Legislation may only put the figure in the boardroom for example but without the same accountability and power, as well as pay, the figure means nothing. Legislation has mandated equal salaries for equal positions yet there are no true definitions as to what an equal position is. Women, for example receive very little middle management training so is their salary not worth less when they are moved up to the boardroom The answer here, again, may not be the legislation.
In the last 30 years, the global market place has become the way of business. To survive in that marketplace corporations must be diverse and able to use every bit of knowledge and ability that is contained within their very diverse staffs. Only those that are able to do this will be able to survive. Women are not only a major part of the workforce throughout the world but are also a major part of the purchasing force. Therefore, to not put them in an ideal position is a mistake. They know what is going to be purchased and what is not. Their ideas of how to work with other women, how to motivate them, and how to move their corporations forward will be essential.
Leverage is a word often used by corporations throughout the world.
Managing Diversity and Equality has been a very interesting class which has truly made me think about work and personal things in a whole different way. Diversity and equality belongs to everyone and it is apparent from all of the reading that we have completed in this class that diversity is extremely important to the corporate world if they are going to continue to be a part of a global marketplace…
‘Equality’ means that work-related discrimination should be removed in order to guarantee that each and every worker within a business organization is given equal work-related opportunities whereas ‘diversity’ is all about the need to value the differences between two or more different people.
On the whole, they will be diverse workforce in any organization, particularly in the organizations operating in the multicultural society and importantly in the Multinational Organizations as well. More importantly, some organizations will bring in diverse group of employees, when it feels its diversity aspect is not up to the recognizable levels.
Rajan and Harris (p 22 20030 studied five hundred UK firms to evaluate the impact of diversity management. Their qualitative assessment found that diversity can increase employee motivation and foster growth in the business while developing innovation from new ideas that come from having a diverse make up of employees.
Diversity on the other hand, is derived from a management term "managing diversity." This term is used to describe management practices wherein valuing the diversity of each individual employee to maximize quality output is its aim. It encompasses visible as well as non-visible individual differences (Sheard, A., 2007a).
This essay explores the nuances of diversity management, and examines some of the challenges that line managers face in adapting with a diversity policy for their team. The paper also studies some of the best practices exemplified by diversity practitioners in corporate, to seamlessly implement effective diversity practices in organizations.
The incident happened on a bus with two Black girls. I'm from Somali and I'm Muslim. They discriminated against my head scarf and the fact that I was not from the country. They kept referring to me as if I was in the wrong for living in United Kingdom even though they were from the Africa, themselves.
We will include in this discussion, examples of three companies, two of which have been successful for both employees and company and one that has only been successful for the company alone.
"Diversity is about empowering people and promoting the human spirit" (Clark, 2007).
The previous year, 2005, was witness to the largest ever influx of foreign workers to Britain, totalling approximately 400,000 (Salt and Miller, 2006). In addition to that, diversity statistics indicate that ethnic minority groups comprise approximately 8% of the current workforce; 25% are non-Christian; and around 12% are disabled.
practitioners of diversity management see corporate value and business case, in accepting cultural, ethnic, and gender differences in workforce; the degree of ownership amongst the line managers, who are the main touch-points with their team, seem to vary. Quoting a survey
The discussion of Hyman (1997 as cited in Kirton & Greene 2006) provides some additional explanation, acknowledging the manner in which people and more individualised life-style issues are developing part of the representation of trade union. These discussions have
9 pages (2250 words)Essay
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