Document Type : Research Article



An exciting debate about diversity management, a subject of increasing interest over the last four
decades in the business context, is even more relevant to institutions of higher education where
diversity is present both in the supplier and customer side. The paper argues that the instrumental
rather than normative argument that is presented in it will be based on the business case for
diversity. Ordinarily the business case approach sees as a business opportunity and a means but
not an end to attaining competitive edge making it possible to build creativeinstitutions (Cox &
Blake, 1991; Pitts & Jarry, 2007).The paper further interrogates in nature-exploring diversity
Management practices as embraced by institutions of higher learning, with special attention paid
to Botswana context. The investigation employed dedicated focus group interviews, in-depth
interviews and study of existing literature on diversity management. The adoption of
triangulation meant that weaknesses and strength of each method offset the other solidifying the
study findings. The paper also highlights the existing status quo in terms of diversity
management in institutional contexts and further consolidates existing knowledge on diversity
cultures across and within institutions. It further opens up an open –minded approach to dealing
with unrelated and related aspects of work socially, economically, religiously and otherwise. The
paper has just been written just when the COVID 19 pandemic effects and debates are ongoing.
The findings of this paper have significant practical and research implication for scholars,
academics, practitioners, policy makers and general populace. Given the fact that as individuals
we construe meanings based on our values and beliefs the creation of an organizational culture
which values diversity may rely on not only a shift in attitudes but an examination of underlying