...What are the different ways in which diversity can be managed in organization? Meaning of Diversity: “Diversity means understanding how people’s differences and similarities can be mobilized for the benefit of the individual, the organization and society as a whole.” Managing our diversity by ensuring fairness and equality is becoming not just a “good thing”, but an imperative in a changing and complex world. Approaches to managing diversity: There are two different approaches that may help make managing diversity more effectively. 1- Individual Approaches 2- Organizational Approaches 1- Individual Approaches: Individual approaches consist of two interdependent paths. These are important for managing the diversity in organization. I. Learning ii. Empathy I. Learning: Basically it depends upon experience or knowledge of manager. Many managers are often unprepared to deal with diversity, because of their inexperience. Manager must work hard to learn and experience as much as they can about developing appropriate behavior. Manager must openly communicate one by one, regardless of age, gender, ethnicity in order to determine how best to understand and interact with them. In this way manager can learn more about diversity in organization. II. Empathy: Empathy is an ability to put oneself in another place and see things from that person’s point of view. Empathy is particularly important in managing diversity because manager feels that only they can truly understand...
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...the workforce composition and consumer profiles has increased diversity within organizations. Consequently, organisations have to review their management practices and develop new approaches in managing its people in order to cope with these demographic changes. Such policies implemented have to be done with the consideration of maximising the reaping of potential advantages of diversity while minimising its potential disadvantages (Cox, 1994). Studies have indicated that embracing diversity has a positive impact on individual productivity, organizational effectiveness and sustained competitiveness. It enables the creation of new and innovative ideas from employees equipped with a variety of different experiences and beliefs. These are vital to the growth of the organization as they provide for new business opportunities and allow for the recognition of potential areas of future growth. Furthermore, a diverse workforce has greater knowledge and understanding of the preference and consuming habits of a increasingly diversified marketplace. For organisations to reap the benefits of diversity, people within the business has to change how they interact. As such, diversity management often falls under human resource management (HRM) as it deals with people management. It would, therefore, be imperative to incorporate diversity into the organisation's strategic HRM in order to achieve efficient diversity management and foster a inclusive working environment. The report revolves...
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...Diversity Management Student Name: Nedjam Laurent Group: 10 Name of Diversity Management Instructor: Jérôme Sutter Full reference of the article discussed: * Cronain D. 2010: ‘Keeping Turkey out of Europe’, The guardian * D’Netto, B. and A. S. Sohal, 1999: ‘Human Resource practices and Workforce Diversity: An Empirical Assessment’, International Journal of Manpower 20(8), 530-547. * Maxwell, G. A., S. Blair and M. McDougall. 2001: ‘Edging Towards Managing Diversity in Practice’, Employee Relations 23(5), 468-482. * Hodson R. 2008: ‘The personal context of work’, The social organization of work I hereby certify that the word count is 1334 words Student signature: | 1. Summary of the paper This article about the case of Turkish manufacturing industry raises the question of discrimination. Especially, it focuses our attention on the impact of demographic differences in the Turkish manufacturing industry. In fact, sources of discrimination are much more varied. We can consider the cases of the gender, age and ethnicity which are in general the most frequent, but as we can see in this article, there are other types of discrimination. So why managers have to face and resolve the problem of demographic differences in Turkish manufacturing industry? Sevki Ozgener tried to study this organization in establishing demographic differences with data collected from medium-sized business in Turkish manufacturing industry. There are many...
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...Introduction 3 2 Diversity 4 3 Diversity management 4 3.1 History of diversity management 4 3.2 Age diversity 5 3.3 Cultural and ethnic diversity 6 3.4 Gender diversity 6 4 “Perfect” manager of the multi – cultural team 7 5 Conclusion 8 6 Sources 9 Introduction Diversity management is issue of the future, because the world is changing and it could affect all of us. In one way it is step for better tomorrows, but some of us might be scared due to discrimination, which we can be victim of. I choose this topic, because it is very actual and many of us will get our first degree in few weeks, so we are scared of what will happen and we can or cannot get job just because of our nationality or colour of our skin. The second reason I chose this topic is because I am also different in Czech society. And my opinion is that, there should be some diversity between each member in work teams. In this term paper I will also try to describe what kind of personality the leader of the multi – cultural should or shouldn’t be. Diversity The actual term diversity has several meanings. According to the dictionary is diversity state of being different. In the terms of workplace diversity is it the inclusion of individuals representing more than one national origin, colour, religion, socioeconomic stratum, sexual orientation, etc. Diversity management The definition of diversity management goes hand in hand with definition of diversity itself:“ The practice of...
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...Managing Diversity in the Workplace The modern business environment is marked by the many people-oriented variables brought to organizations. These variables include gender, race, age, and religion, and socioeconomic background, regional and national origin. All these factors form the current workforce in the market place. Diversity is widely recognized as one of the world’s greatest strengths. Diversity continues to affect the society and the organizational workforce in the process of shaping the 21st century workforce (Konrad, 2006). Organizations appreciate individual sensitivity and differences to allow them to succeed at the organizational mission. Sensitivity and training on diversity focuses on changing the standards and expectations of people. This paper gives details on understanding diversity. Although the scope is limited, it highlights how the understanding of diversity is a challenge in managing the current workforce. It remains a fact that the contemporary workforce does not have the same desires as the previous workforce. Work diversity is a challenging experience. Managing and valuing diversity touches on peoples’ values, emotions and beliefs. It demands that people must change their behavior. It demands that organizations must question and change their systems, policies and practices some of which have not been questioned for centuries. Besides, they have contributed to the organization’s values, traditions, and ultimate success (Albrecht, 2011)...
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...Equality, Diversity and Inclusion: An International Journal Managing complexity: using ambivalence and contingency to support diversity in organizations Iris Koall Article information: Downloaded by Roehampton University At 03:40 24 January 2016 (PT) To cite this document: Iris Koall, (2011),"Managing complexity: using ambivalence and contingency to support diversity in organizations", Equality, Diversity and Inclusion: An International Journal, Vol. 30 Iss 7 pp. 572 - 588 Permanent link to this document: http://dx.doi.org/10.1108/02610151111167034 Downloaded on: 24 January 2016, At: 03:40 (PT) References: this document contains references to 76 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 2271 times since 2011* Users who downloaded this article also downloaded: Christina Schwabenland, Frances Tomlinson, (2008),"Managing diversity or diversifying management?", Critical perspectives on international business, Vol. 4 Iss 2/3 pp. 320-333 http:// dx.doi.org/10.1108/17422040810870033 Charbel Jose Chiappetta Jabbour, Fernanda Serotini Gordono, Jorge Henrique Caldeira de Oliveira, Jose Carlos Martinez, Rosane Aparecida Gomes Battistelle, (2011),"Diversity management: Challenges, benefits, and the role of human resource management in Brazilian organizations", Equality, Diversity and Inclusion: An International Journal, Vol. 30 Iss 1 pp. 58-74 http://dx.doi.org/10.1108/02610151111110072 ...
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...Managing Diversity at Spencer Owens & Co. Case Study – Human Resources Management Fall Semester 2010/2011 19-10-2010 UNIVERSIDADE NOVA DE LISBOA Cátia Santos # Rita Matos Dias #681 Rita Lourenço Leite #689 Tânia Rodrigues #698 Should organizations aspire to be racially, ethnically and gender diverse? Why? Diversity is aspired by organizations as a strategic initiative that can bring advantage for the company. The aspiration of diversity is not only concerned with moral issues but it is also about competitiveness, maximizing benefits or human effectiveness. Simply recognizing diversity in a corporation helps link the variety of talents within the organization and also allows those talented employees to feel needed and have a sense of belonging, which increases their commitment to the company and allows each of them to contribute in a unique way. Thus, organizations should have a racially, ethnically and gender diverse environment mainly because of the unique advantages that diversity can bring such as: fresh outlooks, higher morale, increased flexibility, multiple perspectives, increased problem-solving skills, increased creativity, reduction in intergroup tensions, and improved market opportunities (ability to compete in global markets). Using diversity, organizations are able to ensure that they have staff with relevant knowledge of the locations in which they are working and mechanisms to use that knowledge in strategic and operational decision-making. They...
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...Diversity management Student’s name Lecturer’s name Institution Date Introduction One of the greatest tasks individuals face is communicating across differences resulting from different cultural diversity. There is always fear that exists that what an individual will intend to say will be understood in a way that they never meant it to be due to cultural differences in a team (Chauvet 2009, p. 221). My research team was composed of seven members that were four local students and three Chinese. Through the group activity, I have personally gained a lot from working with my research team on diversity management. The paper analyzes my self-awareness on cross-cultural issues and provides an insight into our chosen research topic ‘benefits and challenges of a cross-cultural team’. The paper further analyzes the implications of diversity management in an organization as a manager. My self-awareness on cross-cultural issues From the group activity, I was able to learn that cultural awareness is the base of communication and it entails the ability of individuals to stand back and become aware of their cultural values, beliefs, perceptions and differences. It is essential for individuals to understand the reason why they do things differently, why they react differently in a particular ways and perceive the world in different ways. Cross-cultural awareness is central when individuals interact with people from different cultures as individuals will evaluate and interpret...
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...WHAT IS DIVERSITY? Diversity within an organization describes a group of people from different background and orientations such as gender, age, race, ethnicity, religion and sexual orientation as well as different cultures, values and beliefs. This group of people has different approaches to learning, beliefs and perceptions which are premised on their educational background, communication style, personal skills professional skills, the environment of their birth and their working style. Diversity is seen as a heterogeneous pool of contribution of each individual’s skill, perception, and understanding. When this unique attributes are brought together in an organization, it creates what can be called a diverse workforce. Diversity focus strongly on the capacity of individuals and their contribution to an organization which include their skills, attributes and perception; rather than organizational structures, materials or policies of an organization. Individuals are regarded as the assets capital of the organization because they bring in their stock of experience, judgments, intelligence , relationships and insights( S.F Slater et al pp 202, 2008) which uses the materials resources, structures and policies of the organization to create goods and services. Diversity is being embraced globally because of its immense value to an organization business wise and because of social justices as postulated by (Bleijenbergh, Peters &Poutsma, pp414, 2010) “By advancing individual development...
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...The growing need for diversity management Now a time in the world of business, the cheese is moving continuously and one of the biggest movements is being of the trade world very small and comprise. In the globalised scenario no one can think of the development of an organization in isolation. People from different place and different culture coming in a single arena for the best result of there effort. Every person is skilled and talented and able to boost the productivity of the organization. That is the only motive, why any organization bears the risk of putting different array of animals in a single ring. One and only thing which is very common in these people is disparity. Difference in thinking, difference in attitude, difference in working style. So, for any business society, the biggest challenge is to utilizing their talent altogether in the best way by creating such kind of working ethnicity and environment which is constructive for all people coming from different ground. Here we can state that managing the diversity is one of the chief objectives of any association. Further more if we will talk about the cause and effect part of the multiplicity management. This diversity of cause of change in the HR principles & practices of the organization and the result comes in marketing and production, which can be said as the effect of this. Here we can say that diversity management is managing the most vital resource of the organization the human in more advanced...
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...DIVERSITY MANAGEMENT * The change that has most impacted orgs in the past decade has been the growing realisation that people are an organisation’s primary source of CA (Ruona and Gibson, 2004) * Demographic changes in labour force + globalisation, has inspired HR to become increasingly more effective at developing programs that leverage the differences and diversity in the workforce * Differences in approaches: wider debate of convergent/divergent approaches to HRM WHAT IS DM? * Broadest sense: diversity in org terms means differences between working individuals such as gender, ethnicity, colour sexuality, religion, disability, age, social status, personality, amongst other categories (Ellis & Dick, 2002) * However, important to look at diversity at a national level, as the predominant diversity issues in each country are different (Shen et al., 2009). E.g while racial equality appears to be the predominant issue in the USA, multiculturalism has always been the most important dimension of diversity in Western countries, including the EU nations, Aus and NZ. * Similarly, while religion and ethnicity separate people in India, household status (hukou) differentiates off-farm migrants from urbanities in China. * In response to the growing diversity in the WF around the world, many companies have instituted specific policies/programs to enhance recruitment, inclusion, promotion and retention of disadvantaged groups * DM has historically...
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...BUSI 4406 Case #1 Briarwood industries May Ebotoke 0460972 Dr. Malika Das FEB 28,02,2013 Problem Many groups have benefited from diversity initiatives, but women have benefited the most out of all the other groups. Even though women still have a long way to go in terms of corporate, economic, and government leadership. Till this day gender is playing a large role in social construction. Some of these issues and factors are within the control of women and some are not we can clearly see this implemented in this case. Briarwood seems to have great opportunities for employees to excel and move up in the organization but it is not apparent that these opportunities are equal for both men and women. Also on an individual basis there is a lot of competition, even though competition is healthy at times, in this case it seems to be more hurtful that it is helpful and caused tension between employees. Also in many organizations the same way there are standards and guidelines that are clearly stated but with this promotion not information was provided to the people that were interested like Diane Williams of what the organization was looking for Diane Williamson felt like she should have been the one to be promoted to the vice president position, she is not receiving equal pay for her positions and that top management is not recognizing its employees achievements and not rewarding them for a job well done. Analysis Diane has worked there for many years and she had moved up in...
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...Diversity Defined Diversity is generally defined as acknowledging, understanding, accepting, valuing, and celebrating differences among people with respect to age, class, ethnicity, gender, physical and mental ability, race, sexual orientation, spiritual practice, and public assistance status (Esty, et al., 1995). The CIPD (2011) argues that managing diversity involves recognizing the differences in people and valuing, respecting and using these differences to support business performance. The world’s increasing globalization requires more interaction among people from diverse cultures, beliefs, and backgrounds than ever before. People no longer live and work in an insular marketplace; they are now part of a worldwide economy with competition coming from nearly every continent. For this reason, profit and non-profit organizations need diversity to become more creative and open to change. Maximizing and capitalizing on workplace diversity has become an important issue for management today. About DTTL’s commitment to diversity and inclusion DTTL was a founding signatory to UN Women's Empowerment Principles (WEP), launched by the United Nations Women and the United Nations Global Compact. DTTL is also a member of the IM WEP Leadership Group, which was created to help further promote the principles. DTTL and its member firms also contribute to the ongoing diversity and inclusion dialogue via thought leadership. This year, the DTTL Center for Corporate Governance issued...
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... Written exam: July 2, 2012, 02:00 p.m. HFU / WI Prof. Dr. G. Siestrup Examinations • Written exam: • Written report and presentation: 50% (Siestrup) 50% (Baier) • A total of 50% is required to pass the exam Prof. Dr. G. Siestrup HFU / WI Advanced Logistics Brief Contents • • • • • • • • • Part 1 Part 2 Part 3 Part 4 Part 5 Part 6 Part 7 Part 8 Part 9 Introduction to Logistics and Supply Chain Management International Issues in SCM Network Configuration and Networking SCM, Information Management and Information Technology Inventory Management Procurement and Outsourcing Synchronized Production and Distribution Coordinated Product and Supply Chain Design Customer Value and SCM Prof. Dr. G. Siestrup HFU / WI Some Comments • • • • Felix Uploads of slides and other documents Workshop books, e-books SCM-Lab Prof. Dr. G. Siestrup HFU / WI References • • Ballou, R. H. (2004): Business Logistics/Supply Chain Management. Prentice Hall. Harrison, T. P. / Hau, L. L. / Neale, J. J. (2003): The Practice of Supply Chain Management. Where Theory and Application Converge. Kluwer Academic Publishers. Simchi-Levi, D. / Kaminsky, Ph. / Simchi-Levi, E. (2003): Designing and Managing the Supply Chain. Concepts,...
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..."QUẢN LÝ ĐA DẠNG" VÀ CHIẾN LƯỢC VIỆC LÀM CHO NGƯỜI KHUYẾT TẬT TẠI HÀN QUỐC Đăng ngày: 2-08-2012, 17:10 Thực trạng của hệ thống việc làm mang tính bắt buộc dành cho người khuyết tật Tại Hàn Quốc, “tạo việc làm cho người lao động” vẫn đang là một trong những vấn đề kinh tế nóng hổi nhất. Ngay cả ở cấp địa phương, chính quyền, tập đoàn và các công dân đều đang tập trung những nguồn lực chung và riêng cho công tác tạo việc làm, đặc biệt là cho những lao động kém may mắn, bao gồm cả lao động là người nghèo và phụ nữ. Tuy nhiên, “việc làm cho người khuyết tật” vẫn là một vấn đề cần nhận được sự quan tâm lớn hơn ở đất nước này. Vào năm 1991, Hàn Quốc đã đưa ra “một hệ thống việc làm mang tính bắt buộc dành cho người khuyết tật”, trong đó, bao gồm một hạn ngạch việc làm. Hệ thống này đang ràng buộc các chính quyền trung ương và địa phương, các tổ chức công và các công ty tư nhân có 50 lao động thường xuyên trở lên. Cụ thể hơn, hệ thống này yêu cầu với các cấp chính quyền trung ương hay địa phương, các công ty quốc doanh, công ty trách nhiệm hữu hạn nhà nước một thành viên, lao động là người khuyết tật phải chiếm trên 3% lực lượng lao động thường xuyên. Với các công ty tư nhân, chính quyền cấp trung ương và địa phương (lực lượng lao động không phải là công chức), số lao động là người khuyết tật phải chiếm 2,7% vào năm 2010 so với 2% của năm 2009. Với mục đích dự tính số lao động là người khuyết tật cho các nhà tuyển dụng có 100 lao động thường xuyên, hạn ngạch đưa ra là 2,3%...
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