...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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...Running head: Management of Diverse Workforce by Chinese-based Company Term Project Management of Diverse Workforce by Chinese-base Company Prepared by Yuyi Wang For Professor C.E. Reese In partial fulfillment of the requirements for BUS 673-Managerial Writing & Reporting School of Business/ Graduate studies St. Thomas University Miami Gardens, Florida Term A6/ Fall 2011 10/11/11 Table of Contents Term Project 1 Management of Diverse Workforce 2 1. Introduction 2 a) Objective 2 b) Organization of text 3 2. What is Diverse Workforce? 4 a) The definition of Workforce Diversity 4 b) Diverse Workforce in Chinese-based companies 5 3. The history of Workforce Diversity in Chinese-based companies 6 4. Management of workforce relationships by Chinese-based companies 7 5. Issues we are facing 13 Answers to the issues 16 References 20 Management of Diverse Workforce By Chinese-based Company 1. Introduction a) Objective In recent years, because of the greater level of industry segments, commercial links between different countries such as China, United States and European countries have become closer and closer. As the result of this development, many companies have changed their attentions. These companies have become more interesting in the international business. Owning to this growth of interest, many multinational corporations have been created. Once a multinational corporation has been founded, this company is going...
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...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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...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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...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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...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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...of workforce diversity in the performance of an organization Name: Institution: 1.0 Introduction Diversity in the workplace has for a longtime been viewed as a challenging issue to manage within an organization. The management therefore takes quite some time to ensure that the employees get along. This has to be done to enable every single employee feel engaged within the organization. The website identified for this study is Apple Company website. The company clearly highlights the reason it identifies diversity among its staff. The website also highlights on what it aims to benefit from a diverse force based on its quest for more innovation. When the term diversity is searched a series of plans the company has for diversity pop up (Apple, 2016). For instance the plans it has for the present workforce, future plans, job creation by identifying diversity, its policy on diversity and inclusion and diversity based jobs. The material on diversity is related to the organization’s plans for innovation as it targets to have a workforce that have different ideas that will enable it come up with unique products. The mission and goals are all inclined with the plans the company has for a diverse workforce (Apple, 2016). Potential employees and customers will be able to know by logging onto the website the immense opportunities the organization has and will not hesitate working with them. The information on diversity is current because the management has put in place...
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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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...Human Resource Management ■ Analyze the diversity Legal Framework. Introduction : Having the right people on staff is crucial to the success of an organization. Various selection devices help employers predict which applicants will be successful if hired. These devices aim to be not only valid, but also reliable. Validity is proof that the relationship between the selection device measures the same thing consistently. For example, it would be appropriate to give a keyboarding test to a candidate applying for a job as an administrative assistant. However it would not be valid to give a keyboarding test to a candidate for a job as a physical education teacher. If a keyboarding test is given to the same individual on two separate occasions, the results should be similar. To be effective predictors, a selection device must possess an acceptable level of consistency. Application forms: For most employers , the application form is the first step in the selection process. Application forms provide a record of salient information about the applicants for positions and also furnish data for personnel research. Interviewers may use responses from the application for follow-up questions during an interview. These forms range from requests for basic information , such as names ,addresses and telephone numbers, to comprehensive personal history profiles detailing applicants’ education , job experience...
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...Elements of Successful Organizational DiversityManagement Organizational Diversity Management Why is organizational diversity important? Historically, diversity in the workplace has been recognized as an employment equity issue. Now, however, diversity in the workplace is being recognized as a benefit that will contribute to an organization’s bottom line. Increased employee and customer satisfaction end up as increased productivity, all of which are measurable outcomes (Goff, 1998). Diversity goes beyond employment equity to nurturing an environment that values the differences and maximizes the potential of all employees, one that stimulates employee creativity and innovativeness (U.S. Merit Systems Protection Board (U.S. MSPB), 1993). To create an organizational culture that supports workforce diversity involves several important elements. These elements include a needs analysis, administrative and management support and commitment, education and training, culture and management systems changes and continuous follow-up and evaluation. Needs Analysis In many of my resources, a needs analysis was the second crucial element after senior management support and commitment. I feel a needs analysis should be prepared first to provide information to senior management in sequestering their support as well as to adequately determine workforce and organizational needs for creating a ...
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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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...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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...Besides, managers must determine diversity objectives in the basic function of management that is called planning (Allen et al., 2004). Human resource managers focus on equal employment opportunity and affirmative action legislation (Shen et al., 2009). Equal employment opportunity regulations are a tool to manage diversity and prevent discrimination in the workplace. In addition, these regulations include observing workplace rules, policies, practices, and behaviors to avoid unfairness between groups (women, disabled individuals, and members of racial, ethnic, and ethno-religious minority groups) (Wambui et al., 2013). Moreover, Booth et al. (2009) stated that the employer has to understand the policy of equal opportunities well to be applied...
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...Michael L. Braden |802 Walnut Dr. Clifton Park, NY 12065 |Email Address: mikebraden007@aol.com | |Cell Phones: (401) 477-9189 | | | Objective |Seeking a Construction Management position with a company that has goals for expansion and growth. | | Core Competencies & Traits |Client Relations ▪ Team Building ▪ Leadership ▪ Quality Assurance ▪ Safety & Health Detail Oriented ▪ Adaptable ▪ | | |Flexibility ▪ Self Starter ▪ Problem Solving Skills Communication Skills ▪ Contractor Management ▪ Commercial | | |Awareness Construction Knowledge ▪ Scheduling ▪ Coordination ▪ Progress Tracking ▪ Planning Technical Skills ▪ | | |Documentation ▪ Daily Reporting ▪ Dependable ▪ Positive Attitude Confidence ▪ Due Diligence ▪ Lessons Learned | ___________________________________________________________ |Experience |Mr. Braden has over 20 years of Industrial and Commercial Construction experience as, Project Construction Manager,| | |Superintendent & Quality Manager. Responsible for providing leadership and overseeing the entire Construction | | |project and...
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