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Essay / Research Paper Abstract
A 26 page paper that begins with introductory comments about diversity and the need for diversity plans in organizations. The writer reports there is no real theory of diversity management; it was first founded on regulations and court decisions. The business case perspective is explained and discussed. The discussion includes comments from the European Commission to illustrate the global nature of diversity management. The next section discusses diversity management in practice and includes expert opinions regarding the leadership changes that need to be made. How companies are implementing diversity and inclusion plans is discussed with examples from numerous real companies across the world. Benefits and progress reported by a number of companies are reported. Bibliography lists 20 sources.
Page Count:
26 pages (~225 words per page)
File: MM12_PGdvglbmg.rtf
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Unformatted sample text from the term paper:
Europe has faced an explosion in immigration resulting in diversity in European corporations (Iversen, 2000). As Iversen says: "The managerial role is becoming more complex and unpredictable, at the same
time the importance of good management is increasing" (2000, p. 3). The shrinking of the world, the global marketplace has resulted is a more competitive environment for all corporations, regardless
of location (Iversen, 2000). Managers are faced with challenges that were not even imagined two decades ago (Iversen, 2000). Corporations have a multicultural workforce when they are located only
in their home nation; when these corporations expand globally, they face even more difficult management challenges. Since the workforce is one place a company can gain a strong competitive advantage,
understanding the many different cultural norms and the different ways of conducting business in other regions in the world is essential for success. Addressing an American audience, David Kearns, who
is the retired president and CEO of Xerox Corp., said: "American business will not be able to survive if we do not have a large diverse workforce, because those are
the demographics. The company that gets out in front of managing diversity will have a competitive edge" (Copeland, 2003). Copeland (2003) commented: "Diversity is emerging as one of the most
serious issues in the workplace today, yet most employers are not prepared to deal with it. Nor are their managers," Even today, many people grow up with little real interaction
with other cultures (Copeland, 2003). This lack of exposure and understanding can lead to a great deal of conflict on the job. Diversity is required by many laws and
regulations in many countries and this is a catalyst for companies to develop and implement a diversity policy. However, in todays shrinking global world, having a diverse workforce leads to
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