tailieunhanh - Lecture Managing diversity in Australia: Chapter 17 - Glenda Strachan, Erica French, John Burgess

Chapter 17 - The future of managing diversity in Australia. The following will be discussed in this chapter: The drivers for managing diversity (MD) programs, the link between managing diversity and human resource management, the role of stakeholders in managing diversity programs, challenges and opportunities for managing diversity in Australia. | Chapter 17 The future of managing diversity in Australia John Burgess, Glenda Strachan and Erica French Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 17- Overview The drivers for managing diversity (MD) programs The link between managing diversity and human resource management The role of stakeholders in managing diversity programs Challenges and opportunities for managing diversity in Australia Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 17- The drivers for MD programs There is a need to attract and retain staff. MD policies recognise the increasing diversity of the workforce. An ageing population highlights the need for new ways of designing jobs and new forms of working arrangements. Knowledge and ‘soft’ skills are important sources of competitive advantage – organisations require programs that actively harness the potential of . | Chapter 17 The future of managing diversity in Australia John Burgess, Glenda Strachan and Erica French Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 17- Overview The drivers for managing diversity (MD) programs The link between managing diversity and human resource management The role of stakeholders in managing diversity programs Challenges and opportunities for managing diversity in Australia Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 17- The drivers for MD programs There is a need to attract and retain staff. MD policies recognise the increasing diversity of the workforce. An ageing population highlights the need for new ways of designing jobs and new forms of working arrangements. Knowledge and ‘soft’ skills are important sources of competitive advantage – organisations require programs that actively harness the potential of employees. Corporate social responsibility raises issues to do with labour standards. Changes in the business cycle have not diminished these drivers for MD programs. Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 17- The link between MD and HRM MD programs can nurture employee potential, contribute to organisational capacity building and demonstrate commitment to broader community objectives. Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 17- The role of stakeholders in MD programs Organisations need to use the expertise of interest and community groups if they are to develop effective MD programs. These include community groups who give voice to those who may be discriminated against or excluded by organisational practices. Trade unions also have an active role to play in the development, implementation and evaluation of MD programs. There is a .

• Quản trị kinh doanh
• Managing diversity in Australia
• Managing diversity
• Diversity in the workplace
• Personnel management
• Lecture Managing diversity in Australia
• Managing cultural diversity
• Diversity within organisations
• 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