Individual Diversity and Psychology in OrganizationsMarilyn J. Davidson, Sandra L. Fielden John Wiley & Sons, 06/02/2004 - 464 páginas 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 overview of each topic. The team of expert authors examine international issues in diversity, such as:
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Página vi
... STEREOTYPES, ATTITUDES AND BIAS 18 19 20 What You See Is What You Get: Popular Culture, Gender and Workplace Diversity 297 Alison Sheridan and Jane O'Sullivan Male Managers' Reactions to Gender Diversity Activities in Organizations 313 ...
... STEREOTYPES, ATTITUDES AND BIAS 18 19 20 What You See Is What You Get: Popular Culture, Gender and Workplace Diversity 297 Alison Sheridan and Jane O'Sullivan Male Managers' Reactions to Gender Diversity Activities in Organizations 313 ...
Página xxiv
... stereotypes, attitudes and bias in relation to diversity within organizations. Alison Sheridan and Jane O'Sullivan argue that representations of gender and work in popular cultural texts (such as mainstream Hollywood cinema), contribute ...
... stereotypes, attitudes and bias in relation to diversity within organizations. Alison Sheridan and Jane O'Sullivan argue that representations of gender and work in popular cultural texts (such as mainstream Hollywood cinema), contribute ...
Página 7
... stereotypes of male and female attributes. When evaluating male candidates, involvement in sport was a definite advantage, whereas a female's sporting achievements were read as indicative of a 'very narrow existence' (1990: 147) ...
... stereotypes of male and female attributes. When evaluating male candidates, involvement in sport was a definite advantage, whereas a female's sporting achievements were read as indicative of a 'very narrow existence' (1990: 147) ...
Página 8
... stereotyped characteristics, which are believed to be linked to gender, race (Liff & Dickens, 2000) and to some extent ... stereotypes and prejudices simply because the organization states that it values diversity. To summarize ...
... stereotyped characteristics, which are believed to be linked to gender, race (Liff & Dickens, 2000) and to some extent ... stereotypes and prejudices simply because the organization states that it values diversity. To summarize ...
Página 13
... stereotypes of the 'traditional' worker, instead of accommodating diversity (in this case the needs of part-time workers) (Skinner, 1999). In contrast, in the Australian context positive benefits of diversity training have been ...
... stereotypes of the 'traditional' worker, instead of accommodating diversity (in this case the needs of part-time workers) (Skinner, 1999). In contrast, in the Australian context positive benefits of diversity training have been ...
Índice
PART II LEGAL AND CULTURAL ISSUES | 77 |
PART III SPECIFIC FORMS OF DIVERSITY | 171 |
PART IV DIVERSITY TRAINING AND ITS EFFECTIVENESS | 237 |
PART V RECOGNIZING STEREOTYPES ATTITUDES AND BIAS | 295 |
PART VI THE FUTURETHE MANAGEMENT OF DIVERSITY BEYOND THE MILLENNIUM | 353 |
Index | 403 |
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Individual Diversity and Psychology in Organizations Marilyn J. Davidson,Sandra L. Fielden Visualização de excertos - 2003 |
Palavras e frases frequentes
AA programmes achieve affirmative action approach argue assessment attitudes Australian behaviour business ethics career cent chapter climate commitment companies context demographic disability Disability Discrimination Act disadvantaged discrimination diverse workforce diversity initiatives diversity management diversity policy diversity training employees employment employment tribunal environment equal opportunities equity ethnic minorities example focus gender gender diversity global goals harassment identify impact important increased India individual industry innovation International interviews Journal labour leadership legislation Linnehan London male managerial managing diversity measures mentee mentoring networks OFCCP older workers organization’s organizational culture organizational effectiveness organizations outcomes part-time participants perceptions performance perspective positive practices problem promotion public sector race racial recruitment relationship Review role selection senior sexual sexual harassment skills social specific stereotypes strategy studies suggests training programme UMIST University University of Warwick value diversity workplace