tailieunhanh - Lecture Managing diversity in Australia: Chapter 4 - Glenda Strachan, Erica French, John Burgess

Chapter 4 - Equity and diversity within organisations. The following will be discussed in this chapter: Gendered organisation; gendering: Interacting processes; inequality regimes; approaches to equity management; why do organisations have diversity programs? metal manufacture,. | Chapter 4 Equity and diversity within organisations Glenda Strachan, Erica French and John Burgess Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 4- Gendered organisation To say that an organisation is gendered ‘means that advantage and disadvantage, exploitation and control, action and emotion, meaning and identity, are patterned through and in terms of a distinction between male and female, masculine and feminine. Gender is an integral part of those processes, which cannot be properly understood without an analysis of gender’ (Acker 1990: 146). Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 4- Gendering: Interacting processes Construction of divisions along gender lines, . divisions of labour, allowed behaviours Construction of symbols and images that explain, express, reinforce or sometimes oppose those divisions Interactions between | Chapter 4 Equity and diversity within organisations Glenda Strachan, Erica French and John Burgess Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 4- Gendered organisation To say that an organisation is gendered ‘means that advantage and disadvantage, exploitation and control, action and emotion, meaning and identity, are patterned through and in terms of a distinction between male and female, masculine and feminine. Gender is an integral part of those processes, which cannot be properly understood without an analysis of gender’ (Acker 1990: 146). Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 4- Gendering: Interacting processes Construction of divisions along gender lines, . divisions of labour, allowed behaviours Construction of symbols and images that explain, express, reinforce or sometimes oppose those divisions Interactions between and among women and men, . conversation style Gender is implicated in the fundamental, ongoing processes of creating and conceptualising social structures, . organisational rules, directives, job evaluation (Acker 1990, 146–147). These processes help to produce gendered components of individual identity including presentation of self as a gendered member of an organisation. Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 4- Inequality regimes Analysis of work processes have exposed different impacts for people from different classes and ethnic groups, as well as gender. Individuals can be subject to a number of inequalities. Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 4- Approaches to equity management Strategies Identity-conscious – explicitly includes demographic group identity, . using employment agencies that specialise in .

• Quản trị kinh doanh
• Managing diversity in Australia
• Managing diversity
• Diversity in the workplace
• Personnel management
• Lecture Managing diversity in Australia
• Diversity within organisations
• Managing cultural diversity
• Managing young workers
• Managing the ageing workforce
• Workforce diversity
• Australian Public Service
• Mapping equity
• Women in male dominated industries
• Trade unions
• Social justice
• Complexity of disability
• Family policies
• Employing indigenous Australians
• Women in management
• Cultural fit
• Workplace culture