The impact of the Diversity Charter on the corporate culture development

Abstract

The Diversity Charter is a tool that allows adapting organizational culture to diversity and at the same time helps to create conditions for its development and management. The article aims to specify the benefits for the company from the use of the Diversity Charter and outline suggestions for changing the organizational culture on the basis of the Diversity Charter. The article argues that the organization has a culture that can be manipulated or managed as a strategic resource. Management that notices and values differences must adapt organizational culture to diversity. It means the need for planned evolutionary changes in organizational culture. The article shows that the concept of organizational culture of quality is a complement and, at the same time, the development of an integrated view of organizational culture. Quality culture is an organizational culture that has the ability to maintain a balance between openness (flexibility) of the system to various values contributed by its members and closedness (invariability) associated with the principles of quality management. The organizational culture is suggested to be changed by implementing the following principles of quality management (TQM): leadership, customer focus, continuous improvement, universal participation, and feedback analysis. After making appropriate adjustments, this procedure can be used for other strategic changes, including those aimed at adjusting the organizational culture for diversity. Diversity management is one of the key resources of the organization, which contributes to its development and achievement of business goals. Effective diversity management is a well-thought-out and well-implemented strategy. The procedure of changing the organizational culture on the basis of the Diversity Charter includes the following stages: focusing on diversity policy, determining the desired form of organizational culture in terms of its adaptation to diversity, diagnosing actual culture, analyzing discrepancies between postulated and diagnosed organizational culture, control over changes in organizational culture. The mechanism of realization of each stage is offered.