaged groups.<br /> <br /> Affirmative Action is a supplement to, rather than equivalent to equal employment opportunities in that equality cannot be a genuine option where the effects of previous discriminatory practices have not been redressed. In an equal opportunities system, not all persons have the same chance of achieving the desired goal, but all are provided with equal means to achieve it. The unequal outcome of such a system is caused by the unequal skills for talents of the past discrimination, especially in terms of education and experience. All the Directors of Tygerberg Administration who responded to the questionnaires supported this and all of them agreed that training is necessary for all employees, especially the previously discriminated groups. The primary objective of Affirmative Action can therefore said to be the adequate advancement of disadvantaged groups for the purpose of securing equal rights, freedom and opportunities.<br /> <br /> Equal employment opportunity is seen as a passive agreement on the part of the employer not to discriminate against any particular group. Employers adhering to the principle of equal employment opportunity evaluates candidates for employment according to performance criteria which relates directly to the requirements of a particular position. Affirmative Action seeks to go beyond equal employment opportunity in that it recognises that, when members of disadvantaged groups constitute only a small percentage of the labour pool, passively providing equality of opportunity will not suffice in overcoming the effects of previous discriminatory employment practices. Affirmative Action employers are therefore given the mandate to identify and remove the barriers to the employment of those under-represented in the workplace. Merely removing the present obstacles to equality does not necessarily ensure equality between groups since the effects of previous discrimination need to be actively redressed.<br /> It can be noted that equal employment and Affirmative Action programmes should not be equated with each other as they imply different approaches to overcoming the effects of previous discrimination. Affirmative Action is said to be a supplement to, rather than the equivalent of equal employment opportunity, in that it is required to eliminate the barriers to real equality in the workplace. In this regard, it is essential to point out that Affirmative Action programmes are a means to an end, namely equal employment opportunity, and should not continue after this end has been achieved. Due to the similarity between the two terms, Affirmative Action and equal employment opportunity are often equated with one another when, in essence, they have different meanings.<br /> <br /> From the information gathered for this research it was clear that not many Blacks were employed in management and supervisory positions of the City of Tygerberg. The research revealed that despite adopting the Agreement on Affirmative Action and equal employment practice of the National Labour Relations Forum for Local Government as its policy framework, the Tygerberg Administration had not succeeded in meeting most of its obligations in terms of the above mentioned policy framework. This is largely ascribed to problems experienced with the implementation of equal employment and Affirmative Action programmes within the local authority. The methods of communicating these programmes to especially its lower category of disadvantaged employees to participate in training opportunities to improve their working skills, were not capitalised on. There was an unequal distribution of skills due to the effects of past discrimination, especially in terms of education. Active steps therefore need to be taken to ensure that the intentions of the local authority with repect to equal employment and Affirmative Action are implemented efficiently and effectively.

The purpose of this study is to explore the attitudes of middle managers towards cultural diversity and cultural diversity management. A qualitative method of research was chosen to carry out the study. Twenty middle managers from four different companies in the Greater Durban Area were interviewed. One of the main findings of the study was that managers displayed positive attitudes towards cultural diversity and cultural diversity management. However, it was also found that whilst the attitudes displayed towards people of different cultures and races remained positive, little was done in terms of managing the differences that these people brought to the organisation. It was also found that organisations were agreeable to complying with legislative frameworks such as affirmative action and equal employment opportunities to manage diversity. Furthermore, it was established that factors such as understanding, tolerance and acceptance were perceived to be vital "ingredients" to helping diverse people feel accepted and wanted in the company. This was due to their role in increasing productivity levels and decreasing turnover. However, it was uncovered in the literature review, that complying with legislation alone was not enough to manage cultural diversity. If organisations want to unleash the true benefits of diversity management, they wi ll need to recognise people with these differences and simultaneously accept and manage these differences. / Thesis (M.A.)-University of Natal, Durban, 2000.

The shift from an ethnocentric, monocultural society to a more inclusive and democratic society should be accompanied by a national policy providing equal access to resources in a proactive, affirmative manner. This can be achieved in one of the two ways, either through equal employment opportunity or Affirmative Action. Affirmative Action is a specific intervention directed toward ensuring that employment opportunities are created by actively correcting imbalances caused by past discrimination and achieving employment targets. Equal employment opportunity implies an absence of discrimination, whereas Affirmative Action denotes compensatory discrimination in favour of disadvantaged groups.<br /> <br /> Affirmative Action is a supplement to, rather than equivalent to equal employment opportunities in that equality cannot be a genuine option where the effects of previous discriminatory practices have not been redressed. In an equal opportunities system, not all persons have the same chance of achieving the desired goal, but all are provided with equal means to achieve it. The unequal outcome of such a system is caused by the unequal skills for talents of the past discrimination, especially in terms of education and experience. All the Directors of Tygerberg Administration who responded to the questionnaires supported this and all of them agreed that training is necessary for all employees, especially the previously discriminated groups. The primary objective of Affirmative Action can therefore said to be the adequate advancement of disadvantaged groups for the purpose of securing equal rights, freedom and opportunities.<br /> <br /> Equal employment opportunity is seen as a passive agreement on the part of the employer not to discriminate against any particular group. Employers adhering to the principle of equal employment opportunity evaluates candidates for employment according to performance criteria which relates directly to the requirements of a particular position. Affirmative Action seeks to go beyond equal employment opportunity in that it recognises that, when members of disadvantaged groups constitute only a small percentage of the labour pool, passively providing equality of opportunity will not suffice in overcoming the effects of previous discriminatory employment practices. Affirmative Action employers are therefore given the mandate to identify and remove the barriers to the employment of those under-represented in the workplace. Merely removing the present obstacles to equality does not necessarily ensure equality between groups since the effects of previous discrimination need to be actively redressed.<br /> It can be noted that equal employment and Affirmative Action programmes should not be equated with each other as they imply different approaches to overcoming the effects of previous discrimination. Affirmative Action is said to be a supplement to, rather than the equivalent of equal employment opportunity, in that it is required to eliminate the barriers to real equality in the workplace. In this regard, it is essential to point out that Affirmative Action programmes are a means to an end, namely equal employment opportunity, and should not continue after this end has been achieved. Due to the similarity between the two terms, Affirmative Action and equal employment opportunity are often equated with one another when, in essence, they have different meanings.<br /> <br /> From the information gathered for this research it was clear that not many Blacks were employed in management and supervisory positions of the City of Tygerberg. The research revealed that despite adopting the Agreement on Affirmative Action and equal employment practice of the National Labour Relations Forum for Local Government as its policy framework, the Tygerberg Administration had not succeeded in meeting most of its obligations in terms of the above mentioned policy framework. This is largely ascribed to problems experienced with the implementation of equal employment and Affirmative Action programmes within the local authority. The methods of communicating these programmes to especially its lower category of disadvantaged employees to participate in training opportunities to improve their working skills, were not capitalised on. There was an unequal distribution of skills due to the effects of past discrimination, especially in terms of education. Active steps therefore need to be taken to ensure that the intentions of the local authority with repect to equal employment and Affirmative Action are implemented efficiently and effectively.

Thesis (MTech (Public Administration))--Cape Peninsula University of Technology, 2017. / In 1994 the newly elected democratic South African government inherited a nation deeply scarred by a history of racial division and social, political and economic inequality. The democratic government was determined to create an environment that felt like home to all, a society that welcomed all and a political environment that catered for all. The democratic government therefore introduced laws and structures designed to promote the principle of “equity.” Although these have been in force for more than 22 years, statistics indicate that white people continue to receive preference over other racial groups. This study sought to provide an overview of the equity composition of employees in the Department of the Premier in the Western Cape government. “Equity composition” refers to the categories of race and gender invoked by the Employment Equity Act in order to promote equality. The aim was to reach a set of conclusions and make recommendations that might improve the equity composition of employees in the direction envisaged by the legislation. The researcher has made use of a qualitative research methodology for this study. Unstructured interviews were conducted with twenty research participants purposively selected from the Department of the Premier, and the data gathered from the interviews was analysed using content analysis. The study found that there has been an increase in efforts to accommodate people with disabilities. It recommends that a dedicated training workshop regarding employment equity be designed by the director of the people management practices unit and rolled out throughout the department.

South African public organisations are faced with many unique challenges in striving to manage an increasingly diverse workforce. This study aimed to investigate the managing of diversity at the Nelson Mandela Bay Municipality. To achieve this aim, the views of the Total Quality Management approach were examined in order to create an effective and efficient diversity environment within the municipality. In order to understand what effective diversity management means in South African public organisations, a qualitative approach to the research was utilised through document analysis and interviews. Purposive sampling was used to identify participants. Interviews were conducted until a point of data saturation was reached. Data was analysed using the systematic coding tool of the ATLAS.ti software programme. The research reveals that many shortcomings exist concerning diversity management in the Nelson Mandela Bay Municipality. Therefore, a need exists for proper management of diversity that would support tolerance and respect for diversity.

The daunting challenge that faces South African business is to redress the inequalities of past discrimination and to develop to its maximum the potential of every team member while remaining competitive. Some of the key challenges include creating a supportive and attractive work environment that's inclusive of diversity, staff retention and an organisational culture that will leverage diversity. The case study organisation faced similar challenges. In order to understand the dynamics a diversity workshop was designed and consulted from a systems psychodynamic paradigm. The primary task of the Diversity Workshop was to provide opportunities for members to study and learn about intrapersonal, interpersonal and inter group relationships in relation to diversity behaviour in the workplace. 50 participants attended the workshop and 22 participants completed the questionnaire. The content was analysed and themes from a psychodynamic stance identified. The overall objective of the workshop was met as it made unconscious behaviour visible, allowed participants to reflect, facilitated dialogue and enabled transfer of learning to the workplace. This approach allowed groups to move from basic assumptions to task oriented behaviour. / Industrial and Organisational Psychology / M. Com. (Industrial Psychology)

Thesis (MPA)--Stellenbosch University, 2013. / ENGLISH ABSTRACT: This thesis examines the perceptions of the staff of the Department of Local Government in the Western Cape (WC) regarding workforce diversity as part of diversity management. A literature review is presented and this research shows that organisations in South Africa and around the world have come a long way with regard to understanding and appreciating workforce diversity. The literature review also revealed the important facilitating role HR diversity management plays in improving the performance of organisations, as well as in creating unity amongst employees. What is also important is the fact that organisations now understand and realise the important role diversity management programmes and practices play in their own survival. Therefore various steps are available for organisations to ensure that the benefits are achieved from having diverse employees in their workplace while effectively integrating these employees into the organisation. A background on the Department of Local Government (WC) is provided, which highlights the Department’s priorities and Key Performance Areas (KPAs) as set out in its Annual Performance Plan (APP). The KPAs of the Department are dynamic and not influenced by political shifts, as in the case of municipalities. However, the priorities of the Department are similar to the strategic objectives that are embedded within the 30 municipalities. The priorities of the Department are parallel to those of the municipalities’ priorities in order to ensure that the Department and municipalities achieve their objectives together. It is therefore the Department’s responsibility to assist municipalities in achieving their strategic objectives by constantly monitoring and evaluating their level of performance. If a municipality performs badly, the Department must assist where necessary. The research findings regarding diversity management show that the employees are unaware whether a diversity management policy has ever existed or whether any training of such a nature has been conducted within the Department. Data show that limited effort has been made by the Department to develop a diversity management policy. The findings also indicate that more diversity management programmes and training are needed, in order to bring about awareness of workforce diversity and the successful management of diversity. What was also clear is that not enough diversity audits have been conducted to determine the level of diversity within the Department; and most importantly it is also illustrated that a limited number of staff is housed within the HR unit to assist the Department in creating a strong diversity environment that supports the wellbeing of the staff and the Department. Finally, the thesis provides recommendations for the Department on how to be an inclusive entity, but these recommendations can only be successful if top management and HR have the necessary ability to successfully implement the following recommendations (interventions): develop a diversity management policy to guide the Department on diversity issues; develop diversity management programmes to ensure that all staff members are briefed on all diversity issues; and create a monitoring system to ensure that the policies and programmes are updated as new entrants enter the Department. It is therefore a requirement that these interventions are placed in the Department’s Employment Equity Plan and, more importantly, form part of their Annual Performance Plan (APP). If there is commitment from HR, top management and the employees, these interventions will create a safe, friendly, and hard-working environment with good performance levels. / AFRIKAANSE OPSOMMING: Hierdie tesis ondersoek die persepsies van die personeel van die Departement Plaaslike Bestuur, Wes-Kaap, met betrekking tot werkmagdiversiteit as deel van die bestuur van diversiteit. ’n Literatuurstudie word aangebied en vanuit hierdie navorsing word getoon dat organisasies in Suid-Afrika en dwarsoor die wêreld ver gevorder het met die verstaan van en waardering vir werkmagdiversiteit. Die literatuurstudie het ook lig gewerp op die belangrike fasiliterende rol van die bestuur van diversiteit deur Menslike Hulpbronne vir die verbetering van die prestasie van organisasies, sowel as in die bewerkstelliging van ’n gevoel van eenheid tussen werknemers. Wat ook belangrik is, is dat organisasies nou die belangrike rol van diversiteit-bestuurprogramme en -praktyke verstaan en besef hoe hul eie oorlewing daardeur geraak word. Verskeie stappe kan deur organisasies onderneem word om te verseker dat dit voordelig is om ’n diverse groep werknemers in hul werkplekke te hê en hierdie werknemers doeltreffend in die organisasie te integreer. Die agtergrond van die Departement Plaaslike Bestuur (Wes-Kaap) is voorsien, met beklemtoning van die Departement se prioriteite en sleutel prestasie areas (KPA’s) soos in die Jaarlikse Prestasieplan uiteengesit; sleutel prestasie areas van die Departement is dinamies van aard en word nie, soos in die geval van munisipaliteite, deur politieke omwentelinge geraak nie. Die prioriteite van die Departement is egter soortgelyk aan die strategiese doelwitte wat in die 30 munisipaliteite vasgelê is. Die prioriteite van die Departement loop ewewydig met dié van die munisipaliteite om te verseker dat die Departement en munisipaliteite hul doelwitte saam bereik. Die Departement is dus verantwoordelik om munisipaliteite by te staan in die bereiking van hul strategiese doelwitte deur voortdurende monitering en evaluering van hul prestasievlak. Indien ’n munisipaliteit swak presteer, moet die Departement hulp verleen waar dit nodig is. Die bevindings van die navorsing oor diversiteit dui daarop dat werknemers nie van die bestaan van enige diversiteitbestuurbeleid óóit bewus was nie, óf geweet het of enige opleiding van dié aard al in die Departement aangebied is nie. Data toon die beperktheid van die Departement se pogings om ’n beleid vir die bestuur van diversiteit te ontwikkel. Die bevindings toon verder dat meer diversiteitbestuurprogramme en -opleiding benodig word om bewustheid van werkmagdiversiteit en die suksesvolle bestuur van diversiteit daar te stel. Wat ook duidelik was, is dat te min diversiteitkontrole onderneem is om die vlakke van diversiteit binne die Departement te bepaal. Die belangrikste bevinding is egter dat daar slegs ’n beperkte aantal personeellede in die Menslike Hulpbronne-eenheid is om die Departement by te staan in die skepping van ’n sterk diversiteit-omgewing wat die welstand van die personeel onderskraag. Die tesis doen voorstelle aan die hand vir die Departement oor hoe om ’n inklusiewe entiteit te wees. Hierdie voorstelle kan egter slegs suksesvol wees indien die Hoofbestuur en Menslike Hulpbronne oor die nodige vermoë beskik om die volgende aanbevelings (intervensies) te implementeer: Ontwikkel ’n beleid vir die bestuur van diversiteit om die Departement ten opsigte van diversiteit te begelei; ontwikkel diversiteitbestuurprogramme om te verseker dat alle personeellede oor diversiteit ingelig word; en skep ’n moniteringstelsel om te verseker dat die beleide en programme bygewerk word namate nuwelinge by die Departement aansluit. Dit is dus ’n vereiste dat hierdie intervensies in die Departement se diensbillikheidsplan opgeneem word en, wat nog belangriker is, deel vorm van die Jaarlikse Prestasieplan. Indien Menslike Hulpbronne, topbestuur en werknemers hulle hiertoe verbind, sal hierdie intervensies ’n veilige, vriendelike en hardwerkende omgewing met goeie prestasievlakke tot stand bring.

Thesis (MPA)--Stellenbosch University, 2014. / South Africa has committed itself to social transformation: institutional transformation through the removal of racism and sexism in all legislation, business, employment practices, service delivery and interpersonal relationships: in all of society; and in all spheres of government. Diversity in the South African context is dynamic and complicated as a result of the -apartheid era. There are many political, social and economic factors that are major obstacles to building healthy intercultural relations in South Africa. In today’s corporate workplace, diversity management is what is mostly used to bring about transformation. The South African Constitution enacted in 1996 states that South Africa belongs to all who live in it, being united in our diversity. We are now almost two decades into our democracy and, despite progress being made to ensure redress of historical imbalances in South Africa; diversity management is not advancing at the pace that had initially been envisaged. It is therefore evident that, despite enabling legislation to promote diversity management, translating such into practice is proving to be quite a daunting challenge. It has been noted that organisations are still grappling with issues of diversity. Working with people who have different values, beliefs, attitudes, perceptions, customs and languages from your own can result in costly miscommunication, misinterpretation, misunderstanding and misperception. This subject of diversity management has been explored exhaustively by various authors over time and various explanations for lack of progress have been offered. Over the years, the Western Cape Department of Community Safety (DCS) has witnessed an in increase in its organisational workforce. Employees from different backgrounds were recruited to achieve representivity in the workplace. It even went to the extent of appointing females in fields of employment which were previously predominantly staffed by males. The thesis assessed the DCS approach to diversity management by: - Firstly, obtaining an understanding of how diversity is managed in the department; - Secondly exploring the concept of diversity management in various contexts; - Thirdly exploring the legislative context for diversity management in the South African Public Service; and - Determining the DCSs approach to diversity management by using the current situation in the DCS as a case study A qualitative case study research design with structured interviews and survey questionnaires was used to conduct the study. This was used to draw inferences between practice and theory. The literature review on what diversity management is has been be grouped into dimensions to influence managers to formulate a model on how to embrace and value diversity in the workplace. The research findings clearly indicate that the Department of Community Safety still has much to do in terms of implementing the prescribed legislation on diversity. It is expected that the study will assist the department in its endeavour to achieve a greater level of compliance. In an organisation, the desired results of the “value all differences” approach are synergy and pluralism combined with an appreciation of and contribution towards goals and objectives. Recommendations are proposed in relation to what is key to diversity management as well as identifying determining factors of successful management. The main aim is the implementation of the diversity management model that comprises several steps.