scholarly journals Diversity Management Programs: California Local Governments’ Approach to Achieving Representative Bureaucracy

2021 ◽  
Author(s):  
◽  
Adrian Cudal ◽  
Keyword(s):  
Best Practices ◽  
Local Governments ◽  
Census Data ◽  
Diversity Management ◽  
Representative Bureaucracy ◽  
Public Organization ◽  
Full Potential ◽  
Diverse Workforce ◽  
Bay Area ◽  
American Employees

Attaining representativeness in a bureaucracy, or the ability for a public organization to mirror the diversity of its constituents, is argued to be a key element to effective and efficient governance. Studies show that implementing diversity management programs can help organizations become more representative and, at the same time, maximize the full potential of their diverse workforce. This study examined the existing and developing diversity management programs in each of the nine Bay Area county organizations and measured the representativeness of each. These programs were analyzed by benchmarking them against the International Personnel Management Association's (IPMA) diversity management best practices list. Representativeness was gauged by comparing the ethnic makeup of each county organization's workforce against the ethnicity of the population it is serving and its available labor market using the most recent census data. Although diversity management has been around for decades, implementing diversity management programs for most nine Bay Area county organizations is either at the beginning stages or is not a top priority. Moreover, data on representation show that though the Black or African American employees are well represented across the nine Bay Area county organizations, underrepresentation is still prevalent, particularly with the Hispanic and Asian employee group, especially at the leadership level. These findings suggest that most county organizations in the Bay Area still need to create a more representative workforce. Developing strategies, such as implementing robust diversity management programs that can help improve the recruitment and retention of a diverse workforce could solve this discrepancy.

Diversity management in tourism and hospitality: an exploratory study

foresight ◽  
2017 ◽  
Vol 19 (3) ◽  
pp. 323-336 ◽  
Author(s):  
Ruchika Malik ◽  
Tanavi Madappa ◽  
Jaya Chitranshi
Keyword(s):  
Best Practices ◽  
Cultural Diversity ◽  
Secondary Data ◽  
Diversity Management ◽  
Tourism Industry ◽  
Complex Nature ◽  
Content Type ◽  
Diverse Workforce ◽  
Hospitality And Tourism ◽  
Hospitality And Tourism Industry

Purpose The hospitality and tourism industry has seen an increase in organizations operating internationally, bringing people from diverse cultural backgrounds together. The authors aim to help clarify that with a lack of awareness and understanding about diversity, many problems arise in terms of effective intercultural communication between managers and employees and employees and the customers. This paper helps in answering the questions related to the importance of cross cultural management, the intercultural issues faced by an organization, the best practices for diversity management and the future of cultural diversity. Design/methodology/approach The authors have carried out a review-based research of 60 papers relevant to the topic. The study has been restricted to secondary data consisting of research in the area of managing cultural diversity. Findings The researchers have concluded that there are different dimensions of cultural diversity and thus policies and programs to manage it have to be carefully implemented and integrated. Also, managers need to identify the current gaps in the organization in terms of diversity management to take the necessary steps for building a harmonious relationship between expatriates and the local employees. Originality/value The study addresses the complex nature of cultural diversity and the management issues of multiculturalism within the hospitality and tourism industry. The authors have made an effort to identify the best practices and programs for managing a diverse workforce which may also improve engagement and retention levels through radical inclusion of employees.

scholarly journals Monitoring streets through tweets: Using user-generated geographic information to predict gentrification and displacement

2021 ◽  
pp. 239980832110253
Author(s):  
Karen Chapple ◽  
Ate Poorthuis ◽  
Matthew Zook ◽  
Eva Phillips
Keyword(s):  
Big Data ◽  
San Francisco ◽  
Census Data ◽  
San Francisco Bay Area ◽  
Demographic Data ◽  
Activity Patterns ◽  
Neighborhood Change ◽  
Housing Affordability ◽  
Bay Area ◽  
Media Data

The new availability of big data sources provides an opportunity to revisit our ability to predict neighborhood change. This article explores how data on urban activity patterns, specifically, geotagged tweets, improve the understanding of one type of neighborhood change—gentrification—by identifying dynamic connections between neighborhoods and across scales. We first develop a typology of neighborhood change and risk of gentrification from 1990 to 2015 for the San Francisco Bay Area based on conventional demographic data from the Census. Then, we use multivariate regression to analyze geotagged tweets from 2012 to 2015, finding that outsiders are significantly more likely to visit neighborhoods currently undergoing gentrification. Using the factors that best predict gentrification, we identify a subset of neighborhoods that Twitter-based activity suggests are at risk for gentrification over the short term—but are not identified by analysis with traditional census data. The findings suggest that combining Census and social media data can provide new insights on gentrification such as augmenting our ability to identify that processes of change are underway. This blended approach, using Census and big data, can help policymakers implement and target policies that preserve housing affordability and protext tenants more effectively.

scholarly journals Antecedents and Outcomes of a Culturally Diverse Workforce in Hotels

2021 ◽  
pp. 109634802098690
Author(s):  
Ashokkumar Manoharan ◽  
Michael J. Gross ◽  
Shruti R. Sardeshmukh
Keyword(s):  
Cultural Diversity ◽  
Group Dynamics ◽  
Social Identity Theory ◽  
Culturally Diverse ◽  
Research Evidence ◽  
Diversity Management ◽  
Diverse Workforce ◽  
The Social ◽  
Semistructured Interviews ◽  
Hospitality Firms

The topic of cultural diversity in hospitality firms has been somewhat neglected in the abundant research on cultural diversity in organizations. To overcome the gap, the purpose of the research was to examine the antecedents and outcomes of employing a culturally diverse workforce in hotels. Results from semistructured interviews showed there are four antecedents for the increase in cultural diversity and outcomes reflect significantly more benefits than challenges. Our findings suggest the benefits of cultural diversity come from the informational advantages, supporting the processing perspective. The challenges of diversity are rooted in the social categorization and in-group-out-group dynamics, lending support to the social identity theory. This study advances diversity literature based on research evidence of the various antecedents and outcomes in employing a culturally diverse workforce. Implications for diversity management are offered so the benefits may be sustained, and the challenges may be minimized in hospitality firms.

Trends in Public–Private Pay Parity in State and Local Governments

2016 ◽  
Vol 38 (3) ◽  
pp. 303-331 ◽  
Author(s):  
Gregory B. Lewis ◽  
Rahul Pathak ◽  
Chester S. Galloway
Keyword(s):  
Private Sector ◽  
Labor Economics ◽  
Local Governments ◽  
College Graduates ◽  
Census Data ◽  
State Governments ◽  
Public Employees ◽  
Total Compensation ◽  
Economics Model ◽  
State And Local

Have state and local governments (SLGs) achieved pay parity with the private sector? The answer depends on how one defines parity. Using a standard labor economics model on U.S. Census data from 1990 to 2014, we find different patterns if we focus on pay, on pay plus benefits, or on total compensation within an occupation. All approaches indicate that pay is higher in local than in state governments and that Blacks, Hispanics, and employees without college diplomas earn higher pay in SLGs than in the private sector. In contrast, Whites, Asians, and college graduates are less likely to enjoy higher pay working in SLGs than in the private sector. Unsurprisingly, states with more liberal and Democratic legislatures pay public employees better, relative to workers in the private sector.

Community dynamics in Fijian coral reef fish communities vary with conservation and shark-based tourism

2019 ◽  
Vol 25 (4) ◽  
pp. 363
Author(s):  
Mallory G. McKeon ◽  
Joshua A. Drew
Keyword(s):  
Community Dynamics ◽  
Local Community ◽  
Census Data ◽  
Fish Abundance ◽  
Full Potential ◽  
Community Members ◽  
Composition And Structure ◽  
Feeding Methods ◽  
Abundance And Diversity ◽  
Unprotected Area

Marine protected areas (MPAs) effectively improve the biomass and diversity in heavily exploited marine systems, but often fail to reach their full potential because they require more space, time, and consistency of regulation. Recently, shark-based tourism, which utilises some of the remaining shark strongholds as tourism hotspots, has brought about increased awareness to exploited reef systems. In Fiji, specifically, shark diving companies include local community members in their operations to promote better understanding of their reefs. We seek to investigate whether seemingly denser shark populations during feeding times influence community composition and structure. Visual census data were collected from 50-m belt transects at four different reefs in Fiji: two MPAs with shark-based ecotourism with food provisioning, one MPA without shark-based ecotourism, and one unprotected area without shark-based tourism. Paradoxically, indices of evenness and diversity were highest in the non-protected site. However, there was significantly higher fish abundance and species diversity within reserves than outside of reserves. Within reserves, sites with shark feeding had lower fish abundance and higher richness, diversity, and evenness. Mean trophic level was highest at sites with shark feeding. Use of chum increased average fish abundance and diversity within shark-dive sites. These results indicate that there are evident differences between MPAs that do and do not offer trophic supplementation for shark-based ecotourism. Thus, tourism may be facilitating a shift of ecosystem composition in such areas. Furthermore, the results suggest that feeding methods may augment the impacts of shark-based tourism on the reef at large.

scholarly journals Diversity management in the workplace: beyond compliance

Curationis ◽  
2009 ◽  
Vol 32 (2) ◽  
Author(s):  
N.S. Gwele
Keyword(s):  
Interpersonal Relationships ◽  
Diversity Management ◽  
Professional Status ◽  
Organizational Goals ◽  
Diverse Workforce ◽  
Managing Diversity ◽  
Legal Obligations ◽  
The Social ◽  
Success Indicators ◽  
Economic Landscape

Diversity management is not a numbers game. Diversity management is a holistic and strategic intervention aimed at maximizing every individual’s potential to contribute towards the realization o f the organization’s goals through capitalizing on individual talents and differences within a diverse workforce environment. Managing interpersonal relationships within a diverse workforce environment presents a number of challenges related to changes in the social, legal and economic landscape, individual expectations and values as well as the inevitable change in organizational culture (Chartered Institute of Personnel and Development 2005: 1-7). Whether or not organizations are effective in managing diversity is a function of senior managements’ commitment, and the perceived centrality of diversity management by all those who populate the institution’s workspace. Above all it should be clear to all employees, irrespective of race, gender, or vocational/professional status, that each and every one of them has something of value to contribute towards the realization of the institution’s mission and goals. It is crucial to determine clear and manageable success indicators, focusing not only on compliance with legal obligations to include and/or increase the number of employees from the underrepresented and designated groups, but also on strategic intervention strategies to be used to promote and nurture individual talent and potential toward the realization of both individual aspirations and organizational goals re-quality patient outcomes.

scholarly journals Agile and Lean approaches: possibilities of application in local self-government bodies of Ukraine

2020 ◽  
Vol 8 (6) ◽  
pp. 70-80
Author(s):  
Olena Bortnik
Keyword(s):  
Local Government ◽  
Best Practices ◽  
Public Administration ◽  
Continuous Improvement ◽  
Local Governments ◽  
Management Practices ◽  
Mutual Influence ◽  
Management Systems ◽  
Iso Standards ◽  
Private And Public

The article considers the concepts and history of Agile and Lean, the possibility of application in local self-government in Ukraine, analysis of the experience of local government in other countries. The aim of the article is to find ways to learn the best experience to improve the work of local self-government in Ukraine.Foreign publications related to the possibility of implementing the Agile methodology in the field of public administration and local self-government are analyzed. Examples of interaction and mutual influence of Agile and Lean are given. Demonstrates how references in international ISO standards to the above-mentioned methodologies, values and ways of thinking are used. ISO standards for management systems are universal and can be applied by both private and public sector organizations. One of the main ideas behind the standards is continuous improvement based on the PDCA cycle, and organizations that have implemented management systems such as ISO 9001 can use international best practices, tools and techniques to improve efficiency and effectiveness, satisfaction of customers and other interested parties and reduce unwanted losses. Such methods are those which are considered in this article. Historically, most management practices have emerged in the private sector, driven by a competitive environment. And then adapts to public administration and local government. In Ukraine, the process of decentralization of local self-government is gaining momentum. Sustainable development of local self-government is the basis for ensuring the comfort and quality of life of the local communities. In a rapidly changing environment, there is a need to find new management approaches. It is proposed to conduct short-term pilot projects to test the Agile method in local governments. It is advisable to include consideration of the methods specified in the article in training and retraining of employees. Continuous improvement requires, first of all, a change in organizational culture and awareness and involvement of staff for the most effective implementation of world best practices.

iPad Integration in an Elementary Classroom

2013 ◽  
pp. 42-54 ◽  
Author(s):  
Jung Won Hur ◽  
Amy Anderson
Keyword(s):  
Technology Integration ◽  
Best Practices ◽  
Mobile Technology ◽  
Teaching And Learning ◽  
Elementary Classrooms ◽  
Elementary Level ◽  
Full Potential ◽  
Learning Tool ◽  
Practical Guidance ◽  
Grade Classroom

The availability of engaging apps on the iPad and its portability have encouraged many educators to adopt it as a teaching and learning tool in the classroom. However, because iPad integration is new, neither practical guidance nor best practices are yet available. Consequently, the authors integrated 13 iPads into a third grade classroom for a year to facilitate learning while examining how to unlock their full potential. The purpose of this chapter is to present specific elementary-level subject learning lesson ideas for iPads, identifying the advantages and challenges of such integration. They also provide practical tips for mobile technology integration in elementary classrooms.

Best Practices and Strategies for Broadband Deployment

2011 ◽  
pp. 128-142 ◽  
Author(s):  
Christos Bouras ◽  
Apostolos Gkamas ◽  
Thrasyvoulos Tsiatsos
Keyword(s):  
Quality Of Life ◽  
Best Practices ◽  
South Korea ◽  
Local Governments ◽  
National Level ◽  
Lessons Learned ◽  
Broadband Networks

Broadband deployment is a necessity nowadays. It could help each country, municipality and region to grow and offer better quality of life to the citizens. Today, the emphasis on the development of broadband networks is on fixed Fibre To The Home solutions The lessons learned from countries that are leaders in broadband penetration and Fibre To The Home deployment could be proven very useful for under-served communities, regions and countries where the broadband penetration is low. Therefore, this chapter summarises the lessons learned from implementing (a) country-wide strategies formulated at the national level, and (b) local strategies formulated by the municipalities. Concerning the role of national and local governments, it should be noted that nowadays it is very urgent the involvement of government in the development of broadband infrastructure. Proposed noteworthy remarkable cases are Japan, South Korea and Singapore.

How Do We Take Real-World Action?

We the Gamers ◽  
2021 ◽  
pp. 65-80
Author(s):  
Karen Schrier
Keyword(s):  
Best Practices ◽  
Public Sphere ◽  
Real World ◽  
The Real ◽  
The Public ◽  
Bay Area ◽  
The Public Sphere ◽  
Black Friday ◽  
The Revolution

Chapter 5 describes how games can support real-world action and change. How can knowledge be applied to the public sphere and serve communities? Why and how should games be used to enable ethics- and civics-in-action? What are the best practices and strategies for supporting connections among civics, ethics, and the real world using games? The chapter includes an overview of why it is necessary to engage in real-world action. It describes the benefits of applying learning to real-world contexts and processes, and why games may support this. It also includes the limitations of using games to apply knowledge, and how to minimize those limitations. Finally, it reviews strategies that teachers can take to use games to take action and make change. It opens with the example EteRNA, and also shares five examples-in-action: Reliving the Revolution, 1979 Revolution: Black Friday, Community PlanIt, Bay Area Regional Planner, and Thunderbird Strike.

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