Integrating Diversity Management into the Management of the Organisation: Multiple Case Study with the 7S-Instrument
Diversity is more and more seen as a competitive advantage in organisations. Organisations want to improve their diversity management in the whole organisation, on the different management layers as well on the shop floor. We developed an instrument based on the 7S-framework of Peters and Waterman to assist organisations in the integration of their diversity management into the organisation management and practice. From a social constructionist viewpoint we state that the development of a common image of the present and the desired for situation is crucial. After discussing the 7S-instrument we describe different ways in which it can be used with more or less people involved to build this common diagnosis and ideal image. The instrument can be used in a solely research by the diversity manager, or in a workshop approach with different department heads and their co-workers, or within a diversity project group. We research the different effects of the different ways organisations use this instrument to integrate diversity management into the management of the organisation and give further advices.
Keywords: Personnel Management, Social Constructionism, Integration of Diversity Management, Change
Prof. Hilda Martens
Professor HRM, OB, TQM, Faculty of Applied Economics, Hasselt University