The paper is included in a text about organizational behavior and focuses on the relationship between organizational corporate policies and the various and heterogeneous profiles detectable in the context of human resources in the organization. Diversity Management is represented as the mix of analytical and decision-making tools aimed at the detection and management of the problems that the objective and inevitable differences between people and groups generates, according to a vision-oriented, not so much to the "removal" or "cancellation" of the phenomenon , but rather to its "value" and constructive outcomes. The work starts from the identification of the sources of organizational diversity (primary and secondary) and, through the elaboration of a dynamic conceptual framework (causes, effects, implications of diversity management), focuses on some of the most common sources of diversity (age, gender, culture); in the second part an operational reflection about the potential benefits of diversity, tools and managerial levers of Diversity Management is developed . In the third part some operating results of a field survey are examined and a critical reading of Diversity Management programs is proposed (managerial rhetoric, fashions, control and power manteinance).
CAPITOLO DECIMO - Il Diversity Management
DE VITA, Paolo;
2009-01-01
Abstract
The paper is included in a text about organizational behavior and focuses on the relationship between organizational corporate policies and the various and heterogeneous profiles detectable in the context of human resources in the organization. Diversity Management is represented as the mix of analytical and decision-making tools aimed at the detection and management of the problems that the objective and inevitable differences between people and groups generates, according to a vision-oriented, not so much to the "removal" or "cancellation" of the phenomenon , but rather to its "value" and constructive outcomes. The work starts from the identification of the sources of organizational diversity (primary and secondary) and, through the elaboration of a dynamic conceptual framework (causes, effects, implications of diversity management), focuses on some of the most common sources of diversity (age, gender, culture); in the second part an operational reflection about the potential benefits of diversity, tools and managerial levers of Diversity Management is developed . In the third part some operating results of a field survey are examined and a critical reading of Diversity Management programs is proposed (managerial rhetoric, fashions, control and power manteinance).I documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.
