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A qualitative study of diversity man...

Cordak, Camille Ann.

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A qualitative study of diversity management in nonprofit women's health care settings: Influences of race and class.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	A qualitative study of diversity management in nonprofit women's health care settings: Influences of race and class./
作者:	Cordak, Camille Ann.
面頁冊數:	212 p.
附註:	Source: Dissertation Abstracts International, Volume: 57-02, Section: A, page: 0558.
Contained By:	Dissertation Abstracts International57-02A.
標題:	Health Sciences, Obstetrics and Gynecology. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9619332

A qualitative study of diversity management in nonprofit women's health care settings: Influences of race and class.
Cordak, Camille Ann.

A qualitative study of diversity management in nonprofit women's health care settings: Influences of race and class. - 212 p.

Source: Dissertation Abstracts International, Volume: 57-02, Section: A, page: 0558.

Thesis (Ph.D.)--Georgia State University, 1996.

Statement of the problem. Learning to manage a diverse work force may be one of the greatest challenges to the survival of effective health care in the 21st century. There is a paucity of research on diversity initiatives in health care organizations. The purpose of this study was to explain and describe how race, class, and gender influence the organizational culture and delivery of care in nonprofit women's health care settings that serve minority and indigent women.Subjects--Topical Terms:

1020690
Health Sciences, Obstetrics and Gynecology.

A qualitative study of diversity management in nonprofit women's health care settings: Influences of race and class.
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100 1 $a Cordak, Camille Ann. $3 1919725
245 1 2 $a A qualitative study of diversity management in nonprofit women's health care settings: Influences of race and class.
300 $a 212 p.
500 $a Source: Dissertation Abstracts International, Volume: 57-02, Section: A, page: 0558.
500 $a Adviser: Verna J. Willis.
502 $a Thesis (Ph.D.)--Georgia State University, 1996.
520 $a Statement of the problem. Learning to manage a diverse work force may be one of the greatest challenges to the survival of effective health care in the 21st century. There is a paucity of research on diversity initiatives in health care organizations. The purpose of this study was to explain and describe how race, class, and gender influence the organizational culture and delivery of care in nonprofit women's health care settings that serve minority and indigent women.
520 $a Method. The qualitative method utilized in this study was a multisite field study. Four nonprofit women's health care organizations, representing public and private sectors and rural and urban settings, were involved in this study. Data were gathered using semistructured interviewing, participant observation, and artifact collection. Data were analyzed using the constant comparative method of data analysis. Batch coding file comparisons also aided in the within- and across-site analysis.
520 $a Results. The within-site analysis revealed that these organizations have similar definitions of diversity and that a pivotal notion in defining diversity is race, ethnicity, or both. Important diversity issues were situationally defined and site-specific. Few organization-sponsored activities that supported diversity were offered at any site. There was a wider range of staff-sponsored activities that supported diversity ranging from two at one site to six at another. Three of the four sites recommended proactive diversity-based changes to improve service delivery. One site reported negative diversity-based impacts on service delivery that need to be corrected. The across-site analysis revealed that (a) potential promotion or demotion has virtually no effect on opinions about diversity, (b) managers and employees have similar perceptions of organizational tolerance for bigoted behavior, and (c) managers and employees see themselves as having different roles regarding the advancement of cultural diversity.
520 $a Conclusions. Three conclusions were drawn from the findings. First, people's definitions of cultural diversity focus on race, ethnicity, or both. Second, the occurrence of formal and informal activities which support diversity do not equate with a diversity program or necessarily indicate a healthy and productive diversity environment. Third, an organization's unspoken cultural diversity philosophy, in the form of each individual's perceptions, impact on service delivery.
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