Stellenbosch University. Faculty of Economic and Management Sciences. Dept. of Graduate School of Business. / Thesis (MBA)--Stellenbosch University, 2007. / ENGLISH ABSTRACT: The purpose of this study is to investigate diversity management practices as
discussed in the literature and practiced in a South African manufacturing organisation,
with the aim to determine key components of a diversity management model.
Furthermore, the study aims to discuss diversity and the related concepts to create a
clear understanding.
The study reviews the rationale in creating and managing a diverse workforce and
explores the benefits for the organisation. The study provides a synopsis of
components of diversity management initiatives and diversity models from the literature
with the view to include components in the proposed diversity management model.
A qualitative methodological research design was selected with a single case study at
Coca-Cola Canners. The case study examines in detail the diversity management
practices at Coca-Cola Canners, which has applied diversity concepts. Through
interviews with managers and employees data was collected and contrasted with
theoretical premises on diversity management.
The study found that although participants had a reasonable knowledge of diversity,
misunderstandings still exist on the dimensions of diversity to be included and the
relation of diversity with concepts such as affirmative action and equity legislation.
Clarification on these concepts is essential before debating diversity management
initiatives.
Furthermore a real commitment from leadership to agree that valuing diversity can be
leveraged to benefit both the organisation and the individual is required. The
organisation needs to identify the transition to the ideal situation of a multicultural
organisation, where differences are valued. Full integration exists structurally and
informally. The key components identified in the study are integrated into a conceptual
model that supports the desired outcomes.
The study recommends that diversity management transcend above equity and
affirmative action and requires a culture change that values differences and include all
employees in the organisation. This process requires an integrated and ongoing
strategy. Critical components include determine the status of the organisation, train ing
and awareness workshops, re- establish internal systems and procedures, evaluation,
communication and change management practices.
Internal systems such as performance management, training, development planning
and succession planning are critical to motivate and support employees. Specific focus
on training diverse teams and team leaders on how to work together is essential / AFRIKAANSE OPSOMMING: Die doel van die studie is om diversiteitsbestuur praktyke te ondersoek, 5005 bespreek
in die literatuur en toegepas in 'n Suid Afrikaanse vervaardigingsorganisasie en om
deur die proses sleutelkomponente van 'n diversiteitsbestuursmodel te identifiseer.
Verder beoog die studie om diversiteit en verwante konsepte te bespreek, om
sodoende die konsepte beter te verstaan.
Die studie bespreek die motivering om 'n diverse werkersmag te skep en te bestuur.
Die vaordele vir die organisasie, met'n diverse werkersmag word bespreek. Die studie
bespreek die komponente van diversiteitsbestuurs inisiatiewe en madelle uit die
literatuur met die doel om dit te inkorporeer in 'n voorgestelde
diversiteitsbestuursmodel.
'n Kwalitatiewe navorsingsmetodiek is gevolg met'n enkeJe gevallestudie by Coca-Cola
Canners. Die gevaliestudie ondersoek die diversiteitsbestuurspraktyke wat gevolg
word in die organisasie. Onderhoude was gebruik om inligting te versamel en inligting
is vergelyk met die teorie verkry vanaf die literatuuroorsig.
Die studie het gevind dat, alhoewel deelnemers 'n redelike kennis het van diversiteit,
misverstande nog steeds bestaan oor die dimensies van diversiteit, wat ingesluit moet
word asook ten opsigte van die verwantskap met regstellende aksie en gelyke
indiensneming. Ooreenstemming ten opsigte van die konsepte is belangrik voordat die
debat oor bestuur van diversiteit voortgesit kan word.
Verder word die ondersteuning en leierskap van bestuur benodig am waarde in
diversiteit te sien, en om sodoende v~ordele vir die organisasie en individue te
bewerksteHig. Die idea Ie situasie sal wees om die onderneming te verander na 'n multikulturele
organisasie deur 'n transformasieproses. Integrasie word bewerkstellig in die
formele en informele strukture, sonder voorkeure aan sekere groepe. Die sleutel -
komponente geYdentifiseer, word ingesluit in 'n model wat die verwagte voordele
nastreef.
Die aanbevelings sluit in dat die bestuur van diversiteit, veel meer behels as
regstellende aksie, gelyke indiensneming en dat die bestuur van diversiteit 'n
organisasie-kultuuraanpassing verg deurdat waarde geheg word aan verskille en dat
almal in die organisasie ingesluit word. Hierdie proses benodig 'n geO(ntegreerde en
aaneenlopende strategie.
Kritiese komponente sluit in die volgende: bepaal die status van die organisasie,
opleiding en bewusmaking, hersien sisteme en prosedures, evaluasie, kommunikasie
en die bestuur van verandering.
Interne sisteme soos prestasiebestuur, opleid ing, ontwikkeling en opvolgbestuur is
belangrik om werknemers te motiveer en te ondersteun. Spesiale fokus word benodig
om spa nne met diverse lede te bestuur. Opleiding moet gereel word vir die spanlede
en spanleiers.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:sun/oai:scholar.sun.ac.za:10019.1/20839 |
| Date | 03 1900 |
| Creators | Engelbrecht, Carel |
| Contributors | Denton, Mario, Stellenbosch University. Faculty of Economic and Management Sciences. Graduate School of Business. |
| Publisher | Stellenbosch : Stellenbosch University |
| Source Sets | South African National ETD Portal |
| Language | en_ZA |
| Detected Language | English |
| Type | Thesis |
| Rights | Stellenbosch University |
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