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How diversity in contemporary busine...

Kahn, Amy E.

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How diversity in contemporary business is constituted in discourse by external diversity practitioners.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	How diversity in contemporary business is constituted in discourse by external diversity practitioners./
作者:	Kahn, Amy E.
面頁冊數:	249 p.
附註:	Source: Dissertation Abstracts International, Volume: 66-01, Section: A, page: 0065.
Contained By:	Dissertation Abstracts International66-01A.
標題:	Education, Business. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3160002
ISBN:	0496936069

How diversity in contemporary business is constituted in discourse by external diversity practitioners.
Kahn, Amy E.

How diversity in contemporary business is constituted in discourse by external diversity practitioners. - 249 p.

Source: Dissertation Abstracts International, Volume: 66-01, Section: A, page: 0065.

Thesis (Ph.D.)--Fielding Graduate Institute, 2005.

In order to comprehend the emerging field of diversity work in American business, I used a peer nominating process to identify 20 exemplary external diversity practitioners and then I conducted private, semi-structured telephone interviews that lasted from 45 minutes to 3 hours. Using Lieblich, Rubal-Mashiach, & Zilber's categorical content analysis procedure, I analyzed the diversity practitioners' interviews.

ISBN: 0496936069Subjects--Topical Terms:

1017515
Education, Business.

How diversity in contemporary business is constituted in discourse by external diversity practitioners.
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520 $a In order to comprehend the emerging field of diversity work in American business, I used a peer nominating process to identify 20 exemplary external diversity practitioners and then I conducted private, semi-structured telephone interviews that lasted from 45 minutes to 3 hours. Using Lieblich, Rubal-Mashiach, & Zilber's categorical content analysis procedure, I analyzed the diversity practitioners' interviews.
520 $a Participants made an important distinction between "diversity" (recognition of tensions arising from differences) and "diversity management." The respondents described diversity management as a process of facilitating change in a system. The content of diversity management was identified as a mix of three components: (a) raising consciousness about the impact that difference can have on a system; (b) teaching people the skills to respond to differences; and (c) shaping systems to align with differences. The conduct of diversity management was described as a tension between four components: meeting organizational requirements, honoring a sense of social responsibility, focusing on systemic change, or focusing on individual transformation. The diversity practitioners' work was described as resulting from the way they mix their passion for social responsibility and for meeting organizational requirements with their focus on a system and/or on the individuals in the system.
520 $a I constructed a two-dimensional model that depicted six distinct types of diversity management work. One axis focuses on "objectives" and lists four components: person, system, requirements, and social responsibility. I titled the other axis "personal significance" given that it measures a practitioner's level of passion for each of the four components on the "objectives" axis. By juxtaposing these measures, different approaches to diversity management work can be determined.
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