Increasing diverse populations between workplaces should result in increased comfort among employees, customers, and suppliers of diverse cultures and ethnic groups. This atmosphere of comfort can only be created if the organization can successfully manage the many diversity issues. The organization must consider certain aspects and factors to achieve a diverse and successful work environment.

If employees of a similar nature work together, they will feel more comfortable and thus prove to be more productive. Employees who differ from others according to some prominent characteristic (race, sexual category, lifestyle, age or religion, etc.) may be victims of the dominant group. Characteristically, this damages self-confidence, efficiency, customer relationships, revenue resources, etc. of the old type of employee.

The application of diversity is necessary in organizations to attract and retain diverse customers. The main role of diversity apps is to enhance decision-making power and increase stakeholder goodwill. Therefore, its importance should not be neglected. To understand the nature of diversity, one must initially understand the skills necessary to manage diversity.

Diversity is mainly classified into four layers:

1. Internal personality dimension.

2. Unchanging external dimension.

3. Evolution of the external dimension.

4. Organizational dimension.

1. Dimensions of the inner personality:

A category of employees is taken according to their psychological profile. This is simply considered the inner personality. The most admired personality assessment tool is the Myers Briggs Type Indicator (MBTI).

The MBTI tool is based on four dimensions, each with a pair of ranges:

Introvert versus extrovert

Sensitivity versus intuition,

Thinking versus feeling

Perceive versus judge

Each MBTI profile has different pros and cons in terms of management style, mutual cooperation, and conflict resolution.

2. Unchanging external dimensions:

The categorization of employees can be done according to external characteristics. Such characteristics are those that remain unaltered throughout life such as; Caucasian, African American, female, employee sexuality, etc.

3. Evolutionary external dimensions:

Employees can be classified according to evolving and unchanging external characteristics. External characteristics that evolve over time include age, height, weight, religion, education, physical ability, marital status, income level, and geographic location.

Evolving external and immutable characteristics can be a cause of employee categorization. These characteristics that evolve over time include time, height, heaviness, creed, schooling, physical ability, marriage, income level, and geographic location.

A young person is classified in one organization and treated accordingly, while the same person in old age is classified in a different category and treated accordingly.

4. Organizational dimensions:

Another cause of categorization is due to the difference in organizational status. These particular characteristics can be invariable or evolutionary. It can include hierarchical status, job substance, organizational sector, and seniority based on experience. Some employees are classified as non-managerial and others as managerial.

A practical observation was observed in the “group”. Enron consisted of recruits from the Gas Banking Division with degrees in economics or finance. It was anticipated that affiliates from other diverse populations would be subordinate to them.