Individual diversity and psychology in organizations
Published:
c2003
Publisher:
John Wiley, Hoboken, NJ
Workplace initiatives to manage diversity seek to fully develop the potential of each employee and turn their unique skills into a business advantage. Such fostering of difference enhances team creativity, innovation and problem-solving and is...
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Bibliotheks-und Informationssystem der Carl von Ossietzky Universität Oldenburg (BIS)
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Bibliotheks-und Informationssystem der Carl von Ossietzky Universität Oldenburg (BIS)
Inter-library loan:
No inter-library loan
Location:
Bibliotheks-und Informationssystem der Carl von Ossietzky Universität Oldenburg (BIS)
Inter-library loan:
No inter-library loan
Workplace initiatives to manage diversity seek to fully develop the potential of each employee and turn their unique skills into a business advantage. Such fostering of difference enhances team creativity, innovation and problem-solving and is therefore a Workplace initiatives to manage diversity seek to fully develop the potential of each employee and turn their unique skills into a business advantage. Such fostering of difference enhances team creativity, innovation and problem-solving and is therefore an essential strategy for today's employers.Individual Diversity and Psychology in Organizations is an indispensable handbook for all those involved in managing diversity. Its academic and practice-oriented perspective is unique as it presents practical strategies and case studies alongside academic reviews, giving the reader a balanced overvie
Electronic reproduction; Available via World Wide Web
Individual Diversity and Psychology in Organizations; Contents; About the Editors; About the Contributors; Series Preface; Preface; Acknowledgements; PART I STRATEGIC APPROACHES TO DIVERSITY; 1 Developing Strategic Approaches to Diversity Policy; 2 The Importance of Diversity in Innovation; 3 Diversity in the Context of Business Ethics; 4 Managing Diversity: Developing a Strategy for Measuring Organizational Effectiveness; PART II LEGAL AND CULTURAL ISSUES; 5 Management of Diversity in the UK-the Legal and Psychological Implications
6 Affirmative Action as a Means of Increasing Workforce Diversity7 Principles and Practice of Gender Diversity Management in Australia; 8 Organizational Efforts to Manage Diversity: Do They Really Work?; 9 Managing Diversity: Caste and Gender Issues in Organizations in India; PART III SPECIFIC FORMS OF DIVERSITY; 10 Gender Diversity and Organizational Performance; 11 Analysing the Operation of Diversity on the Basis of Disability; 12 Managing Racial Equality and Diversity in the UK Construction Industry; 13 Is Diversity Inevitable? Age and Ageism in the Future of Employment
PART IV DIVERSITY TRAINING AND ITS EFFECTIVENESS14 Designing a DiversityTraining Programme that SuitsYour Organization; 15 Diversity Issues in the Mentoring Relationship; 16 Networking and the Modernization of Local Public Services: Implications for Diversity; 17 Workable Strategies and Effectiveness of Diversity Training; PART V RECOGNIZING STEREOTYPES, ATTITUDES AND BIAS; 18 What You See Is What You Get: Popular Culture, Gender and Workplace Diversity; 19 Male Managers' Reactions to Gender Diversity Activities in Organizations; 20 Bias in Job Selection and Assessment Techniques
PART VI THE FUTURE-THE MANAGEMENT OF DIVERSITY BEYOND THE MILLENNIUM21 Cultural Diversity Programmes to Prepare for the Twenty-first Century: Failures and Lost Opportunities; 22 Cultural Diversity in the IT-Globalizing Workplace: Conundra and Future Research; 23 The Future of Workplace Diversity in the New Millennium; Index
Dealing with diversity
Published:
c2003
Publisher:
Information Age Publ, Greenwich, Conn
Diversity in the workplace has made significant progress in United States companies. Unfortunately, much of the apparent progress has been at the surface level of diversity (Hiller Day, 2004), where readily visible characteristics identify people of...
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Diversity in the workplace has made significant progress in United States companies. Unfortunately, much of the apparent progress has been at the surface level of diversity (Hiller Day, 2004), where readily visible characteristics identify people of varying genders, ages, ethnicity, and religions. What are needed are prescriptions, based on solid theory and research, that will allow the deep-level diversity to transform well intentioned affirmative action programs from their old reliance on surface-level diversity to a new reliance on deep-level diversity. It is our hope that this volume will stimulate the scholarly activity needed to make progress toward the above stated goal of making deep-level diversity the benchmark of human progress in the workplace.
Title from title screen. - Includes bibliographical references
Title from title screen
George B. GraenLMX and teamwork : the challenges and opportunities of diversity / Nathan J. Hiller & David V. Day: Role making onto the starting work team using LMX leadership : diversity as an asset
Ceasar Douglas ... et al.: Organizational and social influences on leader-member exchange processes : implications for the management of diversity
S. Gayle Baugh, Terri A. Scandura, and Claudia C. Cogliser: Leadership development in the context of diversity
Gail T. Fairhurst & Stephanie Rhea Hamlett: The narrative basis of leader-member exchange
George B. Graen: Interpersonal workplace theory at the crossroads : LMX and transformational theory as special cases of role making in work organizations
Diane M. Sullivan, Marie S. Mitchell & Mary Uhl-Bien: The new conduct of business : how LMX can help capitalize on cultural diversity
Rick D. Hackett ... et al.: LMX and organizational citizenship behaviour : examining the links within and across western and Chinese samples
