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Mgmt 734 ass3 final version-jess maher 3328773

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Jess Maher
Jess Maher

The document discusses diversity in organizations. It notes that as globalization has increased, organizations operate in increasingly diverse environments. This implies both opportunities and challenges for managing diversity. Organizations need to consider diversity within their markets and workforces to remain competitive. Embracing and managing diversity can provide benefits but also poses challenges. Multinational organizations in particular face diversity within their structures, systems and processes across different branches. The diversity encountered between organizations is initially explored, followed by potential benefits and challenges of managing diversity.

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qwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmMGMT 734Diversity in OrganizationsAssessment ThreeSeptember Two, 2008Jess Maher | 3328773<br />,[object Object],Assessment Question One<br />Embracing and Managing Diversity in Organisations <br />Figure 1.0 | The Diverse environments within which organisations operate The increased efforts of globalisation and internationalisation of firm activity, especially rapidly throughout the 1980s and 1990s, has seen the general nature of the environment within which organisations operate become increasingly diverse ADDIN EN.CITE <EndNote><Cite><Author>Gröschl</Author><Year>1999</Year><RecNum>204</RecNum><Pages>230</Pages><record><rec-number>204</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >204</key></foreign-keys><ref-type name=quot; Journal Articlequot; >17</ref-type><contributors><authors><author>Gröschl, Stefan </author><author>Doherty, Liz</author></authors></contributors><titles><title>Diversity management in practice</title><secondary-title>International Journal of Contemporary Hospitality Management</secondary-title></titles><periodical><full-title>International Journal of Contemporary Hospitality Management</full-title></periodical><pages>262 - 268</pages><volume>11</volume><number>6</number><dates><year>1999</year></dates><isbn>0959-6119&#xD;</isbn><urls><related-urls><url>http://www.emeraldinsight.com.ezproxy.auckland.ac.nz/Insight/viewContentItem.do;jsessionid=76AA291381C0ABE5C0CB1E47D8A0736B?contentType=Article&amp;contentId=867299</url></related-urls></urls><electronic-resource-num>10.1108/09596119910281757</electronic-resource-num></record></Cite></EndNote>(Gröschl & Doherty, 1999, p. 230). As the diversity within such environments increases so does the differences between the way firms organise work, structures, processes and systems in an attempt to represent their environments ADDIN EN.CITE <EndNote><Cite><Author>Guillen</Author><Year>1998</Year><RecNum>171</RecNum><record><rec-number>171</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >171</key></foreign-keys><ref-type name=quot; Book Sectionquot; >5</ref-type><contributors><authors><author>Guillen, Mauro F</author></authors><secondary-authors><author>Cooper, C. L.</author><author>Rousseau, Denise M.</author></secondary-authors></contributors><titles><title>International Management and the Circulation of Ideas</title><secondary-title>Trends in Organizational Behavior</secondary-title></titles><pages>47-63</pages><volume>5</volume><section>3</section><dates><year>1998</year></dates><pub-location>London</pub-location><publisher>John Wiley &amp; Sons Ltd</publisher><urls></urls></record></Cite></EndNote>(Guillen, 1998). In order to remain competitive in markets today, organisations need to consider diversity within their markets and organisation ADDIN EN.CITE <EndNote><Cite><Author>Houkamau</Author><Year>2008</Year><RecNum>201</RecNum><record><rec-number>201</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >201</key></foreign-keys><ref-type name=quot; Unpublished Workquot; >34</ref-type><contributors><authors><author>Houkamau, Carla</author></authors></contributors><titles><title>Lecture 4: Diversity Management - The Business Case</title><secondary-title>MGMT 317&apos;734 Diversity in Organisations </secondary-title></titles><dates><year>2008</year></dates><pub-location>Auckland </pub-location><publisher>University of Auckland CECIL</publisher><work-type>PowerPoint Slides </work-type><urls></urls><remote-database-name>CECIL</remote-database-name></record></Cite></EndNote>(Houkamau, 2008c). The diversity encountered in and between organisations is initially explored, and then the benefits of embracing and managing diversity are highlighted along with potential challenges experienced by firms. Multinationals help to add to understanding of diversity within such structures, systems and processes both within the demographics they serve and employ but also between the various branches of operation.<br />-3529330496570Diversity and Organisations <br />Developed with reference to Carla Houkamau (2008), Lecture 4: Diversity Management - The Business Case. Unpublished PowerPoint Slides University of Auckland CECIL- further expansions see Appendix 1.1By nature of the universal definition, when referring to “organisations” we refer to a diverse and varied range of work designs and business structures ADDIN EN.CITE <EndNote><Cite><Author>Rousseau</Author><Year>2001</Year><RecNum>42</RecNum><record><rec-number>42</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >42</key></foreign-keys><ref-type name=quot; Journal Articlequot; >17</ref-type><contributors><authors><author>Rousseau, Denise M.</author><author>Fried, Yitzhak</author></authors></contributors><titles><title>Location, location, location: contextualizing organizational research</title><secondary-title>Journal of Organizational Behavior</secondary-title><alt-title>Journal of Organizational Behavior</alt-title></titles><pages>1-13</pages><edition>22</edition><keywords><keyword>ORGANIZATIONAL behavior</keyword><keyword>ORGANIZATION</keyword><keyword>RESEARCH</keyword><keyword>DATA analysis</keyword><keyword>EXPERIMENTAL design</keyword><keyword>PSYCHOLOGY, Industrial</keyword><keyword>COMMUNICATION in organizations</keyword></keywords><dates><year>2001</year></dates><isbn>08943796</isbn><urls><related-urls><url>http://search.ebscohost.com/login.aspx?direct=true&amp;db=bah&amp;AN=13641522&amp;site=ehost-live</url></related-urls></urls></record></Cite></EndNote>(Rousseau & Fried, 2001). Figure 1.0 further demonstrates the various areas within the environment organisations operate in where diversity occurs. Globally the way work is organised within firms differs in accordance with the local understanding of business systems; the American ‘corporations’ vary greatly when compared to Turkish family holdings, Indian business houses or German Kozern ADDIN EN.CITE <EndNote><Cite><Author>Guillen</Author><Year>1998</Year><RecNum>171</RecNum><Pages>54</Pages><record><rec-number>171</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >171</key></foreign-keys><ref-type name=quot; Book Sectionquot; >5</ref-type><contributors><authors><author>Guillen, Mauro F</author></authors><secondary-authors><author>Cooper, C. L.</author><author>Rousseau, Denise M.</author></secondary-authors></contributors><titles><title>International Management and the Circulation of Ideas</title><secondary-title>Trends in Organizational Behavior</secondary-title></titles><pages>47-63</pages><volume>5</volume><section>3</section><dates><year>1998</year></dates><pub-location>London</pub-location><publisher>John Wiley &amp; Sons Ltd</publisher><urls></urls></record></Cite></EndNote>(Guillen, 1998, p. 54). Business systems can be defined by three characteristics within which diversity between organisations’ occurs; market structure, firm organisation and authority systems ADDIN EN.CITE <EndNote><Cite><Author>Whitley</Author><Year>1992</Year><RecNum>215</RecNum><Pages>242</Pages><record><rec-number>215</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >215</key></foreign-keys><ref-type name=quot; Bookquot; >6</ref-type><contributors><authors><author>Whitley, R</author></authors></contributors><titles><title>Business Systems in East Asia: Firms, Markets and Societies</title></titles><section>242</section><dates><year>1992</year></dates><pub-location>London</pub-location><publisher>Sage</publisher><urls></urls></record></Cite></EndNote>(Whitley, 1992, p. 242). The global economic environment (Figure 1.0, reference point 1.1) has within it a variety of different and sometimes overlapping markets (1.2). The difference between the structures of these markets refers to the difference in number, size, degree of interdependence and scope of exchange between the various organisations (1.3) within the market ADDIN EN.CITE <EndNote><Cite><Author>Whitley</Author><Year>1992</Year><RecNum>215</RecNum><Pages>242</Pages><record><rec-number>215</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >215</key></foreign-keys><ref-type name=quot; Bookquot; >6</ref-type><contributors><authors><author>Whitley, R</author></authors></contributors><titles><title>Business Systems in East Asia: Firms, Markets and Societies</title></titles><section>242</section><dates><year>1992</year></dates><pub-location>London</pub-location><publisher>Sage</publisher><urls></urls></record></Cite></EndNote>(Whitley, 1992, p. 242). <br />Various firms within the same market each work to reach their portion of the customer market (1.4) and the way they organise their structures and systems varies. Whitley (1992) refers to the differences in firm organisation with concern for the level of managerial discretion from owners and the interplay between specialisation and integration of activities (p. 242). The structure adopted by the various firms along with considerations of the differences between firms found at market structure level has considerable impact on the nature and culture of the organisations independently and provides another area to demonstrate difference in comparison between firms. The approach and processes taken by these firms to reach their customer market and deal with other external agencies also varies (1.5). Some of the processes taken by organisations, especially those in the same industry or market, may follow some kind of best practise and therefore overlap (1.6), however the difference in management philosophy adopted, alone is enough to cause diversity in the way these are approached. Whitley (1992) has referred to the difference between various authority systems as possibly the one of highest concern and draws reference to the degrees of centralization, delegation, autonomy and commitment (p242). <br />The classical conceptualisation of how firms organised themselves, their structure and strategy overlooked any diversity between organisations, especially those within the same market or industry, however Purdue (1980) highlighted the considerable and underestimated heterogency between firms ADDIN EN.CITE <EndNote><Cite><Author>Rumelt</Author><Year>1994</Year><RecNum>182</RecNum><Prefix>as cited in </Prefix><Pages>21</Pages><record><rec-number>182</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >182</key></foreign-keys><ref-type name=quot; Bookquot; >6</ref-type><contributors><authors><author>Rumelt, Richard P.</author><author>Schendel, Dan</author><author>Teece, David J.</author></authors></contributors><titles><title>Fundamental issues in strategy : a research agenda</title></titles><pages>xiii, 636 p.</pages><section>9-47</section><keywords><keyword>Strategic planning.</keyword></keywords><dates><year>1994</year></dates><pub-location>Boston, Mass.</pub-location><publisher>Harvard Business School Press</publisher><isbn>0875843433 (acid-free paper)</isbn><call-num>TAMAKI LIBRARY 658.4012; R93&#xD;GENERAL LIBRARY 658.4012; R93</call-num><urls></urls></record></Cite></EndNote>(as cited in Rumelt, Schendel, & Teece, 1994, p. 21). Since then a more contingent understanding of organisations has continued to develop within the planning and strategy fields ADDIN EN.CITE <EndNote><Cite><Author>Rumelt</Author><Year>1994</Year><RecNum>182</RecNum><Suffix>, p.22-25</Suffix><record><rec-number>182</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >182</key></foreign-keys><ref-type name=quot; Bookquot; >6</ref-type><contributors><authors><author>Rumelt, Richard P.</author><author>Schendel, Dan</author><author>Teece, David J.</author></authors></contributors><titles><title>Fundamental issues in strategy : a research agenda</title></titles><pages>xiii, 636 p.</pages><section>9-47</section><keywords><keyword>Strategic planning.</keyword></keywords><dates><year>1994</year></dates><pub-location>Boston, Mass.</pub-location><publisher>Harvard Business School Press</publisher><isbn>0875843433 (acid-free paper)</isbn><call-num>TAMAKI LIBRARY 658.4012; R93&#xD;GENERAL LIBRARY 658.4012; R93</call-num><urls></urls></record></Cite></EndNote>(Rumelt et al., 1994, p.22-25), yet the concern for demographic diversity between such firms has drawn less attention ADDIN EN.CITE <EndNote><Cite><Author>Jarzabkowski</Author><Year>2007</Year><RecNum>156</RecNum><Pages>6</Pages><record><rec-number>156</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >156</key></foreign-keys><ref-type name=quot; Journal Articlequot; >17</ref-type><contributors><authors><author>Jarzabkowski, Paula</author><author>Balogun, Julia</author><author>Seidl, David</author></authors></contributors><titles><title>Strategizing: The challenges of a practice perspective</title><secondary-title>Human Relations</secondary-title></titles><periodical><full-title>Human Relations</full-title></periodical><pages>5</pages><volume>60</volume><number>1</number><dates><year>2007</year></dates><isbn>00187267</isbn><urls><related-urls><url>http://ezproxy.auckland.ac.nz/login?url=http://proquest.umi.com/pqdweb?did=1230885971&amp;Fmt=7&amp;clientId=13395&amp;RQT=309&amp;VName=PQD</url></related-urls></urls></record></Cite></EndNote>(Jarzabkowski, Balogun, & Seidl, 2007, p. 6). The diversity experienced within the demographics of the population in which the organisations operate varies in a number of ways, both in their consideration of their customers (1.4) and employees (1.7) whom service them. <br />Globalisation is increasingly encouraging migration of people within different environments, creating much more ethnically diverse workforces internationally. With baby boomers reaching middle age, the population in general is aging and definitions of age stereotypes, such as “middle age”, continue to extend and redefine limits ADDIN EN.CITE <EndNote><Cite><Author>Stein</Author><Year>2000</Year><RecNum>221</RecNum><record><rec-number>221</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >221</key></foreign-keys><ref-type name=quot; Journal Articlequot; >17</ref-type><contributors><authors><author>Stein, David</author><author>Rocco, Tonette S</author><author>Goldenetz, Kelly A</author></authors></contributors><titles><title>Age and the University Workforce: A Case Study of Remaining, Retiring or Returning Older Workers</title><secondary-title>Human Resource Development Quarterly</secondary-title></titles><periodical><full-title>Human Resource Development Quarterly</full-title></periodical><pages>61-79</pages><volume>11</volume><number>1</number><dates><year>2000</year></dates><label>Cross Cultural Communication </label><urls></urls></record></Cite></EndNote>(Stein, Rocco, & Goldenetz, 2000). The increases in technology mean people, regardless of physical ability are able to contribute to workplaces, seeing an increase in disabled members and considerations for them in the workforce. As political views, social rules and cultural “norms” continue to evolve and develop many organisations are beginning to place strong emphasis on diversity and managing and allowing for it within their cultures, structure, planning and development. Dell state that they ‘not only celebrate diversity across individuals but also rely on it’ ADDIN EN.CITE <EndNote><Cite><Author>Dell</Author><Year>2008</Year><RecNum>176</RecNum><record><rec-number>176</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >176</key></foreign-keys><ref-type name=quot; Web Pagequot; >12</ref-type><contributors><authors><author>Dell, </author></authors></contributors><titles><title>Dell&apos;s Global Diversity Program</title></titles><volume>2008</volume><number>Oct, 10</number><dates><year>2008</year></dates><publisher>Cresent Strategic Resources</publisher><urls><related-urls><url>http://www.strategicdiversity.com/strategic_diversity_Diverse_Company_Profile_DELL_1.htm</url></related-urls></urls></record></Cite></EndNote>(Dell, 2008). <br />Benefits of Embracing Diversity <br />The continuing diversification within markets means the need to consider diversity amongst customers is critical for achieving competitive advantage for many organisations ADDIN EN.CITE <EndNote><Cite><Author>Houkamau</Author><Year>2008</Year><RecNum>201</RecNum><Pages>12</Pages><record><rec-number>201</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >201</key></foreign-keys><ref-type name=quot; Unpublished Workquot; >34</ref-type><contributors><authors><author>Houkamau, Carla</author></authors></contributors><titles><title>Lecture 4: Diversity Management - The Business Case</title><secondary-title>MGMT 317&apos;734 Diversity in Organisations </secondary-title></titles><dates><year>2008</year></dates><pub-location>Auckland </pub-location><publisher>University of Auckland CECIL</publisher><work-type>PowerPoint Slides </work-type><urls></urls><remote-database-name>CECIL</remote-database-name></record></Cite></EndNote>(Houkamau, 2008c, p. 12). In order to understand and identify with customers, organisations are requires to consider them as diversified. An assimilation approach whereby customers are assumed to all be the same, despite various nationalities, age groups, genders, sexual preference and physical ability among other factors, no longer suits such markets. ‘Customers want to be served by a company they can identify with, so a white male sales force might be too limiting’ ADDIN EN.CITE <EndNote><Cite><Author>Spiers</Author><Year>2008</Year><RecNum>205</RecNum><Pages>27</Pages><record><rec-number>205</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >205</key></foreign-keys><ref-type name=quot; Journal Articlequot; >17</ref-type><contributors><authors><author>Spiers, Carole</author></authors></contributors><titles><title>The business benefits of diversity</title><secondary-title>Management Services</secondary-title></titles><periodical><full-title>Management Services</full-title></periodical><pages>26</pages><volume>52</volume><number>2</number><keywords><keyword>Workplace diversity</keyword><keyword>Research</keyword><keyword>Performance evaluation</keyword><keyword>Training</keyword><keyword>Effectiveness</keyword></keywords><dates><year>2008</year></dates><isbn>03076768</isbn><urls><related-urls><url>http://ezproxy.auckland.ac.nz/login?url=http://proquest.umi.com/pqdweb?did=1507581611&amp;Fmt=7&amp;clientId=13395&amp;RQT=309&amp;VName=PQD</url></related-urls></urls></record></Cite></EndNote>(Spiers, 2008, p. 27). By representing the diverse markets in which they operate by a diverse range of employees within any organisation, they are provided opportunity for the workforce to be more able to identity with customers ADDIN EN.CITE <EndNote><Cite><Author>Houkamau</Author><Year>2008</Year><RecNum>201</RecNum><record><rec-number>201</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >201</key></foreign-keys><ref-type name=quot; Unpublished Workquot; >34</ref-type><contributors><authors><author>Houkamau, Carla</author></authors></contributors><titles><title>Lecture 4: Diversity Management - The Business Case</title><secondary-title>MGMT 317&apos;734 Diversity in Organisations </secondary-title></titles><dates><year>2008</year></dates><pub-location>Auckland </pub-location><publisher>University of Auckland CECIL</publisher><work-type>PowerPoint Slides </work-type><urls></urls><remote-database-name>CECIL</remote-database-name></record></Cite><Cite><Author>Spiers</Author><Year>2008</Year><RecNum>205</RecNum><record><rec-number>205</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >205</key></foreign-keys><ref-type name=quot; Journal Articlequot; >17</ref-type><contributors><authors><author>Spiers, Carole</author></authors></contributors><titles><title>The business benefits of diversity</title><secondary-title>Management Services</secondary-title></titles><periodical><full-title>Management Services</full-title></periodical><pages>26</pages><volume>52</volume><number>2</number><keywords><keyword>Workplace diversity</keyword><keyword>Research</keyword><keyword>Performance evaluation</keyword><keyword>Training</keyword><keyword>Effectiveness</keyword></keywords><dates><year>2008</year></dates><isbn>03076768</isbn><urls><related-urls><url>http://ezproxy.auckland.ac.nz/login?url=http://proquest.umi.com/pqdweb?did=1507581611&amp;Fmt=7&amp;clientId=13395&amp;RQT=309&amp;VName=PQD</url></related-urls></urls></record></Cite></EndNote>(Houkamau, 2008c; Spiers, 2008). A diverse workforce can further assist the organisation to understand not only needs of its customers but also have the potential to identify what appeals to them. By embracing what their customers wanted through the advertising campaign, Real Beauty, Johnson & Johnson managed to increase sales by eight percent in one quarter ADDIN EN.CITE <EndNote><Cite><Author>Bowe</Author><Year>2006</Year><RecNum>207</RecNum><record><rec-number>207</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >207</key></foreign-keys><ref-type name=quot; Journal Articlequot; >17</ref-type><contributors><authors><author>Bowe, Christopher </author></authors></contributors><titles><title>FT.com site : J&amp;J reaps benefits from diversity</title><secondary-title>FT.com</secondary-title></titles><periodical><full-title>FT.com</full-title></periodical><pages>1</pages><dates><year>2006</year></dates><urls><related-urls><url>http://ezproxy.auckland.ac.nz/login?url=http://proquest.umi.com/pqdweb?did=1147774691&amp;Fmt=7&amp;clientId=13395&amp;RQT=309&amp;VName=PQD</url></related-urls></urls></record></Cite></EndNote>(Bowe, 2006). <br />By ignoring the diversity within customers, organisations are likely to offend some minority ADDIN EN.CITE <EndNote><Cite><Author>Houkamau</Author><Year>2008</Year><RecNum>201</RecNum><Pages>11</Pages><record><rec-number>201</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >201</key></foreign-keys><ref-type name=quot; Unpublished Workquot; >34</ref-type><contributors><authors><author>Houkamau, Carla</author></authors></contributors><titles><title>Lecture 4: Diversity Management - The Business Case</title><secondary-title>MGMT 317&apos;734 Diversity in Organisations </secondary-title></titles><dates><year>2008</year></dates><pub-location>Auckland </pub-location><publisher>University of Auckland CECIL</publisher><work-type>PowerPoint Slides </work-type><urls></urls><remote-database-name>CECIL</remote-database-name></record></Cite></EndNote>(Houkamau, 2008c, p. 11), such marketing blunders can be incredibly detrimental to an organisation. Advertising company Draft FCB has caused controversy on numerous occasions for offence caused through advertising Prime Televisions shows ADDIN EN.CITE <EndNote><Cite><Author>Calman</Author><Year>2008</Year><RecNum>217</RecNum><record><rec-number>217</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >217</key></foreign-keys><ref-type name=quot; Web Pagequot; >12</ref-type><contributors><authors><author>Calman, Matt</author></authors><secondary-authors><author>The Dominion Post </author></secondary-authors></contributors><titles><title>Prime TV billboards axed after complaint </title></titles><volume>2008</volume><number>Nov 3</number><dates><year>2008</year><pub-dates><date>June 5 </date></pub-dates></dates><urls><related-urls><url>http://www.stuff.co.nz/4573211a1860.html </url></related-urls></urls></record></Cite></EndNote>(Calman, 2008), which has done little to improve the company’s reputation. The most recent of which when they “crossed the line from being provocative to being offensive” (Tony O’Brien, Prime Spokesman) with their reference to the Jewish community while advertising television show, Madmen: The Glory Years of Advertising ADDIN EN.CITE <EndNote><Cite><Author>Calman</Author><Year>2008</Year><RecNum>217</RecNum><record><rec-number>217</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >217</key></foreign-keys><ref-type name=quot; Web Pagequot; >12</ref-type><contributors><authors><author>Calman, Matt</author></authors><secondary-authors><author>The Dominion Post </author></secondary-authors></contributors><titles><title>Prime TV billboards axed after complaint </title></titles><volume>2008</volume><number>Nov 3</number><dates><year>2008</year><pub-dates><date>June 5 </date></pub-dates></dates><urls><related-urls><url>http://www.stuff.co.nz/4573211a1860.html </url></related-urls></urls></record></Cite></EndNote>(Calman, 2008). Presumably with more perspective in planning this campaign, especially from the Jewish community, Prime TV and Draft FCB would have recognised its blatant inappropriateness before running it. By a similar token, by embracing the diversity within their markets, organisations are able to avoid alienating any potential customers and are even able to connect or identity with markets that are potentially largely profitable ADDIN EN.CITE <EndNote><Cite><Author>Houkamau</Author><Year>2008</Year><RecNum>201</RecNum><Pages>11</Pages><record><rec-number>201</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >201</key></foreign-keys><ref-type name=quot; Unpublished Workquot; >34</ref-type><contributors><authors><author>Houkamau, Carla</author></authors></contributors><titles><title>Lecture 4: Diversity Management - The Business Case</title><secondary-title>MGMT 317&apos;734 Diversity in Organisations </secondary-title></titles><dates><year>2008</year></dates><pub-location>Auckland </pub-location><publisher>University of Auckland CECIL</publisher><work-type>PowerPoint Slides </work-type><urls></urls><remote-database-name>CECIL</remote-database-name></record></Cite></EndNote>(Houkamau, 2008c, p. 11). In recent years more and more organisations have recognised the potential value presented by advertising to “DINKs”- ‘Double Income, No Kids’, a name given to the gay consumer market in the 1980s ADDIN EN.CITE <EndNote><Cite><Author>Evan</Author><Year>2002 </Year><RecNum>220</RecNum><record><rec-number>220</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >220</key></foreign-keys><ref-type name=quot; Web Pagequot; >12</ref-type><contributors><authors><author>Evan, G. Russell</author></authors></contributors><titles><title>DINKs Have Double Incomes and No Kids</title></titles><volume>2008</volume><number>Nov 3</number><dates><year>2002 </year><pub-dates><date>April 2</date></pub-dates></dates><urls><related-urls><url>http://archive.newsmax.com/archives/articles/2002/4/1/183032.shtml</url></related-urls></urls></record></Cite><Cite><Author>Miller</Author><Year>2005</Year><RecNum>219</RecNum><record><rec-number>219</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >219</key></foreign-keys><ref-type name=quot; Journal Articlequot; >17</ref-type><contributors><authors><author>Miller, Toby</author></authors></contributors><titles><title>Queer Eye for the Metrosexual Guy</title><secondary-title>GLQ: A Journal of Gay and Lesbian Studies </secondary-title></titles><periodical><full-title>GLQ: A Journal of Gay and Lesbian Studies</full-title></periodical><pages>112-117</pages><volume>11</volume><number>1</number><dates><year>2005</year></dates><label>On File&#xD;Advertising &amp; Society </label><urls></urls></record></Cite></EndNote>(Evan, 2002 ; Miller, 2005). Levi Strauss Dockers campaign featured a gay theme, while Toyota, Ikea and Volkswagen have all featured same sex couples in their advertising campaigns ADDIN EN.CITE <EndNote><Cite><Author>Miller</Author><Year>2005</Year><RecNum>219</RecNum><Pages>115</Pages><record><rec-number>219</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >219</key></foreign-keys><ref-type name=quot; Journal Articlequot; >17</ref-type><contributors><authors><author>Miller, Toby</author></authors></contributors><titles><title>Queer Eye for the Metrosexual Guy</title><secondary-title>GLQ: A Journal of Gay and Lesbian Studies </secondary-title></titles><periodical><full-title>GLQ: A Journal of Gay and Lesbian Studies</full-title></periodical><pages>112-117</pages><volume>11</volume><number>1</number><dates><year>2005</year></dates><label>On File&#xD;Advertising &amp; Society </label><urls></urls></record></Cite></EndNote>(Miller, 2005, p. 115). The homosexual community is just one example of the kind of markets which organisations have appealed to by embracing this diversity in their market, allowing them to reach sections of the consumer market which their competitors have not ADDIN EN.CITE <EndNote><Cite><Author>Spiers</Author><Year>2008</Year><RecNum>205</RecNum><record><rec-number>205</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >205</key></foreign-keys><ref-type name=quot; Journal Articlequot; >17</ref-type><contributors><authors><author>Spiers, Carole</author></authors></contributors><titles><title>The business benefits of diversity</title><secondary-title>Management Services</secondary-title></titles><periodical><full-title>Management Services</full-title></periodical><pages>26</pages><volume>52</volume><number>2</number><keywords><keyword>Workplace diversity</keyword><keyword>Research</keyword><keyword>Performance evaluation</keyword><keyword>Training</keyword><keyword>Effectiveness</keyword></keywords><dates><year>2008</year></dates><isbn>03076768</isbn><urls><related-urls><url>http://ezproxy.auckland.ac.nz/login?url=http://proquest.umi.com/pqdweb?did=1507581611&amp;Fmt=7&amp;clientId=13395&amp;RQT=309&amp;VName=PQD</url></related-urls></urls></record></Cite><Cite><Author>Miller</Author><Year>2005</Year><RecNum>219</RecNum><record><rec-number>219</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >219</key></foreign-keys><ref-type name=quot; Journal Articlequot; >17</ref-type><contributors><authors><author>Miller, Toby</author></authors></contributors><titles><title>Queer Eye for the Metrosexual Guy</title><secondary-title>GLQ: A Journal of Gay and Lesbian Studies </secondary-title></titles><periodical><full-title>GLQ: A Journal of Gay and Lesbian Studies</full-title></periodical><pages>112-117</pages><volume>11</volume><number>1</number><dates><year>2005</year></dates><label>On File&#xD;Advertising &amp; Society </label><urls></urls></record></Cite></EndNote>(Miller, 2005; Spiers, 2008). <br />By representing diversity, organisations have the ability to build their reputation both with consumers in their marketplace but also as prospective employers ADDIN EN.CITE <EndNote><Cite><Author>Houkamau</Author><Year>2008</Year><RecNum>201</RecNum><record><rec-number>201</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >201</key></foreign-keys><ref-type name=quot; Unpublished Workquot; >34</ref-type><contributors><authors><author>Houkamau, Carla</author></authors></contributors><titles><title>Lecture 4: Diversity Management - The Business Case</title><secondary-title>MGMT 317&apos;734 Diversity in Organisations </secondary-title></titles><dates><year>2008</year></dates><pub-location>Auckland </pub-location><publisher>University of Auckland CECIL</publisher><work-type>PowerPoint Slides </work-type><urls></urls><remote-database-name>CECIL</remote-database-name></record></Cite></EndNote>(Houkamau, 2008c). The HR function within many organisations have long recognised the ability to increase the potential pool for recruitment and access to greater opportunities by embracing greater diversity, especially in recruitment ADDIN EN.CITE <EndNote><Cite><Author>Spalding</Author><Year>2008</Year><RecNum>208</RecNum><record><rec-number>208</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >208</key></foreign-keys><ref-type name=quot; Journal Articlequot; >17</ref-type><contributors><authors><author>Spalding, Dawn</author></authors></contributors><titles><title>Diversity divas need to sing about the benefits</title><secondary-title>Personnel Today</secondary-title></titles><periodical><full-title>Personnel Today</full-title></periodical><pages>16</pages><dates><year>2008</year></dates><urls><related-urls><url>http://ezproxy.auckland.ac.nz/login?url=http://proquest.umi.com/pqdweb?did=1472229291&amp;Fmt=7&amp;clientId=13395&amp;RQT=309&amp;VName=PQD</url></related-urls></urls></record></Cite></EndNote>(Spalding, 2008). Organisations are also able to create creative and innovative environments by involving people from diverse backgrounds, whereby they have access to a wider range of skills, resources and ideas among employees ADDIN EN.CITE <EndNote><Cite><Author>Spiers</Author><Year>2008</Year><RecNum>205</RecNum><record><rec-number>205</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >205</key></foreign-keys><ref-type name=quot; Journal Articlequot; >17</ref-type><contributors><authors><author>Spiers, Carole</author></authors></contributors><titles><title>The business benefits of diversity</title><secondary-title>Management Services</secondary-title></titles><periodical><full-title>Management Services</full-title></periodical><pages>26</pages><volume>52</volume><number>2</number><keywords><keyword>Workplace diversity</keyword><keyword>Research</keyword><keyword>Performance evaluation</keyword><keyword>Training</keyword><keyword>Effectiveness</keyword></keywords><dates><year>2008</year></dates><isbn>03076768</isbn><urls><related-urls><url>http://ezproxy.auckland.ac.nz/login?url=http://proquest.umi.com/pqdweb?did=1507581611&amp;Fmt=7&amp;clientId=13395&amp;RQT=309&amp;VName=PQD</url></related-urls></urls></record></Cite></EndNote>(Spiers, 2008). 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<EndNote><Cite><Author>Burr</Author><Year>2007</Year><RecNum>206</RecNum><record><rec-number>206</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >206</key></foreign-keys><ref-type name=quot; Journal Articlequot; >17</ref-type><contributors><authors><author>Burr, Barry B. </author></authors></contributors><titles><title>Diversity benefits boardrooms, too</title><secondary-title>Pensions &amp; Investments</secondary-title></titles><periodical><full-title>Pensions &amp; Investments</full-title></periodical><pages>8</pages><volume>35</volume><number>23</number><dates><year>2007</year></dates><isbn>10504974</isbn><urls><related-urls><url>http://ezproxy.auckland.ac.nz/login?url=http://proquest.umi.com/pqdweb?did=1383851651&amp;Fmt=7&amp;clientId=13395&amp;RQT=309&amp;VName=PQD</url></related-urls></urls></record></Cite></EndNote>(Burr, 2007). <br />Another advantage experienced within the workforce of an organisation embracing diversity 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92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >205</key></foreign-keys><ref-type name=quot; Journal Articlequot; >17</ref-type><contributors><authors><author>Spiers, Carole</author></authors></contributors><titles><title>The business benefits of diversity</title><secondary-title>Management Services</secondary-title></titles><periodical><full-title>Management Services</full-title></periodical><pages>26</pages><volume>52</volume><number>2</number><keywords><keyword>Workplace diversity</keyword><keyword>Research</keyword><keyword>Performance evaluation</keyword><keyword>Training</keyword><keyword>Effectiveness</keyword></keywords><dates><year>2008</year></dates><isbn>03076768</isbn><urls><related-urls><url>http://ezproxy.auckland.ac.nz/login?url=http://proquest.umi.com/pqdweb?did=1507581611&amp;Fmt=7&amp;clientId=13395&amp;RQT=309&amp;VName=PQD</url></related-urls></urls></record></Cite></EndNote>(Spiers, 2008). Effectively managing diversity organisations can create productive work environments where individuals feel valued and that their talents are being utilised ADDIN EN.CITE <EndNote><Cite><Author>Gröschl</Author><Year>1999</Year><RecNum>204</RecNum><record><rec-number>204</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >204</key></foreign-keys><ref-type name=quot; Journal Articlequot; >17</ref-type><contributors><authors><author>Gröschl, Stefan </author><author>Doherty, Liz</author></authors></contributors><titles><title>Diversity management in practice</title><secondary-title>International Journal of Contemporary Hospitality Management</secondary-title></titles><periodical><full-title>International Journal of Contemporary Hospitality Management</full-title></periodical><pages>262 - 268</pages><volume>11</volume><number>6</number><dates><year>1999</year></dates><isbn>0959-6119&#xD;</isbn><urls><related-urls><url>http://www.emeraldinsight.com.ezproxy.auckland.ac.nz/Insight/viewContentItem.do;jsessionid=76AA291381C0ABE5C0CB1E47D8A0736B?contentType=Article&amp;contentId=867299</url></related-urls></urls><electronic-resource-num>10.1108/09596119910281757</electronic-resource-num></record></Cite></EndNote>(Gröschl & Doherty, 1999) ultimately creating more productive employees ADDIN EN.CITE <EndNote><Cite><Author>Houkamau</Author><Year>2008</Year><RecNum>201</RecNum><Pages>10</Pages><record><rec-number>201</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >201</key></foreign-keys><ref-type name=quot; Unpublished Workquot; >34</ref-type><contributors><authors><author>Houkamau, Carla</author></authors></contributors><titles><title>Lecture 4: Diversity Management - The Business Case</title><secondary-title>MGMT 317&apos;734 Diversity in Organisations </secondary-title></titles><dates><year>2008</year></dates><pub-location>Auckland </pub-location><publisher>University of Auckland CECIL</publisher><work-type>PowerPoint Slides </work-type><urls></urls><remote-database-name>CECIL</remote-database-name></record></Cite></EndNote>(Houkamau, 2008c, p. 10). Higher retention of satisfied employees leads to a decrease in the cost of recruitment and training for many organisations ADDIN EN.CITE <EndNote><Cite><Author>Spiers</Author><Year>2008</Year><RecNum>205</RecNum><record><rec-number>205</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >205</key></foreign-keys><ref-type name=quot; Journal Articlequot; >17</ref-type><contributors><authors><author>Spiers, Carole</author></authors></contributors><titles><title>The business benefits of diversity</title><secondary-title>Management Services</secondary-title></titles><periodical><full-title>Management Services</full-title></periodical><pages>26</pages><volume>52</volume><number>2</number><keywords><keyword>Workplace diversity</keyword><keyword>Research</keyword><keyword>Performance evaluation</keyword><keyword>Training</keyword><keyword>Effectiveness</keyword></keywords><dates><year>2008</year></dates><isbn>03076768</isbn><urls><related-urls><url>http://ezproxy.auckland.ac.nz/login?url=http://proquest.umi.com/pqdweb?did=1507581611&amp;Fmt=7&amp;clientId=13395&amp;RQT=309&amp;VName=PQD</url></related-urls></urls></record></Cite><Cite><Author>Houkamau</Author><Year>2008</Year><RecNum>201</RecNum><record><rec-number>201</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >201</key></foreign-keys><ref-type name=quot; Unpublished Workquot; >34</ref-type><contributors><authors><author>Houkamau, Carla</author></authors></contributors><titles><title>Lecture 4: Diversity Management - The Business Case</title><secondary-title>MGMT 317&apos;734 Diversity in Organisations </secondary-title></titles><dates><year>2008</year></dates><pub-location>Auckland </pub-location><publisher>University of Auckland CECIL</publisher><work-type>PowerPoint Slides </work-type><urls></urls><remote-database-name>CECIL</remote-database-name></record></Cite></EndNote>(Houkamau, 2008c; Spiers, 2008). There are further additional benefits achieved by managing and embracing diversity in organisations ADDIN EN.CITE <EndNote><Cite><Author>Spiers</Author><Year>2008</Year><RecNum>205</RecNum><record><rec-number>205</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >205</key></foreign-keys><ref-type name=quot; Journal Articlequot; >17</ref-type><contributors><authors><author>Spiers, Carole</author></authors></contributors><titles><title>The business benefits of diversity</title><secondary-title>Management Services</secondary-title></titles><periodical><full-title>Management Services</full-title></periodical><pages>26</pages><volume>52</volume><number>2</number><keywords><keyword>Workplace diversity</keyword><keyword>Research</keyword><keyword>Performance evaluation</keyword><keyword>Training</keyword><keyword>Effectiveness</keyword></keywords><dates><year>2008</year></dates><isbn>03076768</isbn><urls><related-urls><url>http://ezproxy.auckland.ac.nz/login?url=http://proquest.umi.com/pqdweb?did=1507581611&amp;Fmt=7&amp;clientId=13395&amp;RQT=309&amp;VName=PQD</url></related-urls></urls></record></Cite></EndNote>(Spiers, 2008), especially in concern to customers. Through the use of their ‘real women’ campaign, Dove recognised that their customers wanted advertising which related to them personally and in doing so manager to increase their market share from 1% to 6% while also successfully questioning stereotypes and perceptions of women in society and the media ADDIN EN.CITE <EndNote><Cite><Author>Brook</Author><Year>2004</Year><RecNum>226</RecNum><record><rec-number>226</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >226</key></foreign-keys><ref-type name=quot; Web Pagequot; >12</ref-type><contributors><authors><author>Brook, Stephen</author></authors><secondary-authors><author>MediaGuardian</author></secondary-authors></contributors><titles><title>&apos;Real women&apos; ads do wonders for Dove figures</title></titles><volume>2008</volume><number>Nov 3</number><dates><year>2004</year><pub-dates><date>July 29 </date></pub-dates></dates><urls><related-urls><url>http://www.guardian.co.uk/media/2004/jul/29/marketingandpr.advertising1</url></related-urls></urls></record></Cite></EndNote>(Brook, 2004). <br />Challenges in Managing Diversity <br />There are a number and variety of challenges encountered by organisations attempting to represent the diversity in their environment within any business which can create potential further complications for the management of organisations in a variety of ways. When facing the concern of embracing and managing diversity in an organisation, the issues of what and how to best approach it, present a large challenge for many organisations ADDIN EN.CITE <EndNote><Cite><Author>Houkamau</Author><Year>2008</Year><RecNum>201</RecNum><Pages>14</Pages><record><rec-number>201</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >201</key></foreign-keys><ref-type name=quot; Unpublished Workquot; >34</ref-type><contributors><authors><author>Houkamau, Carla</author></authors></contributors><titles><title>Lecture 4: Diversity Management - The Business Case</title><secondary-title>MGMT 317&apos;734 Diversity in Organisations </secondary-title></titles><dates><year>2008</year></dates><pub-location>Auckland </pub-location><publisher>University of Auckland CECIL</publisher><work-type>PowerPoint Slides </work-type><urls></urls><remote-database-name>CECIL</remote-database-name></record></Cite></EndNote>(Houkamau, 2008c, p. 14). The historical approach taken within organisational planning has followed a model where diversity is commonly overlooked and historically strategists and management within most organisations have taken an assimilation approach, whereby all individuals are assumed to fit the same model. While many organisations and theorists recognise that this is the case, there are few examples or models to which reference can be drawn. The accommodation approach adopted by EEO still arguably falls short of the ideal approach to embracing diversity. Some multinationals are leading the way but the current approaches suggested in the literature are objective and diverse. This can make it increasingly difficult for organisations to make decisions about employees, customers and the general direction of the organisation and the process of maintaining effective contingencies in both operations and approach can be difficult. <br />The existing structure and processes of organisations and society have been established by those historically in power, generally straight, white males, during the development of which they have assumed that their perceptions and “norms” to be that of the human in general PEVuZE5vdGU+PENpdGU+PEF1dGhvcj5BY2tlcjwvQXV0aG9yPjxZZWFyPjE5OTA8L1llYXI+PFJl Y051bT43NzwvUmVjTnVtPjxyZWNvcmQ+PHJlYy1udW1iZXI+Nzc8L3JlYy1udW1iZXI+PGZvcmVp Z24ta2V5cz48a2V5IGFwcD0iRU4iIGRiLWlkPSI5MmZ2c2Q5cjg1MjV6eGVmMnQxNWUwMnUwdDlk eGV3ZHdkZDUiPjc3PC9rZXk+PC9mb3JlaWduLWtleXM+PHJlZi10eXBlIG5hbWU9IkpvdXJuYWwg QXJ0aWNsZSI+MTc8L3JlZi10eXBlPjxjb250cmlidXRvcnM+PGF1dGhvcnM+PGF1dGhvcj5BY2tl ciwgSm9hbjwvYXV0aG9yPjwvYXV0aG9ycz48L2NvbnRyaWJ1dG9ycz48dGl0bGVzPjx0aXRsZT5I 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In doing so they have ignored many of the differences between themselves and the rest of the world’s population ADDIN EN.CITE <EndNote><Cite><Author>Skidmore</Author><Year>2004</Year><RecNum>203</RecNum><record><rec-number>203</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >203</key></foreign-keys><ref-type name=quot; Journal Articlequot; >17</ref-type><contributors><authors><author>Skidmore, Paul</author></authors></contributors><auth-address>Paul Skidmore, Humboldt Universitt zu Berlin, Juristische Fakultt L.S. Baer Unter den Linden 6, D-10099 Berlin, Germany, e-mail: paul.skidmore@rewi.hu-berlin.de</auth-address><titles><title>A Legal Perspective on Sexuality and Organization: A Lesbian and Gay Case Study</title><secondary-title>Gender Work and Organization</secondary-title></titles><periodical><full-title>Gender Work and Organization</full-title></periodical><pages>229-253</pages><volume>11</volume><number>3</number><dates><year>2004</year></dates><isbn>1468-0432</isbn><urls><related-urls><url>http://dx.doi.org/10.1111/j.1468-0432.2004.00230.x</url></related-urls></urls></record></Cite></EndNote>(Skidmore, 2004). One commonly referenced example of this is found in the nature of work environments not being supportive of a concern for the balance between home and work, making it difficult for women, whom are commonly the caregivers, to participate in the same way within the organisation as their male counterparts ADDIN EN.CITE <EndNote><Cite><Author>Spiers</Author><Year>2008</Year><RecNum>205</RecNum><record><rec-number>205</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >205</key></foreign-keys><ref-type name=quot; Journal Articlequot; >17</ref-type><contributors><authors><author>Spiers, Carole</author></authors></contributors><titles><title>The business benefits of diversity</title><secondary-title>Management Services</secondary-title></titles><periodical><full-title>Management Services</full-title></periodical><pages>26</pages><volume>52</volume><number>2</number><keywords><keyword>Workplace diversity</keyword><keyword>Research</keyword><keyword>Performance evaluation</keyword><keyword>Training</keyword><keyword>Effectiveness</keyword></keywords><dates><year>2008</year></dates><isbn>03076768</isbn><urls><related-urls><url>http://ezproxy.auckland.ac.nz/login?url=http://proquest.umi.com/pqdweb?did=1507581611&amp;Fmt=7&amp;clientId=13395&amp;RQT=309&amp;VName=PQD</url></related-urls></urls></record></Cite></EndNote>(Spiers, 2008). This highlights the distinct requirement to consider diversity and the changes and challenges in embracing it on two levels; systemic and interpersonal ADDIN EN.CITE <EndNote><Cite><Author>Houkamau</Author><Year>2008</Year><RecNum>201</RecNum><Pages>15-16</Pages><record><rec-number>201</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >201</key></foreign-keys><ref-type name=quot; Unpublished Workquot; >34</ref-type><contributors><authors><author>Houkamau, Carla</author></authors></contributors><titles><title>Lecture 4: Diversity Management - The Business Case</title><secondary-title>MGMT 317&apos;734 Diversity in Organisations </secondary-title></titles><dates><year>2008</year></dates><pub-location>Auckland </pub-location><publisher>University of Auckland CECIL</publisher><work-type>PowerPoint Slides </work-type><urls></urls><remote-database-name>CECIL</remote-database-name></record></Cite></EndNote>(Houkamau, 2008c, pp. 15-16). <br />Within the systemic levels of consideration, organisations need to ensure that processes are enabled to support the diversity represented. There is no point hiring working mothers with the incentive of honouring work life balance and not providing appropriate structural support for it. The current structure of work design and organisational systems do not support balance between theses and as such structural changes are requires to really embrace diversity, for example flexible working arrangements. The approaches themselves taken by the organisation to embrace diversity must intrinsically adopt a diversified form, after all individuals have individual requirements. For example; the more individualistic, masculine cultures of the United States, Australia or New Zealand ADDIN EN.CITE <EndNote><Cite><Author>Hofstede</Author><Year>1980</Year><RecNum>10</RecNum><record><rec-number>10</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >10</key></foreign-keys><ref-type name=quot; Journal Articlequot; >17</ref-type><contributors><authors><author>Hofstede, G.</author></authors></contributors><titles><title>Motivation, Leadership &amp; Organization: Do American Theories Apply Abroad?</title><secondary-title>Organisational Dynamics</secondary-title></titles><periodical><full-title>Organisational Dynamics</full-title></periodical><pages>42-63</pages><volume>9</volume><number>1</number><dates><year>1980</year><pub-dates><date>1980</date></pub-dates></dates><isbn>0090-2616</isbn><accession-num>5143098</accession-num><work-type>Article</work-type><urls><related-urls><url>http://search.ebscohost.com.ezproxy.auckland.ac.nz/login.aspx?direct=true&amp;db=buh&amp;AN=5143098&amp;site=ehost-live</url></related-urls></urls><remote-database-name>Business Source Premier</remote-database-name><remote-database-provider>EBSCO Host</remote-database-provider><language>English</language></record></Cite></EndNote>(Hofstede, 1980) may prefer to be direct or possibly aggressive in their problem solving approach, suiting IBMs Diversity Council, where decisions can be robustly debated and discussed ADDIN EN.CITE <EndNote><Cite><Author>IBM</Author><Year>2008</Year><RecNum>179</RecNum><record><rec-number>179</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >179</key></foreign-keys><ref-type name=quot; Web Pagequot; >12</ref-type><contributors><authors><author>IBM,</author></authors></contributors><titles><title>IBM Diversity Profile</title></titles><volume>2008</volume><number>Oct 2</number><dates><year>2008</year></dates><urls><related-urls><url>http://www.strategicdiversity.com/strategic_diversity_Diverse_Company_Profiles_IBM.htm</url></related-urls></urls></record></Cite></EndNote>(IBM, 2008). However a member with a collectivist, feminine cultural orientation, such as an individual from Taiwan or Singapore ADDIN EN.CITE <EndNote><Cite><Author>Hofstede</Author><Year>1980</Year><RecNum>10</RecNum><record><rec-number>10</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >10</key></foreign-keys><ref-type name=quot; Journal Articlequot; >17</ref-type><contributors><authors><author>Hofstede, G.</author></authors></contributors><titles><title>Motivation, Leadership &amp; Organization: Do American Theories Apply Abroad?</title><secondary-title>Organisational Dynamics</secondary-title></titles><periodical><full-title>Organisational Dynamics</full-title></periodical><pages>42-63</pages><volume>9</volume><number>1</number><dates><year>1980</year><pub-dates><date>1980</date></pub-dates></dates><isbn>0090-2616</isbn><accession-num>5143098</accession-num><work-type>Article</work-type><urls><related-urls><url>http://search.ebscohost.com.ezproxy.auckland.ac.nz/login.aspx?direct=true&amp;db=buh&amp;AN=5143098&amp;site=ehost-live</url></related-urls></urls><remote-database-name>Business Source Premier</remote-database-name><remote-database-provider>EBSCO Host</remote-database-provider><language>English</language></record></Cite></EndNote>(Hofstede, 1980) would probably prefer something like Johnson & Johnson’s Global Office of Diversity and Inclusion where issues involve all areas of the organisation and may adopt a more collectivist perspective where issue could be raised in a less direct manner ADDIN EN.CITE <EndNote><Cite><Author>Johnson &amp; Johnson</Author><Year>2008</Year><RecNum>178</RecNum><record><rec-number>178</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >178</key></foreign-keys><ref-type name=quot; Web Pagequot; >12</ref-type><contributors><authors><author>Johnson &amp; Johnson, </author></authors></contributors><titles><title>Company Diversity Profile</title></titles><volume>2008</volume><number>Oct 7</number><dates><year>2008</year></dates><urls><related-urls><url>http://www.strategicdiversity.com/strategic_diversity_Diverse_Company_Profiles_johnson_&amp;_johnson.htm</url></related-urls></urls></record></Cite></EndNote>(Johnson & Johnson, 2008). To effectively embrace diversity and truly experience this, the implementation and adoption of changes approach must be experiences throughout all levels and areas of the organisation ADDIN EN.CITE <EndNote><Cite><Author>Houkamau</Author><Year>2008</Year><RecNum>201</RecNum><record><rec-number>201</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >201</key></foreign-keys><ref-type name=quot; Unpublished Workquot; >34</ref-type><contributors><authors><author>Houkamau, Carla</author></authors></contributors><titles><title>Lecture 4: Diversity Management - The Business Case</title><secondary-title>MGMT 317&apos;734 Diversity in Organisations </secondary-title></titles><dates><year>2008</year></dates><pub-location>Auckland </pub-location><publisher>University of Auckland CECIL</publisher><work-type>PowerPoint Slides </work-type><urls></urls><remote-database-name>CECIL</remote-database-name></record></Cite></EndNote>(Houkamau, 2008c).<br />Incidentally, there is little effect if the structural support is provided and processes installed to embrace diversity yet the perceptions and mindsets of employees, especially managers responsible for implementing these processes, do not embrace such concepts or demonstrate prejudice. The culture of organisations are required to embrace diversity throughout the different levels, groups, planning and structure ADDIN EN.CITE <EndNote><Cite><Author>Houkamau</Author><Year>2008</Year><RecNum>201</RecNum><record><rec-number>201</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >201</key></foreign-keys><ref-type name=quot; Unpublished Workquot; >34</ref-type><contributors><authors><author>Houkamau, Carla</author></authors></contributors><titles><title>Lecture 4: Diversity Management - The Business Case</title><secondary-title>MGMT 317&apos;734 Diversity in Organisations </secondary-title></titles><dates><year>2008</year></dates><pub-location>Auckland </pub-location><publisher>University of Auckland CECIL</publisher><work-type>PowerPoint Slides </work-type><urls></urls><remote-database-name>CECIL</remote-database-name></record></Cite></EndNote>(Houkamau, 2008c). Embracing diversity in a realistic sense throughout the firm can present a challenge in itself. Dell attempt to ‘continue to drive diversity throughout the organisation, making it central part of global strategy’ ADDIN EN.CITE <EndNote><Cite><Author>Dell</Author><Year>2008</Year><RecNum>176</RecNum><record><rec-number>176</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >176</key></foreign-keys><ref-type name=quot; Web Pagequot; >12</ref-type><contributors><authors><author>Dell, </author></authors></contributors><titles><title>Dell&apos;s Global Diversity Program</title></titles><volume>2008</volume><number>Oct, 10</number><dates><year>2008</year></dates><publisher>Cresent Strategic Resources</publisher><urls><related-urls><url>http://www.strategicdiversity.com/strategic_diversity_Diverse_Company_Profile_DELL_1.htm</url></related-urls></urls></record></Cite></EndNote>(Dell, 2008). The perpetuated barriers presented by diversity in culture, age, gender, physical ability of the mindsets surrounding them between members of the organisation need to be overcome, the most effective, debatably only way to do so being through the use of communication and education ADDIN EN.CITE <EndNote><Cite><Author>Houkamau</Author><Year>2008</Year><RecNum>201</RecNum><record><rec-number>201</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >201</key></foreign-keys><ref-type name=quot; Unpublished Workquot; >34</ref-type><contributors><authors><author>Houkamau, Carla</author></authors></contributors><titles><title>Lecture 4: Diversity Management - The Business Case</title><secondary-title>MGMT 317&apos;734 Diversity in Organisations </secondary-title></titles><dates><year>2008</year></dates><pub-location>Auckland </pub-location><publisher>University of Auckland CECIL</publisher><work-type>PowerPoint Slides </work-type><urls></urls><remote-database-name>CECIL</remote-database-name></record></Cite></EndNote>(Houkamau, 2008c). Johnson & Johnson recognise that education is essential for promoting the benefits of a diverse workplace globally. They established the Johnson & Johnson Diversity University which is a dynamic internal resource designed to help employees by providing ‘best-in-class diversity training and developmental tools and resources ADDIN EN.CITE <EndNote><Cite><Author>Johnson &amp; Johnson</Author><Year>2008</Year><RecNum>178</RecNum><record><rec-number>178</rec-number><foreign-keys><key app=quot; ENquot; db-id=quot; 92fvsd9r8525zxef2t15e02u0t9dxewdwdd5quot; >178</key></foreign-keys><ref-type name=quot; Web Pagequot; >12</ref-type><contributors><authors><author>Johnson &amp; Johnson, </author></authors></contributors><titles><title>Company Diversity Profile</title></titles><volume>2008</volume><number>Oct 7</number><dates><year>2008</year></dates><urls><related-urls><url>http://www.strategicdiversity.com/strategic_diversity_Diverse_Company_Profiles_johnson_&amp;_johnson.htm</url></related-urls></urls></record></Cite></EndNote>(Johnson & Johnson, 2008) A classical challenge for pioneers of diverse workplaces is a difficulty gaining buy in from the rest of the organisation ADDIN EN.CITE <EndNote><
Mgmt 734 ass3 final version-jess maher 3328773
Mgmt 734 ass3 final version-jess maher 3328773
Mgmt 734 ass3 final version-jess maher 3328773
Mgmt 734 ass3 final version-jess maher 3328773
Mgmt 734 ass3 final version-jess maher 3328773
Mgmt 734 ass3 final version-jess maher 3328773
Mgmt 734 ass3 final version-jess maher 3328773
Mgmt 734 ass3 final version-jess maher 3328773
Mgmt 734 ass3 final version-jess maher 3328773
Mgmt 734 ass3 final version-jess maher 3328773
Mgmt 734 ass3 final version-jess maher 3328773
Mgmt 734 ass3 final version-jess maher 3328773
Mgmt 734 ass3 final version-jess maher 3328773
Mgmt 734 ass3 final version-jess maher 3328773
Mgmt 734 ass3 final version-jess maher 3328773
Mgmt 734 ass3 final version-jess maher 3328773
Mgmt 734 ass3 final version-jess maher 3328773

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Mgmt 734 ass3 final version-jess maher 3328773

  • 1.