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  In other words, affirmative action does not manage and positively exploit diversity as much as it denies and obscures it.   Indeed, management support for the concept  and implementation of diversity creates an environment conducive to implementing diversity and relevant training to organisational employees.   The valuing of differences means respecting people for their differences and encouraging people to be conscious of the wide range of people who are different from the majority. The Signal and the Noise: Why So Many Predictions Fail-but Some Don’t –    This means that organisational leaders must commit to making diversity part of the organisation’s culture and must support the extension of diversity training to both top and mid-level management. The Signal and the Noise: Why So Many Predictions Fail-but Some Don’t –   This silencing of diversity hardly contributes to the development of an organisational human resource force which works with and alongside diversity, accepting, valuing and appreciating it. The Signal and the Noise: Why So Many Predictions Fail-but Some Don’t –   Arguing much the same, Rynes and Rosen (1995) analysed the factors associated with adoption of diversity training and perceived training success. The Signal and the Noise: Why So Many Predictions Fail-but Some Don’t – The first approach  has no place in current diversity management paradigms, as they essentially denied differences by promoting assimilation into the dominant culture of the workplace (Rijamampianina and Carmichael, 2005). The Signal and the Noise: Why So Many Predictions Fail-but Some Don’t – The paradigms in order of development are (a) affirmative action, (b) valuing differences, and (c) managing diversity. The Signal and the Noise: Why So Many Predictions Fail-but Some Don’t – Their results revealed that both training adoption and perceived training success were strongly associated with top management support for diversity. The Signal and the Noise: Why So Many Predictions Fail-but Some Don’t – The literature on diversity management and HRD has awarded a tremendous amount of attention to the design of diversity programmes and the variant approaches to diversity training. Rijamampianina and Carmichae (2005) identified three paradigms that define approaches to difference on the job, with different goals, motives, benefits, and challenges. The Signal and the Noise: Why So Many Predictions Fail-but Some Don’t – Concurring, Thomas (1991) maintains that diversity should be managed through the valuing of differences.

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