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成功的文化多样性管理的主要障碍：刻板印象与偏见

介绍

最近几年见证了组织劳动力的文化多样性这种普遍现象。然而，在不完善的组织管理中，并不是所有的多样文化目前都能充分利用。这将被认为是在组织中的领导者和管理者产生刻板印象和偏见的一个主要障碍。刻板印象和偏见行为是对个人，尤其是那些处于弱势社会群体的人一种消极的生理和心理态度。

本研究关注在工作场中由刻板印象与偏见所引起的问题，在组织中运用的原型的基本原理，以及对给管理者和组织至关重要的影响。然而，与此相关的其他领域的探索也期望得到进一步的研究。

文献综述

多样性与机会平等
多样性是在组织中进行的，同时，这些差异也是有价值的并受到了重视。但是，当谈及平等的机会时，这意味着无论什么性别、种族、性取向或有着其他个人属性，他们都会被同样对待(布拉顿和戈尔德,2007)。

Stereotype and prejudice and the main obstacle for successful cultural diversity management

Introduction

Recent years witnessed the prevalent phenomenon of cultural diversity within organizations' labor force. However,not all of them are currently fully utilized under the imperfect management by organizations. It will be argued that one of the main obstacles would be stereotype and prejudice acted by leaders and managers in organizations.Stereotype as well as prejudice acted negatively as a mental and physical attitude towards individuals especially those who are in disadvantaged social group.

This study focus on the issues led by stereotype and prejudice in workplaces,the basic principle of the stereotype working in organizations, and the crucial implications given to managers and organizations as well. In the mean while, other research field related will be expected for further study related to this research.

Literature review

Diversity and equal opportunities

Diversity is conducted within organizations while differences are valued and respected.But when it comes to equal opportunities, it means that no matter what gender,race,sexual orientation or other categorizations individuals are belong to ,they will be equally treated (Bratton & Gold,2007). First and foremost,equality policies emerged longer than diversity,the former mainly concerned social justice and is regarded for the sake of social discrimination eliminating.But the limitation is that many individual characteristics are not counted in workplace resourcing decisions (Leopold,Harris,Watson,2005).

Diversity management,however,was gradually realized based on the critique of equality policy while people found that social group-based difference will be neglected and devalued(Kirton&Greene,2005). Also, failure was found by Liff(1999)who maintained that when equal oppor- tunities is not the equivalent of equal outcomes,individual differences should not be denied and constrained.

Diversity management

Diverse workforce in workplace is becoming more and more prevailing, and the interrelated diversity management is considered to be extremely vital for organizations' strategy.Mabey and Clark (1998) argued that if it is appropriately managed,employee diversity can bring organizational and human resource benefits to organizations,e.g.: A better recruitment, employees retention and motivation,more decent goals and services,better customer sensitivity,most importantly,the better innovation, creativity and adaptability.Forster and Harris(2009) maintained that diverse workgroups generate richer ideas and solutions than homogenous group. Therefore, managing diverse personnel requires that the right person,right qualifi- cations are placed on the right position. However,conducting diversity management is by no means a straightforward approach.It endu本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。