 |
 |
BOOK TITLE: Managing Diversity.
>>
|
|
|
Chapter
|
Buy
this book for only £6.99 
 |
|
1
|
Introduction
to Managing Diversity
This introduction to managing diversity stresses the benefits
to organizations of making the fullest use of the skills and
experience of the diversity of staff that can often be found
in even small organizations. This theme will be expanded throughout
this material.
|
|
2
|
What
is Managing Diversity?
In essence, managing diversity is about using all of the talents
available to the organization without resorting to ethnocentricity
and stereotyping. Managing diversity sounds easy in theory
but in practice our prejudices may be part of our cultural
upbringing and it may take considerable effort, and even soul-searching,
to free ourselves from them. The rewards, however, are well
worth the effort. By understanding each worker and where he
or she is coming from, a manager can select the right motivators
for that person and thus produce the best results.
|
|
3
|
The
Evolution of Managing Diversity
The world has become a much smaller place in the twentieth
century as the speeds of communications and transportation
increased dramatically. Steamships and railways allowed for
mass emigration especially from Europe to North America, with
over 12 million people leaving Europe for the US between 1892
and 1924. Towns and cities have also grown, with their populations
spreading out from the center. Transportation systems have
meant that workers no longer need to live near to their place
of work, which provides more choice for the employees and
a more diverse workforce for the employer. The early work
on scientific management by Taylor in the late 1890s proposed
a very mechanistic management style that treated all workers
on an equal basis, with motivation based purely on financial
incentive. Current thinking suggests that different motivational
factors affect different people at varying stages of their
careers, and that diverse styles of management contingent
upon particular situations may be more effective. Equity is
a more useful concept than equality, implying fairness.
|
|
4
|
The
E-Dimension in Managing Diversity
Mutual understanding lies at the heart of managing diversity.
Improved ICT, using the synergy of the telephone, e-mail,
and the Internet, can make it much easier for organizational
communications to reach the most remote parts of the organization
speedily and efficiently. Managers need to be aware, however,
of the dangers of isolation and a lack of a personal approach,
and must recognize that these can be demotivators to members
of staff. No matter where a member of staff is located, ICT
should be used sensitively to weld the organization together,
and every opportunity should be taken to show employees that
they are recognized and valued.
|
|
5
|
The
Global Dimension of Managing Diversity
Globalization has grown as communications and transportation
links have increased. As organizations become more global,
so they and their indigenous staff need to take on board the
cultures and the social customs of the areas in which they
wish to operate. The cultural issues may include hierarchies,
gender, the family, age, social structure, disability, the
relative influence of the state versus the individual, religion,
and legal issues affecting employment. These issues are also
referred to in Chapter 6. Language is a vital feature of business,
and it is important to understand that there are many variations
of widely-used languages.
|
|
6
|
The
State of the Art of Managing Diversity
Different cultures have different facets that may affect the
way business is conducted. Contingency theory suggests that
there is no single best method of managing ? a manager should
use the techniques best suited to the situation and the people
involved. Organizations develop their own cultures, and these
need to be recognized and understood. Cultural change is slow
and generational. Migrations in the twentieth century led
to much greater diversity within the workplace. The roles
in the workplace of women, the disabled and the more elderly
have changed, and equity has become the objective. Men and
women are different, but complementary, in terms of employment.
Team role theory suggests that a diverse group may be more
effective than a homogenous one. It is possible to legislate
against discrimination, but there is a need to educate against
prejudice.
|
|
7
|
Managing
Diversity Success Stories
Coca-Cola global operations using a diverse workforce; British
Airways global training for a diverse workforce; Mitsubishi
Heavy Industries the Boeing 777 passenger doors.
|
|
8
|
Key
Concepts and Thinkers in Managing Diversity
A glossary of terms; Key thinkers.
|
|
9
|
Resources
for Managing Diversity
Books; Journals; Software; Web sites.
|
|
10
|
Ten
Steps to Making Managing Diversity Work
The ten steps to making managing diversity work are: Know
the culture of the organization; Find out about the culture
of the area, region or country; Understand the culture of
the individual or group of employees; Understand the nature
of the business; Understand yourself; Be sensitive; Encourage
diversity; Equity/equality; Educate against prejudice; Act
against discrimination.
|
|
|
