DIVERSITY IN ORGANIZATIONS, 2nd Edition, International Edition is a comprehensive research-based text that will guide you through both the basics and details of the field. In-depth explorations of topics ranging from why diversity is important to how to become a diversity friendly employer provide practical information. You will also learn how to become a diversity-friendly employer, include workers often devalued, and how both dominant and non-dominant group members can work to effect change.

"The population of many nations around the world are becoming increasingly diverse (Stone-Romero, Stone, & Salas, 2003). For example, recent reports estimate that by 2060 the U. S. will become a majority minority nation (i.e., ethnic minorities including African-Americans and Hispanic-Americans will represent the majority of the population) (U. S. Bureau of Census, 2019). As a result, many U. S. and worldwide organizations will employ large number of ethnic minority group members, and will face numerous challenges associated with attracting, motivating, and retaining employees who are culturally diverse. In view of the growing cultural diversity in worldwide organizations, the primary goals of this issue are to (a) advance theory and research on diversity and inclusion in organizations, (b) present new theoretical frameworks to foster future research, and (c) consider a variety of diversity-related issues that have key implications for research and practice. It includes twelve very interesting articles that focus on an array of diversity-related issues including multiculturalism, gender, stereotypes of racial minorities, effect sizes in diversity research, diversity training, LGBT issues, age, and racial harassment, etc. For example, the first article by Dianna Stone, James Dulebohn, and Kimberly Lukaszewski discusses how differences in the cultural values of four U. S. ethnic minority groups (e.g., African-Americans, Hispanic-Americans) will influence HR policies and practices. The second article by George Dreher, Aarti Ramaswami, and Thomas Dougherty focuses on a very important issue, and considers the extent to which a life partner can act as a career catalyst (or inhibitor) and contribute to women's career attainment. The next article by Eugene Stone-Romero, Dianna Stone, Mark Hartman, and Megumi Hosoda examines the stereotypes of six ethnic groups (e.g., African-American, Mexican-American, Native American, etc.). Their results are intriguing and revealed that Anglo-Americans, Chinese-Americans, Native-Americans, and East Indian Americans were viewed most positively whereas African-American and Mexican American were viewed most negatively"--

“In plain English, Martin Davidson explains how diversity can make a company more efficient and innovative, which leads to greater profits.” —Reginald Hudlin, producer/director and former President, Black Entertainment Television, Inc. A conversation with a CFO he worked with led Martin Davidson to explore the flaws in how companies typically manage diversity. They don’t integrate diversity into their overall business strategy. They focus on differences that have little impact on their business. And often their diversity efforts end up hindering the professional development of the very people they were designed to help. Davidson explains how what he calls Leveraging DifferenceTM turns persistent diversity problems into solutions that drive business results. Difference becomes a powerful source of sustainable competitive advantage instead of a distracting mandate handed down from HR. To begin with, leaders must identify the differences most important to achieving organizational goals, even if the differences aren’t the obvious ones. The second challenge is to help employees work together to understand the ways these differences matter to the business. Finally, leaders need to experiment with how to use these relevant differences to get things done. Davidson provides compelling examples of how organizations have tackled each of these challenges. Ultimately this is a book about leadership. As with any other strategic imperative, leaders need to take an active role—drive rather than just delegate. Successfully leveraging difference can be what distinguishes an ordinary organization from an extraordinary one. “This extensively researched book moves the diversity paradigm from the human resource cubicle to the whole organization, the tactical to the strategic, the short term to the sustainable, and the domestic to the global.” —Dr. Austin Ifedirah, Founder & Managing Partner, Engagent Health

Decades of investigations into diversity in the workplace have created mixed answers about what kinds of effects it has on employees and teams, and whether or not it can be managed effectively to generate positive outcomes for organizations. In contrast to mainstream work from management and psychology, critical views on workplace diversity have emerged that seek to grasp more fully the messy social and political realities of workplace diversity as they operate in context. Critical Perspectives on Diversity in Organizations therefore seeks to review, integrate and build upon emerging critical perspectives on workplace diversity to help give a fuller understanding of how employee differences affect workplace interactions, relationships, employment, inequality, culture, and society. Critical perspectives help to fill in and openly recognize many of the more far-reaching issues that pure management and psychology approaches can leave out – issues of power, inequality, politics, history, culture, and lived experiences. If organizations do not try to take these issues into account and critically reflect on them, then diversity management is likely to remain a relatively blunt instrument or worse, a hollow piece of rhetoric. This book will be of interest to international graduate students and researchers working on topics associated with equality, diversity and inclusion in organizations, as well as various organizational practitioners and activists engaged with these issues.

First Published in 2007. Routledge is an imprint of Taylor & Francis, an informa company.

Today’s board rooms, think tanks, and staff lounges are more diverse than ever before. These cultural differences can either lead to gridlock among stubborn, single-minded thinkers or they can catalyze innovation and growth among an expansive team of creative, distinctive individuals. Diverse teams are far more creative than homogenous teams--but only when they are managed effectively. Driven by Difference identifies the management practices necessary to minimize conflict while maximizing the informational diversity found in varied values and experiences. Drawing on the cultural intelligence, or CQ, of diversity success stories from Google, Alibaba, Novartis, and other groundbreaking companies, this must-have resource teaches managers of diverse groups how to: Create an optimal environment Consider the various audiences when selecting and selling an idea Design and test for different users Fuse differing perspectives Align goals and expectations New perspectives and talents have joined your company’s ranks in recent years. Are you seeing the increased innovation and success that should be resulting from such diversity?

Workplace diversity is one of the most important issues in contemporary organizational development. This book introduces readers to the challenges and opportunities associated with diversity management, demonstrating how organizational culture can be leveraged to create inclusive environments that embrace diversity’s positive impacts.