ABSTRACT

1. INTRODUCTION

2. THE COMPANY, EMARIA

2.1 PROFILE & BACKGROUND

2.2 DIVERSITY IN EMARIA

2.3 THE CEO

3. DIVERSITY PROBLEM

3.1 PROBLEM DESCRIPTION AND DEVELOPMENT

3.1.1 PROBLEM ANALYSIS

3.2 PROBLEM EMERGENCE

4. MANAGING DIVERSITY & COMPLEXITIES

4.1 METHODS

4.1.1 WAYS

4.2 DELT WITH COMPLEXITIES

4.3 STATUS OF THE COMPANY

5. ANALYSIS OF THE DIVERSITY PROBLEMS

5.1 WHAT COULD THE COMPANY HAVE DONE DIFFERENTLY

5.2 HOW COULD THEY HAVE AVOIDED THE PROBLEM

5.3 STRATEGIED IN MANAGING THE DIVERSITY PROBLEM

5.4 COMPANY RECOVERY

5.5 LEADERSHIP OR MANAGEMENT PROBLEM

6. CONCLUSION & RECOMMENDATIONS

Diversity and managing diversity among the globalised employees is more and more

becoming a significant subject for organisations in the era of multicultural workforce. It

general it affects the efficiency and productivity of the employees. A company should be well

equipped to manage the issues related to diversity otherwise it will lead into a downturn for

the organisation. The intention of the report is to cover the scope of managing diversity in an

organisation. Mainly, the report is based on a multinational corporate culture organization

managing its diversity.

1. INTRODUCTION

In the current era, diversity has been playing a crucial part in the process of organizations

business, due to improved workforce, increasing job complexity, and globalised world

(Williams and O’ Reilly, 1998). Diversity simply refers to human characteristics that make

people different from one another. Cox (2001) derived diversity as the distinction of

communal and civilizing togetherness amongst individuals breathing collectively in a clear

marketing situation or service. Whereas, William and O’Reilly (1998) clearly stated diversity

as the mixture among group members on the size of a particular demographic, their

hypothesis seeks to describe how diversity affects the group processes and routine. Thomas

and Ely (1998) disagree that diversity have to be implicit as the various perspectives and

approaches to effort those individual of dissimilar individuality team carry. Likewise,

managing of mixture is also believed differently by many scholars. This report gives a little

deep understanding of diversity paradigms and strategies in multicultural workforce. The

report is separated into section and subsections, section one gives a description on diversity

and a short summary of the company, the second part focuses on the explanation and

development of the problem, how did it emerge and how long did it persist, followed by

analysis of the situation and providing solutions for the issues or problems.

2. THE COMPANY, EMARIA

2.1 PROFILE & BACKGROUND

EMARIA was started in the year 1974 by Bukharia EM for the purpose of Import of goods

and services to the Middle Eastern countries from India and other parts of the world. The

company has been admired for its trust and competitive spirit in business.

Today, the Emaria group comprises over 50 operating companies in several business sectors:

trading and shipping, construction and development, power plant, financial, services, hotels.

The group has operations in more than 25 countries, and has subsidiaries in many regions.

Every company or enterprise operates independently. Each of these companies has its own

board of directors and shareholders, to whom it is answerable. The major Emaria companies

are Emaria United Trading, Emaria Pioneer Shipping, Emaria Coal & Oil, Emaria Builders

and Developers, Emaria Star Properties, Emaria Star Hotels and Resorts, Emaria Property

Management Emaria Trends. The total revenue of the companies keeps increasing as it keeps

growing. Emaria companies employ over 15,000 people worldwide.

Emaria Coal & Oil is among the top coal importers and leading electricity producers. Emaria

Builders and Developers are one of the top construction companies around the world, with

subsidiaries in the Dubai, Qatar, Indonesia, Singapore, India, Malaysia, China and

Europe. Emaria United Trading is a largest player in imports and exports of goods and

services to Saudi. Emaria Star has brought out hotels and resorts in most of the tourist

countries. Emaria Property management has around 2000 workers required for property

services and maintenance. Emaria Trends has industries in India producing garments and

exporting it all over the world.

2.2 DIVERSITY IN EMARIA

As Emariya operates in over 25 countries and has more than 25,000 employees, it is easy to

understand the presence of a multicultural workforce in the company and the complexity of

diversity management in the enterprise. In reality, the company initiate its diversity managing

strategy starting from the early nineties and formed an open corporate culture. This includes

the active exchange of information and experience as well as our Open Door policy:

management and managers are available to listen to employees at all times.

Workplace diversity gives a pitiless demand for efficient communication among different

individuals (Johnson and Packer, 1987). Individuals in Emaria group use effective

interactions among colleagues to manage diversity issues. People experience the diversity in

the management concepts and principles because they do not deal with things on recruiting;

they mainly deal with what will happen subsequent to the intake (Fiske and Lee, 2008). The

worldwide market is moving up the programme diversity. Labour migration and ethnic

groups, immigration of people and gender differences keep on towards significantly alter the

system of the work force is more complicated issues of diversity (Barak, 2005). The company

face the same diversity problems which are faced by many organisations and also face many

issue of because of diversity.

Part of the organizational planning began emphasizing the business case for diversity in the

1990s. (Konrad, 2003), Business theories and cases predict many benefits as a result of the

diversity of the larger workforce in the organization. Ely and Roberts (2008) reviewed the

designs that emphasize the diversity of theories that emphasize the difference between

relationships. They both disagree that this advance accentuates interpersonal, private

relationships, inter-group dynamics that manipulate how people understand and perform on

their difference. Since this view the differences may also be a foundation of passion and

creativity. (Cox, 2001), stated that as the characteristics of the working groups diversity

creates opportunities and challenges that are not available in standard working group.

Therefore managing diversity means understanding the impact and implementation of

behaviours, policies and practices that react to them in a successful mode.

In diversity management of cultural issue plays a major role. Ely and Roberts (2008) classify

cultural diversity as the difference between players in the team, gender, nationality, religion,

ethnicity, or former proportions of communal individuality that are noticeable by a record of

inter group intolerance, domination or supremacy. The company or departments divide work

among colleagues and have a deep discussion on what are the problems or questions they

face in completing the job, by this way they solve some of the problem so this would

minimise the diversity issue.

2.3 THE CEO

The CEO of EMARIA group of companies Mr. Ahmed EM Bukharia was indomitable as a

23year old not to go into his father’s business and started his own, Coal & Oil group of

companies.

Born in Hong Kong and grown in the U.S. for several years having a lot of partnership in

many countries business. Even though he lives in Dubai has got his foot in different places so

nothing he calls as his home. He has got his education in support of his way to make his

dream into action. After getting his marketing and finance degree from Bentley College,

Boston, USA, he move on for his Masters in Shipping, Trade and Finance from City

University Business School in London.

As he was in business he knew the developing countries would require oil and coal to survive

and he was careful enough to be loved by these two sectors - oil and coal.

He told "He always feels India has a great potential and fill the energy needs of this country

seems to be attractive. During the mid-90s in India, It was in need of power and he then

focused on India. I think coal is king because of the time Therefore, we did not evaluate other

fuels to come to India - naphtha was a great future fuel for the power plant at the time. "

"Except in some way, he did the calculation and it dint make sense. Importing fuels for power

plants to generate energy and to India made no sense. Accordingly, he assumed, it is

improved to get into the coal, which is a typical cheapest sources of fuel, which will be more

spirited in the long run. "

He started bonding with his father in 1996. During the time, India has got imported coal,

which has 85 per cent duty but sarcastically, this coal was cheaper than that of the Indian coal

even after the payment of duty. So he thought of the business of imported coal that gave him

the opportunity for a start. That year, he also flew to Jakarta and asked his colleague to help

his coal resources in Indonesia and stayed there for two weeks before his worried father flew

from Singapore to check, because he thought his son had been there on a holiday!

Now, he has proved his worth as a child because as he makes any success itself. Emaria Coal

& Oil group now sources more than 99 variety of coal, it also has its own logistics company

to take care of the port handling and shipping.

The company now is also in the course of acquiring its own coal mines.

He says, "One thing that he figured in people driven by ambition and achievement of their

money. As you go along, you begin to make money and then you realize that it's not just

money that drives you but the larger social interests and the different people also involve in

your interests. "

The money that he makes he desires to chip in to society but he's determined for his company

as well and desires to hit the object of billions of dollars in the short term.

But in this era of substitute fuels and green fuels, he still betting on coal and he did not see

any loss of coal at least 30 years. In addition, he said that more money will come back to

make coal more efficient - increasing the efficiency of coal by 29% -36% every time. Now,

coal will also become a cleaner as technologies being developed for clean coal.

He combines his company with his father’s business and named it as Emaria Coal & Oil; he

is young and effective leader among the crowd to take over the entire group. He posse’s

capabilities for driving the other companies forward as he has ambitions for coal and oil, he

would want to contribute for his community and drive his group with enthusiasm and trust.

3. DIVERSITY PROBLEM

3.1 PROBLEM DESCRIPTION AND DEVELOPMENT

Emaria group faces lot of diversity issues while expanding its resources, Gerlinde Erlbeck,

(2009) Diversity has three dimensions, Internal, External and Organisational: Race, Ethnicity,

Gender, Age, Disability is the Internal primary diversity problems in any corporate

organisation. Secondary dimensions which are external are Culture, Religion, Status,

Experience, Education etc. Organisational dimensions deals with Attitude, Assumptions,

Values, and Beliefs etc. The organisation has faced and faces most of the dimensions as it

grows as a multibillion dollar company. It has had one incident which deals with cultural

diversity;

Emariya Coal & Oil is a multinational company importing coal from Indonesia for it energy

production and customers, recently the company has bagged a new billion dollar deal with an

Indian multibillion company Tata Energy for supply coal for its energy production.

The Indonesian subsidiary mining coal seems to meet up the closing date and fell in small

quantity of supply. As the delivery date was quickly nearing. Basith, sales manager for

Emariya Coal & Oil decisive to emails Arshat, Plant Manager for secondary Indonesian

Company concerning the postponement in shipments of commodities.

Basith gets a response within an hour’s time, but he was surprised to find it was from this

Arashat Secretary acknowledges and ensure delivery within the next ten days, even though

there were some delays. He felt angry and forward e-mail to the chief and his colleagues and

Shakeeq executive vice president for sales and marketing. Shakeeq has ultimately sent an e-

mail to Emariya Coal & Oil vice president of operation, he has also submitted to the vice

president of the secondary company.

Arshat subsequently calls Basith curious regarding why has he got him into trouble, inform

about him to his boss. This would have caused a black mark on Arstat even though the

problem might be due to other environmental reasons, as we know Indonesia is prone to

environmental disasters. This might has lead to a fall in his carrier and a black mark on the

secondary company plant manager.

Operating with individuals can be one of the easiest and or the most difficult tasks in any

organization or environment, particularly where there is cultural diversity.

3.1.1 PROBLEM ANALYSIS

In this company, communication is an important aspect in which there has happened damage.

Damage is clearly exposing the cultural diversity and the differences between the two

countries Indonesia and India where Emaria Coal & Oil is in business. These cultural

differences have emerged through a communication channels that is currently used by both

the countries.

Basith is typing a gracious and proficient email just to investigate about the postponement of

orders by the Indonesian counterpart. Regrettably Arshat does not know the seriousness of

the mail; Instead of Arshat, his secretary replies the email not to express and explain the

worry about the unpunctuality but extends the postponement more. This clearly shows the

miserable situation of communication goes wrong between both the workers. It could be like

Arshat would be happy if Basith could have called him directly over the phone to talk to him

rather than using email.

The basis to communicate to Arshat is to inquire about the postponement in accepted orders.

Basith communication to Shakeeq was only to deliver real task failure and in fact he as

President of sales and marketing can be the first to see the problem before the president. A

channel of communication is the key factor that can be considered as in Indonesia they like or

prefer phone calls to e-mail, but rather e-mail is most preferred in India. Shakeeq

communication levels can vary due to seniority and level of communication with Arshat who

is his junior.

To clear cultural diversity problem, all workers have to consent through corporate cultural

communication channel which determination be rather e-mail because they are cheaper and

earlier.

3.2 PROBLEM EMERGENCE

Even though many diversity issues have developed in the company due to several reasons,

cultural diversity has emerged through a particular incident while shipping goods from a two

different cultured country.

Since, the problem has been there for a longer period it has gone to the higher authority and

officials. The problem which could be smoothly solved has become a big issue because the

higher authorities involved in it and they make smaller issues to appear bigger.

4. MANAGING DIVERSITY & COMPLEXITIES

Diversity in most frequently cases cause problems in the process of converging, during

intervals when the business requires workers to reflect or act the same way. Communication

and integration becomes more difficult due to diversity. People do not work the same way or

at the same place so they fail to understand each other. (Adler, 2002) say that possibilities for

increased complexity, confusion and ambiguity seem to become higher when the organization

or project requires course and clarity-concentration. Cox (2001) stated that growing diversity

gives a two way approach, by the test to managing diversity is to construct situation that

reduce the potential for a difficulty performance while maximizing the potential to improve

organizational performance.

4.1 METHODS IN MANAGING DIVERSITY

The capability of managers to distinguish cultural diversity, its benefits and potential

drawbacks in managing diversity defines the organization‘s growth. Adler (2002) recognized

narrow-minded, self-minded and Synergistic which are the three approaches in managing

diversity.

Of the three, Synergistic consider cultural eventuality approach which is the best way

depending on the particular culture of the people involved. This advance recognize both the

differences and similarities between cultures that create a global organization and suggest that

we should not ignore or reduce cultural diversity, but see it as a source to design and develop

a system of organization (Adler, 1980). As Emaria is a modern international organization, the

main sources for managing diversity enrich synergies.

4.1.1 WAYS OF DIVERSITY MANAGEMENT

Emaria underway its policies in managing diversity at the beginning stage and started ‘open

corporate policy’ which is followed by many other organisations. This includes the active

exchange of information and experience as well as our Open Door policy: management and

managers are available to listen to employees at all times and motivate as everybody in the

group desires to do a better job. Open culture creates an atmosphere of trust and

understanding in the early days of the company as a trust is considered to be the most

important for a profitable and growing company.

Corporate objectives are based on profit. Strategies and practices include management by

objective, open corporate policy as well as open door policy. The business background is

based on stable managerial ethics, communal objectives, and a number of practices and

strategies; Organizational values are trust and respect, high level of achievement and

contribution, uncompromising integrity, teamwork and flexibility and innovation.

Established college recruiting programs

Started student work experience program

Established focus groups on women to involve employees

Revised non-discrimination policy to include sexual orientation

Established work/life plan

Confirmed harassment-free work environment

To support business success, reinvented Global Diversity organization

Expanded diversity focused on community and workplace.

Manager appointed for work/life and diversity

Diversity Council created with senior executive leadership

Strategy solutions organization formed for products and services accessibility.

[Adapted from HP, ways of diversity management]

Multicultural Workforce

As a company that is growing and expanding all over the world, people have become more

varied and diverse workforce help the company in realizing its prospective, recognize and

develop the talents of each individual bring new ideas to Emaria. Companies benefit from the

innovation and creativity that comes when people with different culture, perspective and

experiences work together. This is what prompted the creation and good routine at Emaria. A

progressively more multi-cultural, high achieving and diverse workforce is a greater

advantage that distinguishes competitive in order to win in the workplace and society around

the world.

Gender Non-discrimination

Emaria has established a commitment to the people for fair employment practices. In line

with this, it does not discriminate against any employee or job applicant because of creed,

race, gender, nationality, identity/expression, colour, religion, identity/expression, disability

age and sexual orientation. The policies and practices that the company has incorporated have

a bunch of morals consisting of a strong belief that all employees should be treated with

dignity and respect. (Yousuf Kamal, Most.Moriom Ferdousi, 2009)

4.2 DEALT WITH COMPLEXITIES

It is important for a company to continuously study and depict people to diverse points of

view. But it’s work to do that. It means, there’s a vital delight in it, but its work. It means the

individuals or managers must allocate certain part of their time. Naturally the work is

analysing, but it’s also speaking with people who are interesting and revealing to realms that

they are not familiar with.

Complex set of challenges are faced by organisations both inside and outside by diversity. -

Within the organization, executives manage and respond to more diversity in the HR group

(internationalization); wider range of management systems, changes are more in the means

and ends of a simple financial goal for a more comprehensive and different business models

for different types of business units. Outside the organization is higher diversity: diverse

needs of customers; differences of cultural values; surplus stakeholders with different

demands; various political environments, economics and law, and finally, different strategies

competitors. Largely firms today are increasingly faced every kind of diversity. Managing the

difference is not small, and reduce diversity often means less receptive. (Martha Maznevski,

Ulrich Steger, Wolfgang Amann, 2007)

Diversity is interrelated, at the time of complexities of situation companies tries to manage it

effectively by sending managers and asking team to work well together to deal with the

situations.

Emaria Leaders take responsibility in dealing with it;

High ranking leaders send relevant communication through multiple channels, such as

intranet postings, policy statements etc.

One of the managers personally leads all diversity issues. He talks about diversity,

holds meetings.

Multiple high-ranking executives sponsor employee councils devoted to fostering

cross-cultural communication.

Managers are held responsible for advancing diversity initiatives.

(Hitt Michel A, Miller Chet C, Colella Adrienne, 2009)

During the breakdown in communication and cultural misunderstandings, the companies’

high ranking officials lead the diversity issue. They held meetings, talk over the issue and

conduct surveys inside the organisations regarding the diversity issues and ways to solve the

problems. They ask the opinion of different cultured people in regards to solve the situation.

4.3 STATUS OF THE COMPANY

Emaria, has grown up to solve its diversity issues and now the company has leaders and

policies to solve the problems. The company’s high communication standards have made the

process easy; they can manage diversity through effective communication. The company also

has policies in place to handle diversity so that it can be solved in a short span of time.

The current status of the company is that it faces diversity issues during recruiting new

individuals and sometimes it also faces new diversity issues. It has appointed people in place

to tackle the situation in a short span of time and it has policies in place, so that the problem

does not prevail for a longer span of time.

Emaria handles diversity situations and problems at regular intervals and has policies and

people in place to arrive with solutions.

5. ANALYSIS OF THE DIVERSITY PROBLEMS

Diversity problems in Emaria are considerably same when compared with other global

organisations. Emaria faces diversity problems at regular intervals and handles the situations

with the help of its leaders and policies or goes out if the situation prevails for longer period.

5.1 WHAT COULD THE COMPANY HAVE DONE DIFFERENTLY

In dealing with diversity the company should be open, honest, and encourage communication

in the best possible way. In a diverse workplace, employee should all feel free, while treating

others with respect. The company should tell each other when something to be casual without

overreacting. Especially in business, relationship grows stronger with discussion and

compromise, Kay du Pont (1999).

The company should have asked its employees to understand and respect individual

differences. The people in the organisation should have a clear mentality toward the one who

are diverse from them. The company should have to inform its people to consider that

everyone doesn’t seem to see things the same way as you do.

The company should ask its people to stand up and speak up so that the people would know

how you want to be treated. How will people know that you are looking for a particular

expression or behaviour attack unless you tell them? And, if someone has the courage and

sensitivity to tell you how you hurt them, do not get defensive - thanks. The only way you

can correct this situation through honest communication and you can learn how to treat them

Kay du Pont (1999). The company should motivate its people to act as a force for change.

Everyone is responsible for workplace behaviour. If you encounter an example of

discrimination or prejudice, ask them speak up. Tell the people involved why you think- the

behaviour was inappropriate. Emaria may not be able to change attitudes overnight, but the

company can change behaviour, and that's the first step for dealing with diversity.

5.2 HOW COULD THEY HAVE AVOIDED THE PROBLEM

Emaria could have avoided the problem if they had people and policies in place, moreover

they could have avoided the problem if there would have been effective communication in

place

They could have made an assessment and evaluate their diversity process as an integral part

of their management system.  They could have implemented diversity plan in place to avoid

the problems. They could have involved every employee possible in formulating and

executing diversity initiatives. Encourage employees to express their ideas and opinions to

problems. They could have given effective training so it could be a tool to shape the diversity

policy.

Diversity is more than sex, skin colour, or surroundings, it is internally and externally. Sex

does not determine the goals, our ideals, or career. Skin colour does not determine how we

think, feel, or believe. As children, we will be taught about morals, values, and religious

beliefs. But this can be relearned, changed, and adjusted throughout our lives. Each of us is

different in many ways, and each of us brings a lot to the quality of the workforce and the

world in common. So, to avoid the problems a company can recognize the factors of

diversity, asking people to identify diverse character styles and adjust to them, asking people

to adapt their firmness to match the other person, trying to deal more effectively with the

opposite sex and last asking people to have an effective communication process.

5.3 STRATEGIES TO MANAGE DIVERSITY PROBLEMS

The company should have implemented strategies to drive the diversity issues and bring in

results. Some of them are;

Dedicated Leadership

Accurate Measurement

Integrative infrastructure

Similar Cultural & Systems

Serious Communication

Targeted Diversity Policies & Initiatives

(Gomez-Mejia LR, Balkin DB & Cardy RL, 2012)

5.3.1 DEDICATED LEADERSHIP

The first criterion for having an effective diversity strategy is genuine commitment from the

leaders of the organisation. Insincere support of diversity is damaging. Leaders must take

ownership of the diversity initiatives and effectively communicate the vision that

inclusiveness is important.

A manager should lead the diversity efforts. He should hold meetings and discussions to talk

about diversity problems.

The organisation should take up a business case for diversity that gives solutions to the

problems faced by the organization.

Organizations need to consent on a strategy base diversity which adds value to business

development.

5.3.2 ACCURATE MEASUREMENT

The organisation should take accurate measurements in handling diversity problems; it

should understand the needs of the employees, it should develop policies and appoint people

to handle problems. It should access and evaluate the diversity in the organisation

The company should establish measures in handling problems and set goals for each unit of

the organisation to work together and oblige the accomplishment of company and diversity

goals.

It should also build up a structure to observe the outcomes and improve accomplishment.

5.3.3 INTEGRATIVE INFRASTRUCTURE

Organizations should develop a way to manage the diversity and strategic program and

incorporate it throughout the organization. The leaders have to go through what is in place

and how it works and adjust the structure and solutions to meet the needs of the organization,

the state, culture, and budget. In some cases, the leaders suggested ways also include the

establishment of an office of diversity, the diversity, and employee resource groups for the

management of breakthrough should process for the benefit of the organization. In other

ways, the management needs to go out and find a solution that may include any admission of

existing structures and clarifying the roles and responsibilities and accountability

mechanisms. In others, the process is kept very simple and diversity and inclusion strategy

implemented through the existing organizational structure.

Organizations have to create and expand a leadership council on diversity or refreshing the

existing diversity.

To fully integrate diversity throughout the organization, it has to define the roles and

responsibilities among the employees.

It should generate a relationship with the vendor and customer diversity initiatives

5.3.4 SIMILAR CULTURAL & SYSTEMS

Diversification strategy should be aligned with the organizational system, especially the

leaders were found to have a significant impact on the diversity of successful performance

management strategies, career development, and reward and recognition system. Creating

diversity principles and attitude to label clear managerial customs

Companies need to measure the placement between the ethics & values and the existing

cultural diversity and guarantee that career development, performance management, benefits

and compensation, recognition and rewards, and other systems and policies are in line with

the strategy of diversification.

5.3.5 SERIOUS COMMUNICATION

The company should implement serious communication both internally and externally.

Internal can focus on making the business case, communication strategy, providing the latest

information and tell stories of success. In the early stages of communication is often face-to-

face with large groups of workers and usually two-way communications with senior

management as much or more listening than talking. As a successful organization,

communication is getting off to get the message that a variety of organizations for talent they

seek. In all cases, the communication strategy set goals, identify audiences, craft messages,

and determine the best medium to convey a message to their audience, Kay du Pont (1999).

Communicating values and beliefs, the assessment results, expectations about diversity, and

former information that workers need to be devoted to a plan of diversification and achieve

transparency on their task in promoting it, encouraging success in the diversity of the target

customers and the labour market.

5.3.6 TARGETED DIVERSITY POLICY AND INITIATIVE

Company's diversity strategy should include programs such as, training, mentoring, planning

experts, employee resource group’s support and facilitate diversity council and leadership

meetings. It should also promote awareness, bias and inequality unwanted micro, manage to

put and collaboration, leveraging the differences, and work and cross-cultural management. It

should also help in the assessment and delivery of diversity policy.

It should create equivalent service chances and confirmatory action policies provide

succession, recruiting, planning, training, mentoring solutions and networking, to address

critical needs.

5.4 COMPANY RECOVERY

The company is yet to recover fully from diversity, whatever policies and programs it may

have and follow, there are still issues prevailing among the employees in the organisations

because of new recruits and different managements.

The leaders and the management are taking rigorous steps in tackling situations to make the

organisation benefit through diversity. The employees are not fully cooperative and still lack

in effective communication. Sometimes the management is not able to find out the needs of

the employee as there is lack of effective communication and training. The policies are not

completely followed by all employees and some don’t know about the policies on diversity.

The company is recovering at a slow rate because even though it has policies and people in

place there is no effective training given to the employees. The management should take

responsibility in teaching employee on diversity which would benefit the organisation, they

also spend less time in diversity matters and so the company is yet to fully recover. Even if

they figure out temporary solutions regarding interdependence, diversity and ambiguity for

the company, industry, and personal situation, the situation can change the next day. Today’s

solutions are getting outdated and tomorrow there is a new issue.

5.5 LEADERSHIP / MANAGEMENT PROBLEM

Diversity is interrelated the employee, leaders and the management. Even though leader’s

mange diversity effectively, the management has to implement strategies and policies and the

people in the organisation needs to follow it to solve the crises.

The crises represent both leader as well as management problem. Today's corporate market is

categorized by much information with no clear solutions on how to understand and relate the

view. Diversity in office principles result in monetary statistics vague. Scenarios, reports and

studies results are becoming less reliable due to growing uncertainties. Management finds it

increasingly complex to know about their clear value drivers. Are their images, pricing,

related services, special relationship? Cause-effect relationship is distorted.

The crises cannot be held responsible by a single person, the policies or training which are

implemented for diversity related issues becomes outdated or of no uses, so the management

and its leaders have to work on it once again to rectify and solve problems which occur at

regular intervals.

CONCLUSION & RECOMMENDATIONS

Emaria has been able to address the diversity problem in the organisation by its policies and

developments towards managing diversity. Managing diversity is a composite occurrence. To

benefit from diversity Emaria has to monitor situations, update its principals and change

strategies according to the diversity in addition it has to take into account the general skills of

different employees as a key for its development. To move forward Emaria has to tackle the

sensitive issues with the attention it deserves. The company need to have cross-cultural

workshops and trainings to develop their skills on cultural diversity. By the way they can

promote corporate culture and include all the employees to develop awareness and leadership

abilities for effective management of diversity.

Transformation is predictable; the best way for the companies to achieve their strategies is

corporate culture. Although Emaria have modified some of its policy over the years to tackle

the corporate market it requires the expansion of diversity management in the road consider

shorter product life cycles, rapid technological development and the global economic crisis.

By modify and influence diversity should be carried in a organized manner in which

organizations such as Emaria are normal as a collective body of mutually supportive factors

to fully capture the diversity.

Therefore, Emaria can crack new heights in the management of diversity for new corporate

companies with relatively similar business. As in the years to come, we will witness different

people come together and working in the same organisation. Their cultural diversity, multi-

disciplinary background, group spirit and effective diversity management will helps

organizations to become more successful.

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