Corporate Diversity Management: Implications for the U.S. Army?

1996 ◽  
Author(s):  
Maurice Buchanan
Keyword(s):  
Diversity Management ◽  
Management Implications ◽  
Corporate Diversity ◽  
The U.S

A “Flying High, Landing Soft” Platform for Supplier Diversity

2016 ◽  
pp. 72-84 ◽  
Author(s):  
Ye-Sho Chen ◽  
Nurhan Davutyan ◽  
İris Ersoy
Keyword(s):  
International Education ◽  
Global Economy ◽  
Diversity Management ◽  
Global Markets ◽  
Inclusive Growth ◽  
Supplier Diversity ◽  
Corporate Diversity ◽  
Global Supplier

Diversity management has emerged as a unique agenda of today's corporations in the global economy. One important area of corporate diversity management is supplier diversity, which is an inclusive growth program designed to help develop under-represented businesses into competitive suppliers of corporations. A major challenge of supplier diversity is that many minority suppliers lack the capability to deliver products which the corporate buyers need. Another major challenge is that few minority suppliers have the ability to participate in the global markets opportunities. We address these two problems by proposing an innovative “Flying High, Landing Soft” platform for international education in supplier diversity to help multinationals manage their global supplier diversity.

(Mis)managing diversity: exploring the dangers of diversity management orthodoxy

2016 ◽  
Vol 35 (1) ◽  
pp. 5-16 ◽  
Author(s):  
David Knights ◽  
Vedran Omanović
Keyword(s):  
Single Case ◽  
White Male ◽  
Historical Context ◽  
Diversity Management ◽  
Business Case ◽  
Content Type ◽  
Managing Diversity ◽  
Age Related ◽  
Research Interviews ◽  
Corporate Diversity

Purpose – The purpose of this paper is to challenge the dominance of the mainstream discourse and practice of diversity management (DM) by identifying and problematizing three distinct but related issues that it encompasses: first, its tendency to displace all alternative approaches; second, its general neglect of the social-historical context and third, its almost exclusive focus on the business case rationale for supporting diversity. Design/methodology/approach – Employing ethnographic research methods, the empirical material was collected in an international manufacturing corporation based in Sweden. It consists of three different, but interconnected approaches: archival research, interviews and observations. Findings – The paper shows that in neglecting power, identity, intersectionality and the changing socio-historical context of diversity, a well-meaning corporate diversity programme tended to obscure ethnic and age-related disadvantages at work. Research limitations/implications – The limitations of this research relate largely to its dependence on a single case study and the limited focus on diversity as it affected able-bodied, white male immigrant workers. A broader study of the multiplicity of types of discrimination and ways in which diversity is managed in a range of countries and organizations could facilitate a more in-depth exploration of these issues and arguments. Originality/value – Although not entirely new, the three arguments that have been drawn upon to discuss, analyse and illustrate DM through our data have rarely been brought together in one theoretical and empirical study.

Capability Trap of the U.S. Highway System: Policy and Management Implications

2017 ◽  
Vol 33 (4) ◽  
pp. 04017004 ◽  
Author(s):  
Jose Guevara ◽  
Michael J. Garvin ◽  
Navid Ghaffarzadegan
Keyword(s):  
Management Implications ◽  
The U.S ◽  
Highway System

Effective Diversity Management in the 21st Century

2013 ◽  
pp. 156-165
Author(s):  
William Gary McGuire
Keyword(s):  
Diversity Management ◽  
The United States ◽  
Education And Training ◽  
Myers Briggs Type Indicator ◽  
Organizational Diversity ◽  
Diversity And Inclusion ◽  
Consulting Psychology ◽  
The Military ◽  
And Training ◽  
The U.S

The chapter establishes who determines the effectiveness of organizational diversity management while providing a sustainment plan for the coming years. Additional experiences from the author as a diversity practitioner help to establish how culture impacts diversity effectiveness in the U.S. Military as well as business and industry in the United States. Finally, as personality types tend to validate certain behaviors in the international community with respect to culture, the U.S. Military and supporting commercial contractors could easily change the mindset of diversity leaders when they imply that personality type has no bearing on the culture of the occupied country and the willingness to win the hearts and minds (Patreaus, et al., 2006) of those occupied. The Consulting Psychology Press (CPP) and the Myers Briggs Type Indicator (MBTI) can help us to better understand the diverse personalities required to help make organizations effective. At the end of the day, organizational leaders (regardless of their affiliation with the military, education and training, or business and industry) who receive various forms of diversity and inclusion education and training can enhance their overall effectiveness and diversity management programs.

Information Services in the U.S. Economy: Value, Jobs, and Management Implications

2008 ◽  
Vol 50 (3) ◽  
pp. 12-30 ◽  
Author(s):  
Uday M. Apte ◽  
Uday S. Karmarkar ◽  
Hiranya K. Nath
Keyword(s):  
Information Services ◽  
Management Implications ◽  
The U.S

Milk Price Cycles in the U.S. Dairy Supply Chain and Their Management Implications

Agribusiness ◽  
2015 ◽  
Vol 31 (4) ◽  
pp. 507-520 ◽  
Author(s):  
Charles F. Nicholson ◽  
Mark W. Stephenson
Keyword(s):  
Supply Chain ◽  
Management Implications ◽  
The U.S

National Culture on Knowledge Sharing in the U.S. and China

2020 ◽  
pp. 81-108
Author(s):  
Yu-Wei Chang ◽  
Ping-Yu Hsu ◽  
Wen-Lung Shiau
Keyword(s):  
Knowledge Sharing ◽  
Cultural Differences ◽  
National Culture ◽  
Power Distance ◽  
Multinational Companies ◽  
Cultural Characteristics ◽  
Management Implications ◽  
National Cultures ◽  
Organizational Rewards ◽  
The U.S

A major challenge for multinational companies is how to motivate employees with different individual cultural characteristics and national cultures to share knowledge. The purpose of this study is to investigate the effects of individual and national cultures on knowledge sharing. Individual cultural characteristics are incorporated into the model as antecedents of knowledge-sharing motivations (organizational rewards, image, and reciprocal benefits). National cultural differences are examined by conducting studies with subjects in the U.S. and China. The results show that power distance is significantly related to reciprocal benefits in the U.S. but not in China. Individualism/collectivism is related to organizational rewards and image in the U.S. but not in China, while individualism/collectivism is significantly related to reciprocal benefits in China but not in the U.S. Uncertainty avoidance is significantly related to reciprocal benefits in the U.S. but not in China. This study provides knowledge-sharing practices and management implications for multinational companies.

Intersectionality, Leadership, and Inclusion: How Do Racially Underrepresented Women Fare in the Federal Government?

2019 ◽  
pp. 0734371X1988168
Author(s):  
Ashley Nelson ◽  
Jaclyn Piatak
Keyword(s):  
Public Administration ◽  
Federal Government ◽  
Significant Variation ◽  
Diversity Management ◽  
Representative Bureaucracy ◽  
Leadership Positions ◽  
Group Influence ◽  
Federal Employee ◽  
Underrepresented Groups ◽  
The U.S

Women continue to be underrepresented in leadership positions, but how does the intersectionality of being both a woman and from a racially underrepresented group influence leadership representation and inclusion in the U.S. federal government? This study answers the call of scholars to examine intersectionality that has received little attention in public administration despite the emphasis on representative bureaucracy and social equity. Drawing upon data from the Federal Employee Viewpoint Survey, we find that women from racially underrepresented groups are less likely to be supervisors and feel less included in the workplace. However, we find significant variation across dimensions of inclusion, where women from racially underrepresented groups are more likely to feel their workplaces are cooperative and empowering but less likely to view them as fair, open, or supportive. Findings illustrate the importance of examining both intersectionality and different aspects of inclusion to paint a more complete picture of diversity management efforts.

scholarly journals Demography, Human Rights, and Diversity Management, American-Style

2008 ◽  
Vol 2 (1) ◽  
pp. 1-40
Author(s):  
Peter H. Schuck
Keyword(s):  
Human Rights ◽  
Native Americans ◽  
Political Influence ◽  
Diversity Management ◽  
The United States ◽  
Cultural Norms ◽  
American System ◽  
Decisions To Leave ◽  
Governmental Intervention ◽  
The U.S

This paper uses diversity management as a placeholder for human rights policy. By diversity management, I mean those policy techniques that a society can use to deal with diversity, which include not only decisions to make diversity a subject of active legal and governmental intervention, but also decisions to leave diversity to informal, unregulated choices by individuals or civil society institutions. My discussion proceeds with particular reference to the United States, in part because it has been relatively successful in managing its diversity in recent decades—relative, that is, both to its own past (especially the pre-1965 period) and to the record of other countries today. (Serious, long-standing problems in the integration of certain minorities in the U.S. remain, most notably with respect to three groups: Native-Americans, “underclass” black men, and unskilled, often undocumented, immigrants.)An approach to diversity management “works,” in my view, if and to the extent that the country’s vulnerable minorities (a) enjoy some social mobility, (b) are integrated into the major institutions of society, (c) have access to political influence roughly proportional to their limited numbers, (d) are free to live according to their own group values and practices, and (e) do not feel deep alienation from the dominant cultural norms. By this definition, the American system works relatively well—with the qualifications and exceptions noted just above. The paper proceeds in three parts. Part I seeks to sharpen our understanding of diversity by analyzing several different ways of understanding and defining that idea, with a view to underscoring the significance of choosing one or another measure of it. Part II discusses two examples— multiracial individuals and anti-profiling laws—to illustrate the inevitable politicization of certain demographic categories when used for politicallysensitive purposes. Part III presents some distinctive and, in some cases, unique features of the American approach to diversity management. Most of these features, I argue, effectively advance the cause of minority mobility and integration, whereas some tend to undermine these goals.

Diversity Management and the Postdiversity Vision: An Applied Pragmatist Approach

2020 ◽  
Vol 47 (1) ◽  
pp. 48-76
Author(s):  
Thomas P. Galvin ◽  
Charles D. Allen
Keyword(s):  
Sexual Harassment ◽  
Gender Relations ◽  
Diversity Management ◽  
Don't Ask Don't Tell ◽  
The Future ◽  
Measures Of Performance ◽  
The U.S

The U.S. Military institutionalized diversity management to ensure equality of treatment and opportunity for members while eliminating discrimination in all its forms. But progress toward diversity goals has been inconsistent. For example, the U.S. Military’s implementation of the repeal of the Don’t Ask, Don’t Tell law was less successful in integrating transgender soldiers. Meanwhile, recent sexual harassment scandals show that progress is similarly fleeting in gender relations. In this article, we argue that while the aims of diversity management are important, they need an accompanying vision of what the future looks like after achieving those aims. The postdiversity vision includes more than the elimination of discriminatory behaviors; it describes what the defense establishment looks like and how it functions when diversity management is no longer required. Expressing this vision allows for more reliable and durable measures of performance and effectiveness of inclusion efforts.

Sign in / Sign up

Export Citation Format

Share Document