Diversity in the Concept of Management: Different Style and Difference Ethics


  • Ike Nnia Mba Sr Department of Management, University of Nigeria, Enugu Campus, Enugu State, Nigeria
  • Eze Ukamaka Teresa Inspector of Education, Ministry of Education, Enugu State, Nigeria




Diversity, management, styles, ethics


Management is a universal phenomenon. It is a very popular and widely used term. All organizations - business, political, cultural or social are involved in management. Diversity in management concept fosters better organizational performance. Its roots go back to equal employment opportunity and affirmative action, followed by notions of ‘Valuing Differences’. It is conventional that different managers display different styles of management in the course of their work. Managers have to perform many roles in an organization and how they handle various situations will depend on their style of management. Ethics is such a vital component of management practice. It makes good business sense for managers to be ethical. While each company has a different ethical standard, management ethics are largely the same in every industry. In many ways, this type of ethical understanding exists as an unwritten code, though literal ethical documents also exist. This paper discusses the concept of diversity and concept of management with a view to portraying the necessity of diversity in management of any organization. It also aimed at elucidating the significance of different management styles and ethics in any particular organization or institution and getting organizations reassess their structures for a successful management through alternative approaches of thinking and actions. It discusses different types of styles and ethics involved in management and details the importance of diversity in management. The paper generally recommends that diversity should be utilized in the management of organizations to ensure that everyone is carried along irrespective of cultural background, ethnic group, tribe, race, or color.