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Books on the topic 'Importance of diversity management'

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Published: 4 June 2021
Last updated: 6 February 2022

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1

Rahnfeld, Claudia. Diversity-Management. Wiesbaden: Springer Fachmedien Wiesbaden, 2019. http://dx.doi.org/10.1007/978-3-658-23252-8.

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2

Thomas, R. Roosevelt. Management of Diversity. Wiesbaden: Gabler Verlag, 2001. http://dx.doi.org/10.1007/978-3-322-84445-3.

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3

Özbilgin, Mustafa F., Fiona Bartels-Ellis, and Paul Gibbs, eds. Global Diversity Management. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-19523-6.

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4

Buchenau, Peter, ed. Chefsache Diversity Management. Wiesbaden: Springer Fachmedien Wiesbaden, 2016. http://dx.doi.org/10.1007/978-3-658-12656-8.

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5

Özbilgin, Mustafa F., Ahu Tatli, and Karsten Jonsen. Global Diversity Management. London: Macmillan Education UK, 2015. http://dx.doi.org/10.1007/978-1-137-33436-7.

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6

Franken, Swetlana. Personal: Diversity Management. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-06797-7.

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7

Özbilgin, Mustafa F., and Ahu Tatlι. Global Diversity Management. London: Macmillan Education UK, 2008. http://dx.doi.org/10.1007/978-1-137-26059-8.

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8

Gutting, Doris. Diversity Management als Führungsaufgabe. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-09092-0.

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9

Hansen, Katrin, ed. CSR und Diversity Management. Berlin, Heidelberg: Springer Berlin Heidelberg, 2014. http://dx.doi.org/10.1007/978-3-642-55233-5.

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10

Merklein, Alexander. Diversity Management in Deutschland. Wiesbaden: Springer Fachmedien Wiesbaden, 2017. http://dx.doi.org/10.1007/978-3-658-19010-1.

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11

Struthmann, Sandra. Gender- und Diversity-Management. Wiesbaden: Springer Fachmedien Wiesbaden, 2013. http://dx.doi.org/10.1007/978-3-658-01630-2.

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12

Hansen, Katrin, ed. CSR und Diversity Management. Berlin, Heidelberg: Springer Berlin Heidelberg, 2017. http://dx.doi.org/10.1007/978-3-662-54087-9.

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13

Stangel-Meseke, Martina, Pia Hahn, and Linda Steuer. Diversity Management und Individualisierung. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-07485-2.

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14

Stewart, Rosemary, and Jean-Louis Barsoux. The Diversity of Management. London: Palgrave Macmillan UK, 1994. http://dx.doi.org/10.1007/978-1-349-13087-0.

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15

Hawksworth, David L., and Alan T. Bull, eds. Forest Diversity and Management. Dordrecht: Springer Netherlands, 2006. http://dx.doi.org/10.1007/978-1-4020-5208-8.

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16

Ronnie, Lessem, ed. Management development through cultural diversity. London: Routledge, 1998.

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17

Frintrup, Andreas, and Brigitte Flubacher. Diversity Management in der Personalauswahl. Berlin, Heidelberg: Springer Berlin Heidelberg, 2014. http://dx.doi.org/10.1007/978-3-642-41434-3.

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18

Boie, Steffen-Hinrich. Age Diversity Management in China. Wiesbaden: Springer Fachmedien Wiesbaden, 2014. http://dx.doi.org/10.1007/978-3-658-07567-5.

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19

Robinson-Easley, Christopher Anne. Beyond Diversity and Intercultural Management. New York: Palgrave Macmillan US, 2014. http://dx.doi.org/10.1057/9781137400864.

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20

Flood, Robert L. Diversity management: Triple loop learning. Chichester: J. Wiley, 1996.

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21

L, Hunt Portia, ed. Diversity leadership. Chicago, IL: Health Administration Press, 1996.

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22

1928-, Griffin Richard, and Hirsch Marcie Schorr, eds. Workplace diversity. Holbrook, Mass: Adams Publ., 1995.

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23

London, Anne. Managing employee diversity supplement. London: Dryden Press, 1992.

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24

Mahatma Gandhi Mission's Institute of Management Studies and Research, ed. Managing cultural diversity. Delhi: B.R. Pub. Corp., 2012.

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25

Measuring diversity results. Petaluma, CA: Global Insights Pub., 1997.

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26

Sinclair, Amanda. Women in management: Advantage through diversity. Melbourne: University of Melbourne. Graduate School of Management, 1988.

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27

Wagner, Dieter. Diversity-Management als Leitbild von Personalpolitik. Wiesbaden: Dt. Univ.-Verl., 2007.

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28

Cultural diversity management: A new perspective. San Diego, CA: Vista Multi-Cultural Group, 1992.

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29

Integrative management: Creating unity from diversity. Cambridge, Mass., USA: Basil Blackwell, 1991.

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30

Harris, Edina L. Insect habitats: Characteristics, diversity, and management. Hauppauge, N.Y: Nova Science Publishers, 2010.

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31

Dreas, Susanne A. Diversity Management in Organisationen der Sozialwirtschaft. Wiesbaden: Springer Fachmedien Wiesbaden, 2019. http://dx.doi.org/10.1007/978-3-658-20546-1.

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32

Wagner, Dieter, and Bernd-Friedrich Voigt, eds. Diversity-Management als Leitbild von Personalpolitik. Wiesbaden: DUV, 2007. http://dx.doi.org/10.1007/978-3-8350-9610-3.

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33

Gotsis, George, and Zoe Kortezi. Critical Studies in Diversity Management Literature. Dordrecht: Springer Netherlands, 2015. http://dx.doi.org/10.1007/978-94-017-9475-6.

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34

Hansen, Katrin, and Cathrine Seierstad, eds. Corporate Social Responsibility and Diversity Management. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-43564-0.

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35

Wächter, Hartmut, and Gertraude Krell. Diversity Management: Impulse aus der Personalforschung. Mering: Rainer Hampp Verlag, 2006.

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36

Oldenbroek, J. K., ed. Genomic management of animal genetic diversity. The Netherlands: Wageningen Academic Publishers, 2017. http://dx.doi.org/10.3920/978-90-8686-850-6.

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37

Sayles, Andre H. On diversity. Carlisle, PA: Strategic Studies Institute, U.S. Army War College, 1998.

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38

Öztürk, Mustafa Bilgehan, Ahu Tatli, and Mustafa Özbilgin. Global Diversity Management. Edited by Regine Bendl, Inge Bleijenbergh, Elina Henttonen, and Albert J. Mills. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780199679805.013.12.

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Diversity management is an increasingly mature field defined by a wide array of conceptual approaches and competing discourses of diversity. This chapter briefly reviews the field of diversity to locate our discussion of a crucial problematic in global diversity management: implementing global diversity management standards locally. We take the UK as the local context for our analysis, and report findings from a study funded by the Equal Opportunities Commission on the use of equality and diversity tools. Our empirical evidence underscores the importance of localities and specific contexts, and emphasizes that equality and diversity tools can serve as an effective resource for local diversity officers of global firms to progress their agendas for organizational change locally. In the UK context effective diversity management crucially hinges on securing the buy-in of businesses and providing context-sensitive toolkits to local diversity management officers and organizational change agents to ensure equality and inclusion.
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39

Ernst Kossek, Ellen, and Shaun Pichler. EEO and the Management of Diversity. Edited by Peter Boxall, John Purcell, and Patrick M. Wright. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199547029.003.0013.

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Human resource management of equal employment opportunity (EEO) and workforce diversity involves the development and implementation of employer policies and practices that not only create a diverse workplace, but foster a supportive culture to enable individuals from different backgrounds to be able to work together productively to achieve organizational goals. Ensuring EEO, and the creation of a work environment that capitalizes on the benefits of a diverse workforce, are of growing importance for organizational effectiveness. Most employees around the globe work in organizations with a diversity and multicultural dimension to their business. This article aims to discuss the HRM perspective regarding EEO and diversity. Towards this end, it defines core concepts, and then examines labor force shifts and other rationales for managing EEO/diversity. It concludes by discussing ‘how’ firms are managing these issues. Future research implications are integrated at the end of relevant sections.
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40

Dye, Kelly, and Golnaz Golnaraghi. Organizational Benefits through Diversity Management. Edited by Regine Bendl, Inge Bleijenbergh, Elina Henttonen, and Albert J. Mills. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780199679805.013.7.

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This chapter explores the business case for diversity as it is situated within the broader discourse of diversity management. Of interest is the ‘making of meaning’ in terms of how arguments in support of the organizational benefits of diversity management are communicated and thus legitimized. Although this chapter is dedicated to the specifics of the business case for diversity, a brief discussion of its origins within the evolution of the broader discourse of diversity management is included. Asking a series of fundamental questions, this chapter shows it is important to consider both the intended and unintended consequences of the reliance of the business case.
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41

Kaasila-Pakanen, Anna-Liisa. A Postcolonial Deconstruction of Diversity Management and Multiculturalism. Edited by Regine Bendl, Inge Bleijenbergh, Elina Henttonen, and Albert J. Mills. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780199679805.013.31.

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Because issues of workplace diversity are strongly affected by historical power relations, this chapter adopts a postcolonial perspective to critically review the notion of multiculturalism that underlies the current paradigm of diversity. To search for alternative grounds for the theoretical development of diversity management, multiculturalism is investigated as an instrument of control deeply connected to broader institutionalized power structures. Drawing on key insights from postcolonialism, it is argued that embracing multiculturalism has resulted in diversity research that is inappropriate for addressing the complex realities of cultural encounters in which identities and otherness are constructed in contemporary organizations. The chapter demonstrates that by relying on multiculturalism, diversity becomes presented through simplistic and fixed categorizations of identity and culture that reinforce inequalities. Stressing the importance of considering culture from a new perspective, and an alternative approach for theorizing cultural diversity through the concept of the third space is introduced.
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42

Roberson, Loriann, Carol T. Kulik, and Rae Yunzi Tan. Effective Diversity Training. Edited by Quinetta M. Roberson. Oxford University Press, 2013. http://dx.doi.org/10.1093/oxfordhb/9780199736355.013.0019.

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Diversity training is an important and widely used component of organizational diversity management initiatives. This chapter reviews theory and research on diversity training design, delivery, evaluation, and effectiveness. The review suggests that in the past 10 to 15 years of research, advancements have been made on several fronts. The research literature on diversity training includes frameworks for pretraining needs assessment, learning models to guide diversity training design choices, and empirical evidence of diversity training’s impact on training outcomes. However, the review also notes two major shortcomings. First, research has emphasized diversity training’s effect on short-term changes in trainees’ knowledge and attitudes, neglecting longer-term changes in their skills and behavior. Second, research has emphasized diversity training’s effect on individual-level learning outcomes, neglecting its impact on team- and organization-level outcomes. These shortcomings are unlikely to be addressed unless scholars and practitioners engage in more collaborative field-based research on diversity training.
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43

Bendl, Regine, Inge Bleijenbergh, Elina Henttonen, and Albert J. Mills, eds. The Oxford Handbook of Diversity in Organizations. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780199679805.001.0001.

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Diversity and its management has become a feature of modern and postmodern organizations. Different practices have spread around the globe focusing on the organizing and management of inclusion and exclusion of persons and identities based on different genders, sexual orientations, racial and ethnic backgrounds, ages, and (dis)abilities, as well as religious beliefs. Different diversity dimensions are identified and different explanations provided as to how and why these dimensions should be organized and ‘managed’ professionally. The discourses of equal opportunities, gender mainstreaming, and diversity management address these inclusion and exclusion processes each in their own ways while also intersecting. However, although increasingly recognized as important, the discourses of diversity are multifaceted and not without controversy. Furthermore, diversity management discourses and practices have the potential to reproduce both inclusion and exclusion. This book covers the rich and diverse field of diversity studies in organizations in one book. It presents the foundations of organizing and managing diversities, offers multidisciplinary, intersectional and critical analyses on key issues, and opens up fresh perspectives in order to advance the diversity debate. It also inspires new debates on diversity by encouraging scholars to broaden their research agendas and assists students and scholars to increase their understanding of the field and its current discussions. The authors are leading experts in the field from all over the world.
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44

Newman, Chris, and Andrew Byrne. Musteloid diseases: implications for conservation and species management. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198759805.003.0009.

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The role of disease in population regulation is often overlooked in ecology and conservation. Due to their diversity, the musteloids host a wide range of pathogens. These include diseases of commercial importance, such Aleutian mink disease virus which impacts mink ranching, or bovine tuberculosis leading to interventions to manage European badgers. Skunks and raccoons are major rabies hosts in North America, and because these small carnivores insinuate themselves into close proximity with people, they can pose substantial zoonotic risks. Musteloids also share diseases between species, such as mustelid herpes virus, canine distemper and infectious hepatitis viruses, along with a range of nematodes and protozoans; presenting a contagion risk when vulnerable musteloids are being conserved or reintroduced. Managing host density, vaccination and host isolation are thus the best tools for managing disease, where we advocate the UN-led ‘One Health approach, aimed at reducing risks of infectious diseases at the Animal-Human-Ecosystem interface
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45

Rubin, Olivier, and Rasmus Dahlberg. A Dictionary of Disaster Management. Oxford University Press, 2017. http://dx.doi.org/10.1093/acref/9780191829895.001.0001.

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Over 200 entriesThis new dictionary provides definitions of terms covering disaster research and management. It features practical terms, key concepts in disaster research from a social science perspective, and key organizations involved in disaster management, allowing readers to access definitions on the most important topics within this developing field.Terms include famine, disaster diplomacy, event-tree analysis, and humanitarian principles. Some are short and concise, while others elaborate on the history and diversity of complex concepts such as resilience or climate change. Illustrations and weblinks offer additional context and resources.This work focuses on the practical managerial dimension of disaster management and covers terms that a student of disaster management will need to understand. It is an essential reference source for students and professionals in this area.
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46

Georgiadou, Andri, Maria Alejandra Gonzalez-Perez, and Miguel R. Olivas-Lujan, eds. Diversity within Diversity Management. Emerald Publishing Limited, 2019. http://dx.doi.org/10.1108/s1877-6361201921.

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47

Georgiadou, Andri, Maria Alejandra Gonzalez-Perez, and Miguel R. Olivas-Luján, eds. Diversity within Diversity Management. Emerald Publishing Limited, 2019. http://dx.doi.org/10.1108/s1877-6361201922.

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48

Diversity Management. Routledge, 2008.

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49

Hansen, Katrin, and Hans-Jürgen Aretz. Diversity und Diversity-Management im Unternehmen. Lit, 2002.

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50

Buchenau, Peter. Chefsache Diversity Management. Springer Gabler, 2016.

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