Supported Employment is one of the main tools of active labour market policies for the people who are disadvantaged or with disabilities. It aims to aid people are disadvantaged when finding employment themselves, provides assistance when looking for and choosing the right employment and with preparations for its execution, facilitation of the first contact with employer and colleagues, and ongoing support not only to the person with disability, but also to his colleagues and superiors who will be in contact with him. The thesis focuses on the issue of supported employment and its relation to diversity management, which covers the topic of management of employing the minorities and disadvantaged groups. From this perspective the thesis discusses the attitudes and prejudices, that often pose a barier to supported employment and effective interaction of people with disabilities and without. Research aims to explore these attitudes and to explore the support, that employers and employees working in the companies there the supported employment takes place are provided. The hypotheses stating there would be a difference in attitudes toward people with disabilities and toward organizational diversity between the research and the control group, were not confirmed. Qualitative analysis revealed the...

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This thesis describes and analyses diversity management and its best practices (with the focus on nationalities and cultures). The central question in this research is: 'what are the essential elements of diversity management to effectively manage diversity within organizations?' Via desk- and field research (interviews and questionnaires) information is obtained to answer this question and other sub questions of the thesis. Nowadays, organizations have to adapt themselves to a rapidly changing environment, both internal and external. Companies have to deal with a continuously evolving labor- and sales market, which is the result of various factors, including the changing demographic composition and globalization. Organizations cannot longer ignore diversity and should take it into account, to ensure that the company will not face any future problems related to recruiting, efficiency, innovation, growth, et cetera. Based on the conducted research, it became clear that implementing diversity management consists out of several stages, namely: 1. Establish diversity council and appoint diversity contact officer who together bear the main diversity responsibilities; 2. Previous diversity initiatives should be visualized; 3. Organizational data must be collected; 4. Diversity strategy and priority areas must be set up (inclusive organizational culture, management support and awareness & commitment); 5. Establish diversity policy (allowance of country-by-country deviations) and 6. Define diversity tools (recruitment, training, mentoring & coaching, career development, linkage diversity & performance, benefits/other factors and partnering with external bodies). During these different stages, it is important to communicate with all employees, since this will create support, awareness and commitment to diversity. After the process has been completed, it is important to monitor and evaluate the diversity vision, policy and tools. Main conclusions that can be drawn from the research are the following: 1. Diversity brings more advantages than disadvantages; 2. Management team diversity is of great importance; 3. Inclusive organizational culture is essential; 4. Diversity management must be integrated and 5. Attractiveness of diversity management should be promoted. In addition, the conducted research made clear that companies should spend more time and energy to diversity management and they should really focus on their 'ability to execute', since this will bring many advantages and will avoid future problems.

This thesis deals with diversity and diversity management. The aim of this work is to analyze how are young people affected by supporting diversity and implementation of diversity management by the company and see what awareness students have of diversity and diversity management, what attitude have young people towards diversity in the workplace and opinions of young people on discrimination in the workplace. Quantitative research was chosen as analysis method. The students of economics were selected as target group. Research has shown that students have a very good knowledge of diversity. Awareness of diversity management among students and graduates is relatively high but only few of them have met with this concept in practice. Most of students think that diversity management has a positive effect on the performance of the company and they consider increasing creativity and innovation of employees as the biggest advantage of this concept. When choosing a job offer companies which promote diversity of employees are considered more attractive.

This thesis deals with the application of diversity management in the selected organisation, namely RWE Group in the Czech Republic. It focuses on the diversity of gender and age, particularly young women - students and university graduates. The aim of the thesis is to determine what factors play a role in the decision making about first job of young women as well as the expectations from their future employers. The results are evaluated and compared with the implemented diversity programme for gender and age in the RWE Group in the Czech Republic. The thesis further provides a verification if the findings of the thesis match the expectations of the identified target group. The thesis is divided into two parts. The theoretical part introduces basic terms such as diversity, diversity management including benefits and potential challenges that come along with the implementation. The practical part presents RWE Group in the CZ and the implemented diversity programme.

The World is becoming global and also the companies. They are expanding their business outside the current location. This trend brings new challenges to the top management and to line managers to be able lead not just people with same culture, but also lead and cooperate with reportees from different cultures. Leaders need to be able to lead teams consisted from people of various gender, religion, age, sexual orientation or color. Managers need to be aware of those specifics in order to use full potential of whole team. The aim of this diploma thesis is to analyze those specifics of leading of intercultural IT company based on semi-structured interviews with expats, free associations, analysis of company documents and guided discussion and design methods and recommendations to be able to lead intercultural teams more effectively, mainly in IT field.

This diploma thesis deals with an actual issue of work-life balance. The theoretical part covers a development approach of private organizations to the topic. The practices of work-life balance are described in detail. The practical part analyses a current state of selected company using quantitative and qualitative methods of research. On the basis of acquired results, the appropriate work-life balance measures have been proposed into the strategy of selected company.

This diploma thesis deals with the issue of work-life balance. The aim of the diploma thesis is to suggest recommendations to effective work-life balance in a chosen company. In order to solve the diploma problem, it is necessary to analyse the possibilities of work-life balance in a chosen company on the basis of theoretical findings, the study of company’s documents and a questionnaire with chosen employees.

The importance of incorporating Diversity Management (DM) in organizations has become a viral debate in recent years in response to social pressures worldwide. While there is extensive research on the effects of DM, how the implementation process is managed is much less obvious. Furthermore, DM is a multidimensional concept that lacks a universally accepted definition in terms of organizational practices, which presents operations managers with various challenges. To identify these challenges and how they are managed, a qualitative case study was conducted through semi-structured interviews with Top and HR managers of a listed, Large Cap company in Sweden. The theories of Change Agents and Sensemaking were applied to analyze the implementation process of DM within The Company. The findings were categorized into; (1) the challenge of mobilization, (2) the challenge of creating a shared meaning, and (3) the challenge of the diversity paradox. Based on these findings, the conclusions indicated that unity, communication, awareness, and persistence are important factors to consider when managing these challenges.

For over 30 years, organizations have engaged in programs to address the growing presence of diverse populations in their ranks, and researchers have attempted to identify and quantify a link between diversity and enterprise performance. The problem was a lack of understanding of how organizations benefit from increased diversity and the role of frontline managers in that process. The purpose of this phenomenological study was to address the research question aimed at the perceptions and lived experiences of frontline managers and to gain insights about how they are navigating the challenges of increased diversity to enhance their ability to produce high-performance outcomes. The three conceptual frames used were (a) diversity management, (b) managing people, and (c) team performance. The data collection process involved interviewing 12 frontline managers from a variety of industry sectors using a semistructured, conversational interviewing protocol. The open hand-coded analysis revealed patterns of thought and behaviors relating to managing individuals, managing the complexity of diversity, and managing diverse teams for high performance. The original concept of diversity management was in response to the growing diversity in the workplace and was intended to develop the capacity among managers to manage the resulting diversity mix. The study findings indicated that a common definition of diversity management is possible, that managing diversity requires a competence with all dimensions of diversity, and that there are a set of management skills that can yield better performance with teams of diverse composition. The results of my study can have positive impact on theory, practice, and general social acceptance of diversity.