There is a multitude of ways in which humans are both alike and different. Some of these differences have an impressive effect on our opportunities and experienc

es, while others have relatively little impact at all. Diversity can be seen as "four concentric circles," at the center of which is personality (Gardenswartz 24). Personality is a distinctive aspect that gives each person his or her own particular style. This core aspect pierces all other layers. Beyond the central core of personality are the six internal dimensions of diversity. These are aspects over which people have little or no control. They include gender, age, sexual orientation, ethnicity, physical ability, and race. In addition to internal dimensions, external influences such as social factors and life experiences also have an impact on how people are treated at work. Some examples of these external influences include: where an individual grew up or lives now, whether they are married or have children, how their religious affiliation guides them, and the amount and type of education they have. Finally, the fourth layer encompasses organizational influences related to factors such as seniority, the kind of work an individual does, their level within the company, and their work location (26-34). All of these layers together form one's own diversity filter.

Organizational Barriers to Diversity

Commitment to becoming an organization that embraces diversity requires going from a monocultural to a multicultural organization. Michael Elmes discusses twelve steps to follow on the road to multiculturalism (Prasad 149). First a long-term change effort is required. In order to be successful, management must set clear expectations with employees from the beginning and let them know that these kinds of changes may take several years. Time, energy, money and emotional commitment are essential in order to create the changes needed to produce a quicker, leaner, more open, and more competitive organization. To be successful in implementing change, there must be support from the top as well. Elmes says not to raise the expectations of employees unless the organization is ready to implement the changes. Expect the changes to be unsettling, the organization is in a transition of what it is and what it is trying to become. Management needs to be clear about where they stand on the issue of the issues taking place. Try to look at the systems you already have and see what can be done to modify them rather than totally starting anew. Management needs to help employees understand why these changes are so important to not only the company as a whole but also to them as employees. It is also important to set measurable criteria so employees can recognize when a change has been successful. Employees want to know that something better awaits them and it is management's job to show them that by supporting these changes everybody will benefit. Training is necessary for all individuals in an organization especially in the area of how to deal with intercultural conflict. The last step according to Elmes is that even now that the organization is more open new challenges may arise for management to deal with (150-153). There are changes visible today that were not there several years ago and the same goes for the future of every organization.

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Approximate Pages = 10 (250 words per page double spaced)