Description

Illuminating the troublesome and disturbing aspects of workplace diversity that tend to be glossed over in most management literature, Managing the Organizational Melting Pot covers key issues such key as: individual and institutional resistance, the effectiveness of diversity change efforts, and the less visible ways in which exclusion and discrimination continue to be practiced in the workplace. To assist the reader in understanding some of these dilemmas, the contributors to this collection adopt an array of theoretical frameworks, that are all striking departures from traditional and more functional perspectives on diversity. The volume also employs a variety of theoretical perspectives, including intergroup relations theory, critical theory, Jungian psychology, feminism, post-colonial theory, cultural history, postmodernism, realism, institutional theory, and class analysis. Further, the authors examine a multitude of organizational situations in which the complications of diversity surface-many of which cross race, gender, ethnic and other socially constructed boundaries. Managing the Organizational Melting Pot draws examples not only from the United States, but also looks at situations from Canada, Britain, and the Middle East. Students, scholars, and managers who want to prepare themselves to deal with the challenges presented by a multicultural workforce will find this beneficial reading. In addition, researchers interested in conducting research in diversity management will find this an up-to-date, thought-provoking resource.