Managing Diversity in Transforming Institutions of Higher Education

E-ISSN： 1447-9583|8|5|123-130

ISSN： 1447-9532

Source： The International Journal of Diversity in Organizations, Communities, and Nations: Annual Review, Vol.8, Iss.5, 2008-01, pp. : 123-130

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Abstract

This paper presents the results of a study conducted at the Nelson Mandela Metropolitan University (NMMU), Port Elizabeth, South Africa on the management of diversity with the context of a newly created higher education institution. The restructuring of higher education in post apartheid South Africa included the merger of many of the country’s historically black institutions with historically white institutions. NMMU is one of those institutions which resulted from the merger of two universities and a technikon in 2005. The complexity of the diverse work and learning environments in the newly established university means that there are many challenges for academic leaders and management when planning and initiating transformation. The aims of the study were twofold: Firstly, the study sought to assess the perceptions of the members of the Faculty of Arts Management Committee on their role in the management of diversity in the Faculty. Secondly, the study explored the perceptions of the members of the Faculty Management Committee and Faculty Research, Technology and Innovation on how issues of diversity are managed at Faculty and University levels. Data was obtained through questionnaires. The results of the study show that when diversity is seen as an opportunity for transformation and not merely a problem, it can be a vehicle for bringing the institution into congruity with the changing South African landscape. Promoting a democratic institutional environment means leadership that encourages diversity as a challenge to traditional, static structures and intergroup relations that reduce perceptions promoting negative images of diversity.