Managing Diversity: Toward a Globally Inclusive WorkplaceSuccessful management of today’s increasingly diverse workforce is among the most important global challenges faced by corporate leaders, human resource managers, and management consultants. In the third edition of the award-winning book, Managing Diversity: Toward a Globally Inclusive Workplace, Michàlle E. Mor Barak argues that exclusion is among the most critical and pressing problems faced by today’s heterogeneous workforce. Using an original model for creating a globally inclusive workplace coupled with engaging real-world case studies, she outlines unique strategies for unleashing the embedded potential in a multicultural and diverse global workforce. First Edition: Winner of the 2006 Outstanding Academic Title Award from CHOICE Magazine and the 2007 Academy of Management's George R. Terry Book Award for “outstanding contribution to the advancement of management knowledge” |
Contents
INTRODUCTION AND CONCEPTUAL FRAMEWORK | 1 |
THE GLOBAL CONTEXT FOR DIVERSITY MANAGEMENT | 15 |
DIVERSITY LEGISLATION IN A GLOBAL PERSPECTIVE EQUALITY AND FAIRNESS IN EMPLOYMENT | 17 |
DISCRIMINATION EQUALITY AND FAIRNESS IN EMPLOYMENT SOCIAL POLICIES AND AFFIRMATIVEPOSITIVE ACTION PROGRAMS | 55 |
GLOBAL DEMOGRAPHIC TRENDS IMPACT ON WORKFORCE DIVERSITY | 77 |
SOCIOECONOMIC TRANSITIONS THE NEW REALITIES OF THE GLOBAL WORKFORCE | 99 |
SOCIAL PSYCHOLOGICAL PERSPECTIVES OF WORKFORCE DIVERSITY | 119 |
DEFINING DIVERSITY IN A GLOBAL CONTEXT PREJUDICE AND DISCRIMINATION | 121 |
DIVERSITY MANAGEMENT AND LEADERSHIP PARADIGMS RATIONALE AND KEY ELEMENTS | 217 |
AN OVERVIEW OF THE INCLUSIVE WORKPLACE MODEL MANAGING THE GLOBALIZED WORKFORCE DIVERSITY | 237 |
THE INCLUSIVE WORKPLACE LEVEL IINCLUSION THROUGH DIVERSITY WITHIN THE WORK ORGANIZATION | 241 |
THE INCLUSIVE WORKPLACE LEVEL IIINCLUSION THROUGH CORPORATECOMMUNITY COLLABORATIONS | 259 |
THE INCLUSIVE WORKPLACE LEVEL IIIINCLUSION THROUGH STATENATIONAL COLLABORATIONS | 277 |
THE INCLUSIVE WORKPLACE LEVEL IVINCLUSION THROUGH INTERNATIONAL COLLABORATIONS | 291 |
TOWARD A GLOBALLY INCLUSIVE WORKPLACE PUTTING THE PIECES TOGETHER | 305 |
APPENDIX | 311 |
VIVE LA DIFFÉRENCE? THEORETICAL PERSPECTIVES ON DIVERSITY AND EXCLUSION IN THE WORKPLACE | 153 |
CULTURE AND COMMUNICATION IN THE GLOBAL WORKPLACE | 175 |
INTERPERSONAL RELATIONSHIPS IN A GLOBAL WORK CONTEXT | 197 |
MANAGING A DIVERSE WORKFORCE IN THE GLOBAL CONTEXTTHE INCLUSIVE WORKPLACE | 215 |
| 325 | |
| 373 | |
ABOUT THE AUTHOR | 391 |
Other editions - View all
Managing Diversity: Toward a Globally Inclusive Workplace Michàlle E. Mor-Barak Limited preview - 2005 |
Common terms and phrases
Aboriginal affirmative action African American allochtoon Asian Australia Barefoot College barriers behavior benefits communication company’s context corporate country’s create cross-cultural cultural demographic Denny’s developing countries dimensions disabilities discrimination diversity climate diversity management economic employees employment environment equal ethnic Eurest European example fair trade gender global hijabs Hofstede Human Rights immigrants impact implementing improve inclusion-exclusion inclusive workplace increase individuals initiatives intergroup International International Labour Organization Journal legislation mental models migration Mor Barak Nestlé one’s opportunities organization’s organizational organizations palm palm oil participants people’s perceived perceptions population practices prejudice programs promote protection Psychology race racial relational mental models relationships result Retrieved sexual harassment sexual orientation social identity society South Africa stereotypes Tajfel theory tion today’s trends Unilever United Kingdom United Nations University women workers workforce diversity working-age