While many organizations have taken steps to protect minority individuals from the negative effects of prejudice and discrimination, such initiatives may be met with limited success. That is, prejudice and discrimination may remain major problems even with organizations who adopt organizational policies to enhance equity and reduce workplace discrimination. This dissertation examines the use of an individual-level strategy that individuals can enact in response to prejudice and/or discrimination, and that is the strategy of directly confronting the prejudice of their co-workers. This study examines the utility of confronting co-workers in the workplace with particular emphasis on the cognitions, attitudes, and behavioral intentions of third-party bystanders following witnessing a confrontation. I anticipated that the identity of the confronter (a member of the target group or an ally) and the level of conflict (high or low conflict) as well as the type of conflict (aggressive vs. calm, and personalized to the individual vs. generalized to society as a whole) in the confrontation would differentially impact outcome variables. Indeed, the results suggest that allies (versus targets) who confront elicit more positive behavioral intentions from observers to enact such strategies in the future; that high conflict (either aggressive or personalized) confrontations elicit more negative cognitions, attitudes, and behavioral intentions than do low conflict confrontations; and that targets and allies who confront have the most impact on third-party individuals if they utilize different strategies. Specifically, allies received particularly negative ratings when they confronted in an aggressive and personalized manner (compared to the other three strategies) and targets received relatively negative ratings only when confronting in an aggressive manner. These results held true in data obtained several weeks later. This research assesses the practicality of using confrontation as a prejudice-reduction tool and potentially informs future diversity management initiatives in organizations.

Zugl.: Bochum, Univ., Diss., 2009

Zugl.: Bamberg, Universiẗat, Diplomarbeit, 2008.

Zugl.: Münster (Westfalen), Univ., Diss., 2006 u.d.T.: Oertel, Jutta: Über den Umgang mit Generationen

Zugl.: Bielefeld, Univ., Diss., 2008

Diss. Nr. 3586 Wirtschaftswiss. St. Gallen. / Literaturverz.

Master-Arbeit Univ. St. Gallen, 2008.

Zugl.: Bielefeld, Univ., Diss., 2008.

Studies have acknowledged various conceptualisations of diversity management. These studies have also provided guidance for better and effective ways for managing diversity at the organisational, national and global levels. Nonetheless, it has been argued that focus on conceptualising diversity management has mainly been within the context of the Global North: reflecting mainly Anglo-centric and neo liberal structuring. As a result, this has limited the growth of management styles in Africa. To this effect, this research explores the nature and concept of diversity in Nigeria; it examines diversity management approaches by Shell and General Electric (GE) subsidiaries in Nigeria, and evaluates the broader role of these diversity management practices in contributing to the National Development Plans in Nigeria. Though starting from an Anglo-centric and neo liberal position, I go beyond this structuring as I critically examine the diversity management practices from a Nigerian context and by conducting interviews about the significance of these practices in Nigeria. This research adopts a feminist lens that gives voice and unveils power relations. In addition, I draw on four Western diversity frameworks, including Cox Taylor organisational types and dimensions, Ely and Thomas model of diversity, relational framework by Syed and Ozbilgin and intersectionality theory. These frameworks and approaches analyse the implication of diversity management within these MNC systems in Nigeria as they promote social equality and foster development. In addition, evaluating the broader roles of these MNCs in contributing to national development planning emphasises the need for incorporating diversity management in human resource development theorizing.

Thesis (MTech(Business Administration)--Cape Technikon, Cape Town, 2004 / My central thesis is, that certain social systems and cultures have supported modern economic growth and human progress, whereas others have not. Countries and, winning organizations that have been able to jump ahead out of the laggard have done so, because they developed a conquering culture of rigor and work, removed from the influences of invisible forces. The world at the beginning of the twenty first century is still, divided between the few who are rich and powerful and the many who are poor and powerless, between the free and the oppressed. Traditional'explanations like imperialism, dependency, colonialism and racism are no longer adequate after so many decades. Increasingly researchers are reasoning that the principal reason why some countries and ethnic groups are better off than others lies in cultural values and beliefs and attitudes, which powerfully shape political, economic and social performance, and share the view that value and attitude change is indispensable to progress for those who are lagging. There is a methodological difference between myself and some people who are consistently uncritical of the values and attitudes of a culture, and think people ought to resign themselves to economic and social values that condemn them to poverty and subservience, in the name of cultural purity. The power of cultural values, beliefs and attitudes to promote or resist progress has been largely ignored. Culture is a significant determinant of a nation's ability to prosper, because it shapes individual's thoughts and behaviours, and the way individuals think about progress.