In most large urban areas in Canada, conducting good business in the healthcare industry requires attaining a high degree of cultural competence; that is, the desire and wherewithal to meet parallel needs associated with or impinging upon the health of individuals and communities within a region. Accessing, investing in and utilizing a cross-section of a region's human resources is a major component of a process by which cultural competence can be achieved, providing that diversity in healthcare management is jointly a condition and a result of those endeavours.
Oftentimes, because diversity in management is misguidedly considered non-essential to the inner workings of a healthcare region, attaining cultural competence by systematically diversifying healthcare management can be perceived as an extravagance. Thus, it is not surprising that in a climate of rising expenditures and service demands, when fiscal restraint is the order of the day, the measurable benefits of diversityrelated initiatives tend to be questioned even more.
Be the first to comment on this!
This article is for subscribers only. To view the entire article
Note: Please enter a display name. Your email address will not be publically displayed