**6. Conclusion**

The desire to respect and to strengthen cultural diversity in the company is motivated not only by ethical but also purely rational considerations, a direct count on success. It comes to those companies who understand that competitive challenge in dynamic global markets requiring constant innovation and creativity, organizational flexibility and adaptive capacity should better be responded by combining the experience and knowledge of the multinational team.

Such a strategy becomes a powerful motivating tool that can greatly facilitate the implementation of the diversity management system in the enterprise. The task of management is to create the framework conditions in which the enterprise could live and work on the principles of respect for human dignity and respect for human rights and recognition of people of a different culture as equal partners. Diversity management requires, on the one hand, to recognize the value of the 'diversity' phenomenon and, on the other hand, to be prepared for 'cultural transformation', for creating and strengthening the corporate culture which stimulates the differences.

A study of management practices in organizations of the Sverdlovsk oblast showed the absence of conflicts related to sociocultural differences between citizens of the Russian Federation representing ethnic and religious minorities. None of the respondents spoke to them. At the same time, the study revealed conflicts between managers and foreign employees, as well as between foreign workers and workers who are citizens of the Russian Federation. All the respondents agreed on the necessity of and the fact of taking into account special social and cultural competences of foreign workers when developing management practices in the organization.

Among the most serious management challenges related to staff diversity, the respondents identified organizing internal communication (foreign workers' poor knowledge of the Russian language, lack of worker contact with the employees who are the citizens of the Russian Federation), increasing the loyalty of foreign workers.

A study of management practices in socially and culturally diverse organizations of the Sverdlovsk oblast revealed the managers' and specialists' lack of knowledge in the field of diversity management. At the same time, managers and professionals realize the importance of the problems to be solved using the methods of diversity management and the need to deepen the knowledge in this area and put it into practice.

The diversity management within the framework of traditional HR management processes provides a significant economic effect. Thus, an important objective of diversity management is developing the methods of HR management based on the use of staff diversity. The use of these methods in practice makes the staff diversity management one of the directions of the organization's HR policy.

Further research in the field of diversity management requires the surveys of foreign workers' opinions on the management methods. It requires building the models and profiles of sociocultural competences of managers and specialists as well as in-depth studying the specific processes of managing socially and culturally diverse staff.
