| Papers [1-14] of 100 :: [Page 1 of 8] | | Go to page : 1 2 3 4 5 6 7 8 —> | Search results on "INTERVENTION METHODS DIVERSITY COMPETENCE": |
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Intervention Methods and Diversity Competence, 2007.
This paper examines intervention methods used in organizations to promote gender diversity in the workplace.
1,741 words (approx. 7.0 pages), 5 sources, APA, £ 39.95
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Abstract
This paper evaluates methods organizations can adopt to help promote greater gender diversity. These methods include conducting annual diversity surveys, providing team building seminars and encouraging team building efforts within the organization. Such efforts lay the groundwork for building a culture that promotes diversity and encourages women to excel at all levels of the organization. It also works to provide women the tools they need to succeed within the organization and within a group setting.
Outline:
Intervention Methods and Diversity in the Organization
Direct Methods of Establishing Diversity Competence
Indirect Methods of Establishing Diversity Competence
Conclusions
From the Paper
"Traditional intervention methods may include various techniques and tools used to eliminate the cultural biases that exist within enterprises large and small. Intervention methods basically involved direct and indirect actions that one engages in to alter certain events or behaviors to improve the performance of a group and reduce behaviors considered undesirable (Garmston, 2004). Interventions may be helpful in promoting greater empowerment among groups that are traditionally singled out in the workplace, including women."
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Diversity Management: Why Engage in Diversity Training?, 2002.
Findings of the researcher on the topic of diversity management training.
896 words (approx. 3.6 pages), 4 sources, £ 22.95
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Abstract
This paper is the result of research done on diversity management training. A survey of employees was taken to determine how comfortable they felt in the present climate at the workplace The paper proves that in order to attract the most advantageous employees, diversity training may be utilized to enable employees to interact and understand one another better.
From the Paper
"In the workplace of today?s world there are often varying cultures and backgrounds to contend with, whether employee, employer, or client. In the case of this researcher, diversity training and management in the workplace is an issue, which Management may face. Having been faced with the issue, Management will need to determine the validity of diversity training and its place in the workplace, as well as the outcomes of such training and the benefits and detriments to the company as a whole."
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Humanitarian Intervention, 2004.
Examines to what extent there has been an emerging international norm of 'humanitarian intervention' and how successful attempts at humanitarian intervention have been.
2,320 words (approx. 9.3 pages), 10 sources, MLA, £ 50.95
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Abstract
This paper argues that humanitarian intervention, defined as military intervention in a state without the consent of its government, has become an international norm during the period since 1985. Since the U.N. is virtually always the primary agent of intervention, the paper begins by analyzing the reasons for the U.N.'s increasing number of interventions and why they are moving away from the traditional model and shifting towards humanitarian intervention without consent. The results of these interventions have varied, and the paper discusses three precedent-setting cases from the early 1990s in which the consent of parties as a requirement for U.N. humanitarian action was downgraded. Limited, focused humanitarian intervention has been successful, as exemplified by U.N. protection of Kurds in Northern Iraq. When the U.N. and U.S. intervened in Somalia, however, they lost their focus and took on large and varied tasks. In that case, intervention failed. Intervention also fails when it is done halfheartedly, and force is not used even when it is needed. This is what happened in the allied and U.N. humanitarian intervention in Bosnia. For each case study, the paper explains how it set a precedent in U.N. intervention practice, then analyzes the success or failure of the conflict and the causes for it. The effects of failed intervention are profound. The paper concludes by evaluating the U.N.'s role as the primary intervenor in conflicts since the 1980s.
From the Paper
"There was evidence of "elements of consent" to this in Yugoslavia. Full consent was impossible because of the number of parties and disputes about their status, but through the winter of 1992, interventionist actions were based in consent. But the Security Council's resolution referred obliquely to chapter VII and implied that if Yugoslav consent stopped the UN would continue with its plans. Subsequent resolutions have been written along similar lines. Eventually it became clear that consent and traditional mediation would not halt the fighting, help civilians, or bring a peace settlement. Bosnia never requested humanitarian assistance from the UN, but 4 June 1993, the UN authorized force to defend UN safe area in Bosnia. This was a landmark decision."
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Diversity in the Workplace, 2002.
An analysis of the effect of cultural diversity in the workplace and the use of diversity programs.
2,857 words (approx. 11.4 pages), 6 sources, MLA, £ 59.95
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Abstract
This paper discusses the issues relating to diversity in the workplace and why this diversity is essential to the globalization of a corporation as it promotes customer relations, product innovation and investment opportunities. In particular it investigates diversity programs and their impact on racial and ethical relations in the workplace. Through a literature review, it examines how programs such as affirmative action have created hostility and racial tension due to white racism and how the current diversity programs have created ethical tensions due to their inclusivity of a broad spectrum of people. It examines how racial tensions lower morale and have a negative influence on the attitudes of employees. It concludes with an explanation of why these programs are necessary and important and are here to stay despite their seemingly ineffectiveness.
From the Paper
"In the years following the formation of the Philadelphia Plan the concept of affirmative action was created. Affirmative action was designed to give minorities a fair opportunity to gain the education and employment that only whites had access to. Today the term affirmative action has been replaced with ?diversity programs?. While the basic concepts of the terms are virtually identical there are some obvious differences in their definitions. Affirmative action was designed primarily to help ethnic minorities while diversity programs cover a broader range of people to include homosexuals and those with physical and mental handicaps."
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Diversity Training, 2005.
A look at the importance of diversity training and diversity programs to the workplace.
721 words (approx. 2.9 pages), 10 sources, MLA, £ 17.95
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Abstract
This paper examines how diversity is an important feature of every corporation today and how it has also created alarming potential for discrimination and conflicts. It looks at how diversity management or diversity training helps employees understand their differences and resolve them amicably.
From the Paper
"Diversity programs focus "on making changes in the awareness and the attitudes of the participants. The strategy is to create changes that will have a long term positive impact on the organizational culture, with the objective of creating a safer and more productive working environment for all organizational members."(Karp et al. 2000) They aim at creating a more productive working environment where each employee feels valued and differences can be minimized. Diversity training programs also help HP personnel avoid discriminatory practices during hiring, firing, appraisal and disciplining of an employee. Diversity training plays the most dominant role in creation of a completely discrimination and conflict proof working environment."
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Diversity Training for Law Enforcement, 2008.
A discussion of diversity in an organization including a concrete proposal for a diversity training program in a law enforcement organization.
3,056 words (approx. 12.2 pages), 19 sources, APA, £ 63.95
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Abstract
This paper discusses the importance of effective diversity training for law enforcement. It discusses the dysfunction within the human resource management (HRM) of the organization in question, relative to diversity. The paper then provides background information on what true diversity is in an organization and offers a concrete proposal for a diversity training program.
Table of Contents:
Overview
Diversity
Proposal
Diversity Program Outline
Objectives of the Program
The Case for Diversity - Improving an Organization's Bottom Line
Communication--How to Improve and Teach It
Stereotypes in the Workplace--Use of Us/Them Mentalities
Listening--How to Improve It
Body Language--Non-Verbal Communication
The Organizational Cultural Audit
Budget Proposal for Diversity Program
Rationale for ROI
Rationale for Personnel Expenses
Non-personnel Expenses Rationale
From the Paper
"Diversity has been an important and highly sought after quality in organizations over the past twenty years. In some sense it has become the holy grail of organizational efficiency and awarded almost mythical status as a panacea for a lack of organizational vision and creativity. Diversity programs have been instituted in companies and organizations as diverse as Allstate is to Canon ("Diversity", 1998). Almost every organization, public or private, makes some attempt to address diversity its workforce. Diversity in the workforce is most often equated with racial and cultural dimensions and the development of these differences in an equitable and productive manner (Thomas & Ely, 2001). In all instances, diversity training and the development of diversity is meant to both improve the work environment as well as the underlying performance quotient of the organization."
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Diversity in Employment, 2004.
This paper presents a literature review and recommendations for the management of diversity in employment.
2,880 words (approx. 11.5 pages), 25 sources, MLA, £ 60.95
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Abstract
This paper explains that diversity in the workplace generally has been thought of as purely an employment equity issue; however, diversity is coming to be recognized as an asset, which, like any other asset, can be well managed and can contribute to the bottom line. The author points out that managing diversity is a challenge because it requires organizational change, which means fostering a cultural environment that values differences and maximizes the potential of all employees. The paper stresses that, above all, diversity means recognizing the uniqueness of another person whether that person is a customer or an employee.
Table of Contents:
Introduction
Diversity Defined
Diversity Pros and Cons
Diversity and Success
Diversity And Company Image
Management of Diversity
Diversity and Training
Organizational Values And Diversity
Conclusion
From the Paper
"First, establish your core values as an organisation and use this as a foundation on which to build you diversity strategy. Remember you're changing the culture of your organisation, and that is a very long and painstaking process. You must champion diversity personally. Without commitment diversity will not take root in your organisation. Celebrate diversity. Make an annual event out of celebrating diversity. Recognize and honor employees who practice diversity. That kind of recognition sends out a powerful message that your organisation is committed to diversity."
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General Model Of Government Intervention, 2002.
Looks at the use and effects of government intervention, and the best approach to intervention.
1,400 words (approx. 5.6 pages), 1 source, £ 37.95
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Abstract
The general model of government intervention is intended as an analytical framework to investigate the use and effects of government intervention. The model demonstrates that a strategic, direct, and coercive intervention is the preferable one for achieving goals.
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Diversity Management, 2006.
An in-depth analysis of diversity at the individual and organizational level.
5,605 words (approx. 22.4 pages), 20 sources, MLA, £ 96.95
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Abstract
This paper is an analysis of the characteristics of diversity, focusing on benefits, challenges and finally scrutinizing various techniques of managing the diversity at individual and organizational levels. It discusses the workforce in terms of diversity as a legal obligation and also changing workforce demographics due to organizations' needs. The paper aims at highlighting various characteristics of diversity while focusing on benefits, challenges and finally scrutinizing various techniques of managing the diversity at individual and organizational level.
Table of Contents:
Abstract
Introduction
What is Diversity
Reasons for Emergence of Diversity
Characteristics of Diversity
Different Communication Patterns
Benefits of Diversity
The Challenges
Individual Approaches to Managing Diversity
Organizational Approaches to Managing Diversity
Conclusion
References
Table-1: Salary Differentials
Table-2: Overall Population Growth and Racial Composition
From the Paper
"No two humans are alike. People are different not only in gender, culture, race, social and psychological characteristics but also in their perspectives and prejudices. Society had discriminated on these aspects for centuries. Women and minority groups were denied of their due rights. But not any more. Since 1960s, when federal legislation prohibited employment discrimination, minorities and female applicants have become the fastest-growing segment in the work force. Diversity makes the work-force heterogeneous. The work-force diversity used in the corporate world today is the varied characteristics of employees working in same organization. Despite the magnitude of the ethical, legal, economic, social, and political dimensions that define diversity initiatives in the workplace, the fields of human resource development and continuing professional education have yet to develop an integrated vision for creating more inclusive work environments. There are issues being raised. Dominant groups including top level managers are not fully prepared to accept the reality. There are communication problems as well. But then there are enormous benefits too. Organizations that are still lacking in this field will have to initiate measures to make their workforce diverse in order to compete or even survive in the coming decades."
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Educational Intervention, 2008.
This paper looks at educational intervention as it relates to minority groups.
4,441 words (approx. 17.8 pages), 14 sources, APA, £ 82.95
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Abstract
In this article, the writer discusses that in today's modern society, schools are sometimes forced to leave some children behind. However, for some multicultural students, the noble idea of not leaving a child behind has not yet been taken seriously with the general public and a lot of educational systems which includes special education. Furthermore, the writer notes that the progressions of credentials, assessment, categorization, placement, and instruction have truly meant to put down their cultural and linguistic differences. With that, it is apparent that school systems overlook multiculturalism and diversity especially in educational intervention, where the minority students are placed. The writer concludes that educational intervention is an issue in school systems because multiculturalism and diversity is not a main concern for those who are not a part of minority groups.
Outline:
Introduction
Addressing the Issue
Learning and Communicating Techniques
Culturally Responsive Teachers
Diversity and Multiculturalism in Preschool
Multiculturalism and Issues with Educational Intervention
Conclusion
From the Paper
"From the above techniques, it is apparent that some of the communication techniques can be used on a minority group of children within educational intervention to break down some of the cultural barriers. For example, prompting children for good behavior and using computers as a way to communicate with minority children can be extremely helpful until a proper way of communicating between the educator and student becomes establish, which they will feel comfortable with. Once a communication technique is established, it will become easier to understand one's another culture and way of thinking. Furthermore, educational intervention would be more accepting of multiculturalism and diversity, which means no child will be left behind despite their cultural differences."
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Diversity in the Work Place, 2002.
A study into effective strategies used by companies to achieve the goals of diversity in the work place.
14,091 words (approx. 56.4 pages), 41 sources, MLA, £ 176.95
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Abstract
The purpose of this study is to identify effective strategies that may be applied by employing organizations to attain diversity goals. Data was collected and analyzed from a sample of 32 private sector organizations with 500 or more employees. The study found that both functional and hierarchical diversity in organizations are related significantly to: diversity program structure, rank and file support for the program, community support for the program, top management support for the program, program participation requirements, and program communications. The paper includes charts and statistics as well as the questionnaire used in the study.
Contents:
Introduction to the Study
Statement of the Problem
Purpose of the Study
Importance of the Study
Scope of the Study
Rationale of the Study
Definitions of Terms
Overview of the Study
Review of the Literature
Introduction
Group Values and Social Identity
Formation and Roles of Groups
Governmental Framework for the
Management of Diversity
The ?Glass Ceiling? Issue
Alternative Explanations for the
Under Representation of Women in
Top Management
The Role of Achievement Motivation
Organizational Strategies for the
Management of Diversity
Dimensions of Diversity and
Diversity Management
Responses to Increased
Cultural Diversity
Discussion of the Literature
Review Findings
Literature Review Summary
Methodology
Introduction
Research Design
Hypotheses
Operationalizing the Variables
Population and Sample
Instrumentation and Data Collection
Data Analysis
Data Analysis
Overview of the Findings
Results of the Hypothesis Testing
Hypothesis 1 Results
Hypothesis 2 Results
Hypothesis 3 Results
Hypothesis 4 Results
Summary, Discussion and Recommendations
Summary of the Study
Discussion of the Findings
Recommendations for Further Research
Appendix
References
From the Paper
"Mandatory participation in diversity programs was found to be associated with the highest levels of diversity, and optional participation in diversity programs was found to be associated with higher levels of diversity than that found in organizations with no diversity programs. Program communication that was both frequent and scheduled was found to be associated with the highest levels of diversity, and programs were communication was sporadic were found to be associated with higher levels of diversity than that found in organizations with no diversity programs."
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Diversity Management, 2008.
An analysis of the relationship between diversity programmes and the success of minority workers in Dubai.
21,493 words (approx. 86.0 pages), 90 sources, APA, £ 176.95
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Abstract
This paper explores the relationships among variables related to the acceptance of diversity programmes by the majority of workers in Dubai. It looks at the relationship between the level of support and involvement of executives and managers and then discusses the success of diversity programmes as measured by the retention of minority employees.
Table of Contents:
Chapter I: Introduction to the Study
1.0 Introduction
1.1 Statement of the Problem
1.2 Purpose of the Study
1.3 Statement of the Research Questions
1.4 Hypotheses
1.5 Definition of Terms
1.6 Theoretical Framework
1.7 Relationship Among Variables and Controls
1.8 Assumptions
Chapter II: Review of the Literature
2.0 Introduction
2.1 The Meaning of Diversity in Organizations
2.2 Theoretical Frameworks of Cultural Diversity
2.3 Contingency Variables in the Cultural Diversity to Firm
2.4 Diversity Initiatives
2.5 Moderating Impact of Diversity Initiatives on the Diversity
2.6 Summary
Chapter III: Methodology
3.0 Introduction
3.1 Purpose of Study
3.2 Instrument
3.3 The Research Site
3.4 Summary
Chapter IV: Findings
5.0 Introduction
5.1 Subjects
5.2 Instrument Analysis
5.3 Summary
Chapter V: Discussion, Recommendations, Conclusion
5.0 Introduction
5.1 Discussion
5.2 Limitations of Study
5.3 Implications for Future Research and Practice
5.4 Conclusion
From the Paper
"Recommended managerial practice is to be active and follow the new trends of the diversify work environment. Managerial best practices include increasing the full benefit of diversity; management must promote understanding, value new cultures and differences, and demonstrate commitment to employee development. Diversity business best practices can be used to focus in diversity inclusion; competitive advantage; interpersonal relationships; new organizational culture; and the well-being of employees, stakeholders, and the corporation. When managed properly, the resource of diversity can improve organizational performance on the traditional goals of revenue growth, profitability, and maximization of resource unitization (Cox & Beale, 1997)."
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Diversity in the Workforce, 2002.
Examines the issue of diversity in the workforce and offers a positive assessment.
2,944 words (approx. 11.8 pages), 6 sources, APA, £ 61.95
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Abstract
This paper uses the example of Con Edison as a company that has successfully tapped into the talents of a diverse workforce. The paper discusses ways that companies can take advantage of the different cultural backgrounds of their employees and use these differences to benefit the company.
Defining Diversity
Tapping into Diverse Talents
How to Capitalize on Diversity
The Paradigm Shift from Diversity as Liability to Diversity as Opportunity
Incorporating Diversity into Decision Making
Corporate Strategies to Capitalize on Diversity
Communication Issues
From the Paper
"Con Edison is a major employer in the greater New York City area providing energy and energy-related products and services. In addition to the five boroughs of New York City, it serves Westchester County in New York and small areas of New Jersey and Pennsylvania. It is located in the area of the country that has long been the first destination of many people immigrating to the United States. In addition it has well-established ethnic communities comprised of the descendants of people who brought new cultures to New York City and then put down roots there. As a result, the employment pool for Con Edison is one of the most diverse in the nation, including people not only of both genders but also of all ages and ethnic backgrounds. "
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Diversity within Oranizations, 2008.
Examines the literature regarding the effect diversity has on organizational behaviors.
4,200 words (approx. 16.8 pages), 13 sources, MLA, £ 79.95
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Abstract
This paper describes studies that enable the understanding of the elements of cultural diversity, the factors that lead to a successful organization, the dilemmas confronted by organizations desiring to acquire and maintain organizational diversity and how diversity influences the operations of organizations. The paper also discusses some studies and theories such as 'social identification and categorization theory' and 'similarity/attraction theory', which show a negative link between diversity and organizational behaviors. The paper states that even though there have been studies and theories showing a negative relationship between diversity and organizational performance, there have been several studies and theories which show a positive link. These studies and theories are discussed at length in the paper, which attempts to show that diversity influences organizational behavior and is essential for positive organizational performances. Finally, the paper discusses the elements required to bring about positive organizational performances as a result of the efforts of diversity.
Table of Contents:
Abstract
Introduction
Discussion
Conclusion
From the Paper
"When HR practices agree with the generation of a workforce that has the talents required to transform diversity into a benefit, diversity is considered to give rise to positive performance results. In other organizations, but HR practices might unintentionally lead to teams which are different, however not dexterous with regard to diversity management. Such organizations are considered to have negative experience, like disruptive conflict as well as enhanced turnover that could inhibit the performance outcome."
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