Forming an Argument on Managing Cultural Diversity in Organizations

business communication
PART B: FORMING AN ARGUMENT
UNIVERSITY NAME: LAUREATE INTERNATIONAL UNIVERSITIES
AUTHOR NAME:
STUDENT NAME:
SUBJECT CODE: MGT502
APRIL 12, 2019

1. “Podsiadlowski, A., Gröschke, D., Kogler, M., Springer, C., &
Van Der Zee, K. (2013). Managing a culturally diverse
workforce: Diversity perspectives in organizations.
International Journal of Intercultural Relations, 37(2), 159-
175”.
In this paper the authors conducted 2 studies to research why and the way organizations
approach and manage cultural diversity. And this study is based within the Austrian
geographic point and to spot organizations’ diversity perspectives. Here among these 2
studies In Study 1, researcher has taken twenty-nine interviews which discovered insights
into structure approaches to diversity and the way these views are connected to using and
managing a culturally diverse work force.
2. “Barak, M. E. M. (2016). Managing diversity: Toward a
globally inclusive workplace. Sage Publications”.
This book extends information on problems with diversity within the workplace into a
worldwide context. the main focus is knowledge base, drawing on analysis and theory from
the educational disciplines of psychology, sociology, and social science, also as from the
human resource and employment literatures.
The book is divided into 3 sections. the primary section sets the "macro" context for
conducting business in the world nowadays. elaborated information and analyses area unit
given on cross-national trends in policy, increase and migration, socioeconomic indicators,
and academic levels. The second section considers "micro/mezzo" dimensions of di- versity,
that include individual and inter-group experiences.
3. “Kim, H. K., Lee, U. H., & Kim, Y. H. (2015). The effect of
workplace diversity management in a highly male-
dominated culture. Career Development International, 20(3),
259-272”.
The major findings are as follows: 1st, feminine employees rumoured an additional
favourable perception of diversity management practices than did male employees.
However, there was no difference between feminine and male workers in structure
commitment. Second, diversity management was absolutely and considerably associated
with structure commitment. Finally, the results show that gender wasn't associated with in-
role performance, whereas diversity management and organizational commitment were
absolutely related to in-role performance.
4. “Lynch, F. R. (2017). The diversity machine: The drive to
change the white male workplace. Routledge”.
The author has studied the increase of a movement of policy that has affected
school of thought from foundations and universities into the mass media, the American
geographical point and court. The author believes that the new diversity policies developed
by the assorted organizations are market driven and future oriented. based on many
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