Strategic Management Of Diversity In The Workplace

Strategic Management of Diversity in the Workplace discusses the strategic management of ethnic and cultural diversity by taking particular examples from Australia, Canada, The United Kingdom and the United States of America, in order to determine the salient benefits that organisations could derive when ethnic and cultural differences are seen as opportunities, not as problems, and are viewed as benefits rather than threats. Strategic Management of Diversity in the Workplace provides a clear demonstration of the benefits, conflicts and challenges faced by organisations. The renewed interest in multiculturalism in academic and policy circles revives the debate about issues related to the management of ethnic diversity in society at large and in specific settings, such as corporate Australia. This book specifically focuses on this problematic area by aiming to explore the practice of management and application of multiculturalism in the workplace. This book seeks to examine post-multiculturalism in Australia and explore whether it has affected the ways in which corporate Australia deals with issues of diversity and the lessons learned here are ones that apply across the business world. Strategic Management of Diversity in the Workplace would be of interest for researchers, academics, undergraduate and postgraduate business degrees students in the fields of Strategic Human Resources Management, Cross-Cultural Management, Managing Workplace Training and Managing and Leading People.

Strategic Management of Diversity in the Workplace discusses the strategic management of ethnic and cultural diversity by taking particular examples from Australia, Canada, The United Kingdom and the United States of America, in order to determine the salient benefits that organisations could derive when ethnic and cultural differences are seen as opportunities, not as problems, and are viewed as benefits rather than threats. Strategic Management of Diversity in the Workplace provides a clear demonstration of the benefits, conflicts and challenges faced by organisations. The renewed interest in multiculturalism in academic and policy circles revives the debate about issues related to the management of ethnic diversity in society at large and in specific settings, such as corporate Australia. This book specifically focuses on this problematic area by aiming to explore the practice of management and application of multiculturalism in the workplace. This book seeks to examine post-multiculturalism in Australia and explore whether it has affected the ways in which corporate Australia deals with issues of diversity and the lessons learned here are ones that apply across the business world. Strategic Management of Diversity in the Workplace would be of interest for researchers, academics, undergraduate and postgraduate business degrees students in the fields of Strategic Human Resources Management, Cross-Cultural Management, Managing Workplace Training and Managing and Leading People.

Strategic Management of Diversity in the Workplace discusses the strategic management of ethnic and cultural diversity by taking particular examples from Australia, Canada, The United Kingdom and the United States of America, in order to determine the salient benefits that organisations could derive when ethnic and cultural differences are seen as opportunities, not as problems, and are viewed as benefits rather than threats. Strategic Management of Diversity in the Workplace provides a clear demonstration of the benefits, conflicts and challenges faced by organisations. The renewed interest in multiculturalism in academic and policy circles revives the debate about issues related to the management of ethnic diversity in society at large and in specific settings, such as corporate Australia. This book specifically focuses on this problematic area by aiming to explore the practice of management and application of multiculturalism in the workplace. This book seeks to examine post-multiculturalism in Australia and explore whether it has affected the ways in which corporate Australia deals with issues of diversity and the lessons learned here are ones that apply across the business world. Strategic Management of Diversity in the Workplace would be of interest for researchers, academics, undergraduate and postgraduate business degrees students in the fields of Strategic Human Resources Management, Cross-Cultural Management, Managing Workplace Training and Managing and Leading People.

This edited collection offers a nontraditional approach to diversity management, going beyond gender, race, and ethnicity. Examining ageism, disability, and spirituality, the book provides a discussion of different D&I applications and introduces a framework consisting of a diagnostic phase, gap analysis, and an action plan, which can be modified to attend to specific needs of organizations. Researchers and practitioners will learn a viable way to address diversity in global organizations.

Essay from the year 2013 in the subject Business economics - Personnel and Organisation, grade: 62.0, University of Kent, language: English, comment: Excellent level of research and extensive reference list., abstract: In 1950 the global human population was 2.5 billion, in 2013 it has increased to 7.2 billion and by 2050 the UN predict it will reach 9.6 billion (The Economist, 2013). Shared with the statistic that since 2011, 52.1% (United Nations, 2012) of humans live in an urban area, highlighting the need for an increased and evolved ability to manage diversity. This global trend has created the most diverse workforce in modern times, generating pressure for companies, institutions and governments to implement practices which recruit, train, promote and retain individuals within the workplace (Bratton and Gold 2012; Kirton and Greene 2010). The strategic management of diversity in the workforce will be further discussed using a three stage approach, in order to fully analyse the pros and cons of a business case approach to diversity management. The first stage will have two discussion points; firstly defining diversity to create a common understanding of the topic. Secondly it's important to distinguish the difference between the terms of equal opportunity and diversity management, exploring how they have evolved from academic and practical perspectives. The second stage will focus on diversity management with particular emphasis on analysing the pros and cons of a business case approach. This critique will be supported by theories and contemporary resources to highlight the impact this approach can have on the stakeholders involved. The third stage will consider the implementation and industry type. This will highlight the limitation that by splitting diversity into different case types rather than focusing on an inclusive strategy causes fragmentation rather than concentrating on the individual contribution.

Black & white print. Principles of Management is designed to meet the scope and sequence requirements of the introductory course on management. This is a traditional approach to management using the leading, planning, organizing, and controlling approach. Management is a broad business discipline, and the Principles of Management course covers many management areas such as human resource management and strategic management, as well as behavioral areas such as motivation. No one individual can be an expert in all areas of management, so an additional benefit of this text is that specialists in a variety of areas have authored individual chapters.

Diversity is the reality of America today. Whether you let diversity be a drain on your organization or a dynamic contributor to your mission, vision, and strategy is both a choice and a challenge. Building on the Promise of Diversity gives you the insights and skills you need to navigate through simmering tensions -- and find creative solutions for achieving cohesiveness, connectedness, and common goals. Building on the Promise of Diversity is R. Roosevelt Thomas’s impassioned wake-up call to bring diversity management to a wholly new level -- beyond finger-pointing and well-meaning “initiatives” and toward the shared goal of building robust organizations and thriving communities. This original, thoughtful, yet action-oriented book will help leaders in any setting -- business, religious, educational, governmental, community groups, and more -- break out of the status quo and reinvigorate the can-do spirit of making things better. The book includes a deeply felt analysis of the sometimes tangled intersections between diversity management and the Civil Rights Movement and affirmative action agendas . . . a personal narrative that charts Thomas’s own evolution in diversity thinking . . . and a roadmap for mastering the powerful craft of Strategic Diversity ManagementTM, a structured process that helps you: * Realize why multiple activities and good intentions are not enough for achieving sustainable progress. * Recast the meaning of diversity as more than just race and gender, but as any set of differences, similarities, and tensions -- such as workplace functions, product lines, acquisitions and mergers, customers and markets, blended families, community diversity, and more.* Accept that a realistic goal is not to eliminate diversity tension but to use it as a catalyst to address key issues. * Recognize diversity mixtures, analyze them accurately, and make quality decisions in the midst of differences, similarities, and tensions.* Build an essential set of diversity skills and develop your “diversity maturity” -- the wisdom, judgment, and experience to use those skills effectively.* Reflect on the ways you might be “diversity challenged” yourself.

Globalization is transforming the very nature of our business relationships, decision-making processes, and interactions, making world-class diversity management more needed than ever before. But until now, the field of diversity had no established standard for evaluating best practices, or even agreement on fundamental philosophies, principles, and concepts. In this pioneering book, the world's leading diversity authority proposes a framework that will facilitate the development of a truly world-class standard for diversity management. R. Roosevelt Thomas begins by laying out his Four Quadrant model, which encompasses all core diversity strategies: managing workforce demographic representation, managing demographic relationships, managing diverse talent, and managing all strategic diversity mixtures. He analyzes the goals, motives, approaches, accomplishments, and challenges associated with each quadrant, as well as the paradigm or mindset that lies behind each quadrant's express purpose. Having laid out this broad range of strategies, Thomas shows how to realize them through the Strategic Diversity Management Process™, by far the most effective method for implementation. A detailed case study of CEO Jeff Kilt—a fictional composite of the many executives Thomas has worked with—effectively illustrates the complexities encountered when working with each of the Four Quadrant strategies in the real world. This book offers a comprehensive blueprint that will enable leaders to address any diversity issue (not just race or gender) in any setting, anywhere in the world. Most important, it proves that a world-class standard of diversity management is indeed a possible and achievable goal.

Over the years I watched many work of arts take place and saw how those concerned took care of their problems. There I realized that management is truly an artistic work. A case in point: In the city of Calabar in the Cross River State of Nigeria, there was a tailoring company that employed only men, but the irony is that they made women's dresses. There were other women's tailoring companies managed by women, but for some reason, most women preferred buying from the only tailoring company managed by men in the city of Calabar. During the company's general meeting, an employee stood up and asked the company to employ a few women in the interest of progress. Many employees objected to the request that women be asked to come forward and fill out forms and be subjected to the same rigorous interview as any qualified candidate who wants to be employed; they suggested that the company may be moving toward the production of substandard dresses. The author of the idea refused to take no for an answer, because the management always turned down women candidates. A few months later, the president and the chief executive officer (CEO) joined the crusade of employing women. Months after the president and CEO joined in, two women were employed, and they brought in their own fresh perspectives, including dresses for big women (whom they never called fat women). About ten years later, there were more than seven branches of the company, most of which were managed by women. I think life itself is a container of arts and strategies. This book is made up of cases, artistic expressions, and strategic maneuverings to enable my readers to understand the core concepts of effective management.

'Leveraging Diversity' is designed to help business leaders and diversity practitioners alike conquer the complexity and take advantage of the opportunities associated with working productively with diversity.