This dissertation focuses on the management of cultural diversity in a joint venture (JV), formed in 2002, between a South African company, Sasol Chemical Industries and a Japanese company, Mitsubishi Chemical Cooperation (MCC). The reasons for the formation of the JV as well as the details are provided. One of the key threats identified for the JV is the challenges posed by the merging of two different cultures. Research studies indicate that the longevity of a JV is largely determined by the management of cross cultural conflicts. Unresolved cultural differences can have a detrimental effect on the success of the JV. This leads to the formulation of the following hypothesis "Proper Management of Cultural Diversity will result in the long term success of the JV between Sasol and MCC". According to Hofstede (1983), an evaluation of the management of cultural diversity requires an analysis of the managerial and cultural behaviour of both South African and Japanese culture. Questionnaires, comprising largely of rating scales, were administered to a population comprising of the senior, middle and junior management from Sasol that were directly involved in the JV. The aim of the questionnaire was to evaluate and compare the knowledge Sasol employees have about South African and Japanese business culture, determine the current level of cultural sensitivity and to evaluate the level of cross-cultural diversity training received. The results are then benchmarked and evaluated against those characteristics displayed by JV’s that adopt a third culture approach. Based on this information it was determined that the current management of cultural diversity was not adequate for the long term success of the JV. Differences emanating from managerial behaviour such as the differences in managerial style, decision making process, organisational structure and communication styles lead employees to become frustrated and unsure of what to do. Differences in Cultural behaviour such as the degree of Individualism, Uncertainty Avoidance and Masculinity also resulted in misunderstanding of intentions that often lead to distrust and ethnocentric behaviour. These findings correlated when benchmarked against the ratings of those characteristics displayed by JV's that adopt a third culture (Graen, 1996). The hypothesis "the current level of management of cultural diversity is sufficient to ensure the long term success of the JV' was rejected with the final finding being that the current management of cultural diversity is not sufficient to ensure the long term success of the JV. Comments from participants indicated that there was indeed no management practice in place to manage cultural diversity. Most participants felt at a loss when handling diversity issues and were unsure of the level of sensitivity to display to other cultures. The key recommendation was the implementation of cultural training programs similar to that developed by Berrell (1999) and to develop an organisational culture that will assist employees in reducing behaviour variability. / Thesis (MBA)-University of KwaZulu-Natal, 2005.

Background: There is a shortage of Black chartered accountants, with some progress being made in transforming the industry. Accounting firm managers must be prepared to effectively manage the increasing diversity of the profession. Methods: The primary objectives of the study are to determine the KZN accounting firms' managers' and trainees' perceptions of diversity management in the accountancy profession; to determine the KZN accounting firms' managers' and trainees' perceptions of the Chartered Accountancy profession Charter (CA Charter); and to identify the accounting firms' managers' and trainees' perceptions of managerial competencies required by managers to effectively manage diversity in KwaZulu-Natal. A prospective, descriptive and analytical, cross-sectional design using systematic sampling was employed. The responses of 45 accounting managers and 114 trainees were analysed. Results: Both managers and trainees perceived the six managerial competencies important in managing diversity, but the ranking order of perceived importance indicated that there are variations in ratings. Teamwork and self-management competencies were highly rated by managers, while communication and teamwork competencies were highly rated by trainees. A total of 84.4% of managers were male, 44.4% were White, and 91.1% were between 30 to 60 years old. 47.4% of trainees were male, 51.8% were African, and all were between 21 and 30 years old. 42.1% of trainees reported knowledge of the CA Charter, in contrast to 64.4% of managers (p<0.05). 34.2% of trainees did not believe that the accounting firm has a plan to retain Black employees, as compared to 4.4% of managers (p< 0.05). Both managers and trainees believed that diversity should be led by top management. Trainees were more attached than managers to individuals of the same race (p<0.05) and language (p<0.05) as themselves. Conclusion: The managerial competencies are vital for the accounting firms. managers. The study suggests that the accounting firms. managers should consider the importance given by trainees and by themselves in prioritising the most important competencies they require in managing diversity. Accounting firms are encouraged to include the six managerial competencies in the firm's management development programme or training and development programme. Incongruities exist between managers' and trainees' perceptions of managerial diversity efforts and the equity of remuneration call for greater transparency in existing and future diversity management practices. While the CA Charter remains the guiding professional piece on diversity, poor awareness and the lack of targets/benchmarking may fuel the divided perceptions. The language and race based attachments of both trainees and managers are reminiscent of the divisive and exclusive history of the profession. There is still much work to be done in the way of changing perceptions, attitudes and behaviours, before diversity can be effectively managed.

Thesis PlanB (M.S.)--University of Wisconsin--Stout, 2008. / Includes bibliographical references.

Thesis (M.L.S.)--University of Toledo, 2004. / Typescript. "A thesis [submitted] as partial fulfillment of the requirements of the Master of Liberal Studies degree." Bibliography: leaves 69-71.

Thesis (Ph. D.)--Georgia State University, 2008. / Title from file title page. Catherine Y. Chang, committee chair; Gregory Brack, Jonathan Orr, Julie Ancis, Danica G. Hays, committee members. Description based on contents viewed Oct. 14, 2009. Includes bibliographical references.

Thesis (Ph.D.)--University of Central Florida, 2008. / Adviser: Eduardo Salas. Error in paging: p. iv repeats twice. Includes bibliographical references (p. 110-118).

Thesis (Ph. D.)--Western Michigan University, 2001. / Includes bibliographical references (leaves 217-225).

Thesis (Ph. D.)--University of Oregon, 2006. / Typescript. Includes vita and abstract. Includes bibliographical references (leaves 111-119). Also available for download via the World Wide Web; free to University of Oregon users.

Title from title page of source document. Dissertation no. 3316. Includes bibliographical references (p. 159-183).

M.Comm. / The aim of this study was, to highlight the qualitative nature of the concept of diversity, with specific emphasis, on the work environment. This is a literature study. There is no empirical research accompanying it. This study defines the concept of diversity, and attempt to correct the misleading perception on diversity management and the related concept, namely affirmative action. A diversity management process goes beyond mere numbers and seeks, to maximise the potential of every individual. It means recognising the unique qualities of people in the workplace. The study also identifies possible barriers to a diversity management process, and possible ways, in which they can be overcome. Furthermore, the study discusses and analyse a diversity management process, highlights the need for fundamental change in attitude and behaviour of all stakeholders if the process is to succeed. Data collected indicates a clear need for a well designed organisation programme designed to value and manage a diversity process. Most of the challenges facing organisations, are dynamic, interrelated and systematic in nature, that is, they are intertwined in the entire organisation. More than any other challenge, perhaps, the diveresity process affects the organisation at all levels. The scope and direction of adding value and managing diversity programs, ideally, must be developed within the context, of broad or challanges facing the organisation, as a whole. Diversity responses, in other words, need to be wellintegrated into the organisations overall strategic responses. Systematic thinking is critical to diversity issues.