ver, there are problems concerning the extent to which diversity plans are fully thought through (decision alternatives are not properly developed and evaluated to arrive at the best option for change) and the extent to which the impactdecisions on the chosen variety of other areas of operation is envisaged.For example, some research participants said that they had taken the decision to employ staff nonnational they did not consider the impact this would have on existing national staff.As will be seen by a participant in the research of these organizations now dealing with a whole new set of challenges to the extent that “they have to manage how employees react India” Although the study indicates an evolution towards the decision of thediversity within the area there are questions as to the whole scope and range of decisions (necessary to ensure compliance and effectively manage diversity) may not be in place. For example, organizations invest in Mayresources in training their own employees on diversity issues, but they neglect to ensure that contract staff employed by other agencies (such as door staff) received training sufficient diversity or are not evenaware of the diversity of organizations / equality policies. If this contract staffs are involved in an incident at the diversity of the organization itself can diversity activities softer (such as holding interculturalor days of ethnic foods), but fail to take “difficult decisions diversity” around the developing diversity policy and training initiatives.
然而，多样性计划在多大程度上得到了充分考虑（决策备选方案没有得到适当的制定和评估，无法得出最佳的变革方案），以及对所选其他业务领域的影响决策的设想程度也存在问题。例如，一些研究参与者表示，他们决定雇用非本国工作人员，但没有考虑这会对现有本国工作人员产生的影响。正如参与这些组织研究的一位参与者所看到的那样，这些组织现在正在应对一系列全新的挑战，即“他们必须管理员工对印度的反应”。尽管该研究表明，该地区的多样性决策正在演变，但决策的整个范围和范围仍存在问题（确保合规性和有效管理多样性所必需的）可能不到位。例如，各组织投资于Mayresources，就多样性问题对其员工进行培训，但它们忽视了确保其他机构雇用的合同员工（如门卫）接受足够的多样性培训，或者甚至不知道组织/平等政策的多样性。如果该合同员工参与了组织多样性方面的事件，那么组织本身的多样性活动可以变得更柔和（例如举办跨文化或民族食品日），但不能围绕制定多样性政策和培训举措做出“艰难的多样性决定”。
Finally, issues relating to the time perspective in current decision making diversity were raised.Because decision making diversity tends to be reactive the long-term perspective necessary to effectively manage diversity in the future may not be in place.For example, some hospitality students who attended the awareness sessions small provision has been made to ensure that students entering the industry are trained on diversity issues.
最后，提出了当前决策多样性中与时间视角有关的问题。由于决策的多样性往往是被动的，因此未来有效管理多样性所需的长期视角可能不到位。例如，一些参加了提高认识课程的酒店专业学生已经做出了少量规定，以确保进入该行业的学生接受多元化问题的培训。
The imperatives of diversity: A number of questions were raised about the “diversity imperative”, which include the following: Research shows that while the host organizations have begun to assign responsibility for diversitydoes not appear to B happens on a broad base of organization or even holistic. For example, in diversity, some organizations is entirely administered by the HR staff or supervisors and as such does not form partall organizational roles. As reiterated by one participant: “I leave that to my managers and supervisors to manage”
多样性的必要性：有人对“多样性必要性”提出了一些问题，其中包括以下内容：研究表明，虽然东道国组织已经开始分配多样性的责任，但在B看来，这并不是基于广泛的组织基础，甚至是整体的。例如，在多元化中，一些组织完全由人力资源工作人员或主管管理，因此不构成所有组织角色的一部分。正如一位与会者重申的那样：“我把这件事交给我的经理和主管来管理”
Another problem for the industry centers on the development of reward and effective control structures around diversity.Research demonstrates that when people are not rewarded or controlled then the decision making or the diversity of behaviors effective diversity does not become a priority for these people.As reiterated by a research participant
该行业的另一个问题集中在围绕多样性开发奖励和有效控制结构上。研究表明，当人们没有得到奖励或控制时，决策或行为的多样性——有效的多样性不会成为这些人的优先事项。正如一位研究参与者所重申的那样
Interfaces Diversity: A number of questions were raised about “diversity interfaces, which include the following: There is some evidence to suggest that those operating in the sector began to focus on the development ofcooperation on diversity. For example, some host organizations have established committees for diversit
