Chorata v otbranata: edinni v mnogoobrazieto
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| Main Author: | |
|---|---|
| Format: | Book |
| Language: | Bulgarian |
| Published: |
Sofija
Univ. Izdat. "Sv. Kliment Ochridski"
2013
|
| Edition: | 1. izd. |
| Series: | Poredica Monografii / Universiteski Kompleks po Chumanistika "Alma Mater"
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| Subjects: | |
| Online Access: | Inhaltsverzeichnis Abstract |
| Item Description: | PST: People in defense. - In kyrill. Schr., bulg. - Zsfassung in engl. Sprache |
| Physical Description: | 271 S. |
| ISBN: | 9789540735986 |
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Record in the Search Index
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СЪДЪРЖАНИЕ
ПРЕДГОВОР
/ 11
ACKNOWLEDGEMENTS/
15
Първа глава
РАЗНООБРАЗИЕТО СРЕД ХОРАТА ВЪВ ВОЕННИТЕ ОРГАНИЗАЦИИ.
ПРЕДИМСТВА И ПРЕДИЗВИКАТЕЛСТВА
/ 17
Втора глава
УПРАВЛЕНИЕ НА РАЗНООБРАЗИЕТО СРЕД ХОРАТА
В ПОСТМОДЕРНИТЕ ВОЕННИ ОРГАНИЗАЦИИ. КОНЦЕПТУАЛНИ ПОДХОДИ
И ОБЯСНИТЕЛНИ МОДЕЛИ
/ 27
2.1.
Теория за справедливостта на равните възможности в организацията
/ 27
2.2.
Концепция за управление на разнообразието сред хората в организацията
/31
2.3.
Общото и различното на политиката за осигуряване на равни възможности и кон¬
цепцията за управление на разнообразието в организациите
/ 42
2.4.
Теория за мултикултурната организация
/ 44
2.5.
Необходими компетенции за ефективно управление на разнообразието сред хората
във военната организация
/ 48
2.5.1.
Подходи при дефиниране на понятието „междукултурна компетентност"
/ 51
2.5.2.
Подходи при моделиране и операционализиране на понятието „междукултурна
компетентност"
/58
2.6.
Управление на разнообразието сред хората в отбраната: дефиниция, приоритети и
основни компоненти
/71
Трета глава
ПОЛИТИКИ И СТРАТЕГИИ В ОТГОВОР НА РАЗНООБРАЗИЕТО СРЕД ХОРАТА
В ПОСТМОДЕРНИТЕ ВЪОРЪЖЕНИ СИЛИ.
МЕЖДУНАРОДНИ СРАВНЕНИЯ
/ 76
3.1.
Политика за осигуряване на равни възможности и управление на разнообразието
сред хората във Въоръжените сили на САЩ
/ 78
3.2.
Мултикултурна политика и практика във Въоръжените сили на Канада
/108
3.3.
Политика за осигуряване на равни възможности и управление на разнообразието
сред хората във Въоръжените сили на Обединеното кралство
/118
3.4.
Политика и практики в отговор на етнокултурното разнообразие
във Въоръжените
сили на
Франция
/133
3.5.
Опитът
на
Нидерландия в управлението
на разнообразен персонал
във въоръжените
сили/
139
3.6.
Опитът на Белгия в управлението на етнокултурното разнообразие сред персонала
на армията
/147
3.7.
Подходът към интеграцията на етническите, културните малцинства и жените в
Бундесвера/
152
3.8.
Добри практики и предизвикателства в реализирането на политики и стратегии в
отговор на разнообразието сред хората в отбраната
/156
3.9.
Поуки от анализа на политиките и стратегиите в отговор на разнообразието сред
хората в отбраната
/ 166
Четвърта глава
ПОЛИТИКИ И ПРАКТИКИ В ОТГОВОР
НА РАЗНООБРАЗИЕТО СРЕД ХОРАТА ВЪВ ВЪОРЪЖЕНИТЕ СИЛИ.
БЪЛГАРСКИЯТ СЛУЧАЙ
/170
4.1.
Интеграция на представителите на малцинствените общности и на жените в арми¬
ята. Традиции и съвременно състояние
/170
4.2.
Нагласи на военнослужещите към етнокултурното разнообразие и към жените в
армията
/182
4.3.
Силни страни и ограничения на военната организация при реализиране на поли¬
тика за осигуряване на равни възможности за професионална реализция и управление на
разнообразието сред персонала
/ 189
4.3.1.
Силни страни на военната организация в политиката за осигуряване на равни
възможности за професионална реализация и управление на разнообразието сред пер¬
сонала/
190
4.3.2.
Слаби страни на военната организация в политиката за осигуряване на равни
възможности за професионална реализация и управление на разнообразието сред персо¬
нала
/ 193
4.3.3.
Благоприятни фактори на макросредата за изпълнение на политика за осигурява¬
не на равни възможности за професионална реализация в армията
/ 196
4.3.4.
Неблагоприятни фактори на макросредата за изпълнение на политика за
осигуряване на равни възможности за професионална реализация във военната орга¬
низация
/ 198
Пета глава
СТРАТЕГИЯ ЗА ОСИГУРЯВАНЕ НА РАВНИ ВЪЗМОЖНОСТИ
ЗА ПРОФЕСИОНАЛНА РЕАЛИЗАЦИЯ И УПРАВЛЕНИЕ НА РАЗНООБРАЗИЕТО
СРЕД ПЕРСОНАЛА НА ВЪОРЪЖЕНИТЕ СИЛИ
/ 202
5.1.
Оценка на политическия, икономическия, социалния и правния контекст, в който
ще се реализира стратегията
/204
5.2.
Оценка на сегашното състояние на Българската армия
по континуума
монолитна
-
разнообразна
-
мултикултурна организация
/ 207
5.3.
Дефиниране на визия, мисия и задачи
/210
5.4.
Основни принципи при реализиране на стратегията
/213
5.5.
Модел за развитие на Българската армия като мултикултурна организация
/215
5.6.
Реализиране на стратегията в конкретни дейности. Необходими организационни
промени
/ 220
5.7.
Отговорности за реализирането на стратегията
/ 226
5.8.
Ресурсно осигуряване
/ 228
5.9.
Очаквани резултати
/228
Шеста глава
УПРАВЛЕНИЕ НА РАЗНООБРАЗИЕТО СРЕД ХОРАТА
ВЪВ ВОЕННИТЕ ОРГАНИЗАЦИИ. ИДЕНТИФИЦИРАНИ ПОУКИ
И ИЗСЛЕДОВАТЕЛСКИ ПРИОРИТЕТИ
/ 230
ПРИЛОЖЕНИЯ
/ 240
1.
Основни междукултурни компетенции
/ 240
2.
Основни фактори, улесняващи изпълнението на дейността в мултикултурна
среда
/ 242
3.
Основни междукултурни компетенции и фактори, улесняващи изпълнението на
дейността в мултикултурна среда
/ 244
SUMMARY
/ 247
ЗА АВТОРА
/ 275
CONTENT
PREFACE
/11
ACKNOWLEDGEMENTS/
15
SUMMARY IN THE END
/
Chapter one
DIVERSITY IN DEFENSE ORGANIZTIONS:
ADVANTAGES AND CHALLENGES
/17
Chapter two
MANAGING DIVERSITY IN THE POST-MODERN DEFENSE ORGANIZATIONS:
CONCEPTUAL APPROACHES AND
EXPLANATORY MODELS
/ 27
2.1.
Equal Opportunity Fairness Theory
/ 27
2.2.
The Concept for Managing Diversity in Defense Organizations
/ 31
2.3.
Commonalities and Differences between the Equal Opportunity Policy and the Concept
for Managing Diversity in the Organizations
/ 42
2.4.
The Theory of Multicultural Organization
/ 44
2.5.
Competencies Needed to Effectively Manage Diversity in Defense Organizations
/ 48
2.5.1.
Approaches in Defining Cross-Cultural Competence
/ 5
1
2.5.2.
Approaches in Modeling and Operationalization of Cross-Cultural Competence
/ 58
2.6.
Managing Diversity in Defense Organization: Definition, Priorities and the Main Com¬
ponents
/ 71
Chapter three
POLICIES AND STRATEGIES IN RESPONSE TO DIVERSITY IN
THE POST-MODERN DEFENSE ORGANIZATIONS:
INTERNATIONAL COMPARISONS
/ 76
3.1.
Equal Opportunity Policy and Managing Diversity in the U.S. Armed Forces
/ 78
3.2.
Multicultural Policy and Practices in the Canadian Armed Forces
/108
3.3.
Equal Opportunity and Diversity Management Policy in the UK Armed Forces
/118
3.4.
Policy and Practices in Response to Diversity in the French Armed Forces
/133
8
3.5.
The Experience of the Netherlands in Managing Diversity in the Armed Forces
/139
3.6.
The Experience of Belgium in Managing Ethno-cultural Diversity in the Armed
Forces
/148
3.7.
Approaches towards Integration of Ethnic, Cultural Minorities and Women in the
German Armed Forces
/ 152
3.8.
Best Practices and Challenges in the Implementation of Diversity Management Policies
and Strategies in Defense Organizations
/156
3.9.
Lessons Learned from the Analysis of the National Policies and Strategies in Response
to Diversity in Defense Organizations
/ 166
Chapter four
POLICIES AND PRACTICES IN RESPONSE TO THE DIVERSITY IN THE ARMED
FORCES. THE CASE OF BULGARIA/
170
4.1.
Integration of Minority Groups' Representatives and Women in the Bulgarian Armed
Forces: Traditions and Current Situation
/170
4.2.
Attitudes of the Military towards Ethno-cultural Diversity and the Women in the Armed
Forces/
182
4.3.
Strengths, Weaknesses, Opportunities and Threats of the Defense Organization regar¬
ding Equal Opportunity and Diversity Management Policy Implementation
/ 189
4.3.1.
Strengths/
190
4.3.2.
Weaknesses
/193
4.3.3.
Opportunities
/196
4.3.4.
Threats
/ 198
Chapter
fi ve
STRATEGY FOR EQUAL OPPORTUNITY
AND DIVERSITY MANAGEMENT POLICY IMPLEMENTATION
IN THE BULGARIAN ARMED FORCES
/ 202
5.1.
Assessment of the Political, Social, Economic and Legal Context of Strategy Imp¬
lementation
/ 204
5.2.
Assessment of the Current Situation in the Bulgarian Military on the Continuum
Monolithic
-
Plural
-
Multicultural Organization
/ 207
5.3.
Defining Vision, Mission and Goals
/210
5.4.
Basic Principles for Implementation of the Strategy
/213
5.5.
Model for the Development of the Bulgarian Armed Forces as a Multicultural Organi¬
zation/215
5.6.
Implementation of the Strategy in Specific Activities. Necessary Organisational Chan¬
ges
/ 220
5.7.
Responsibilities for Implementation of the Strategy
/ 226
5.8.
Resources for Strategy Implementation
/ 228
5.9.
Expected outcomes
/ 228
Chapter six
MA NAGING
DIVERSITY IN DEFENSE ORGANIZATIONS:
LESSONS LEARNED AND IDENTIFIED RESEARCH PRIORITIES
/ 230
ANNEX
/ 240
SUMMARY
/ 247
ABOUT THE AUTHOR
/ 275
10
SUMMARY
PEOPLE IN DEFENSE
UNIFIED IN DIVERSITY
The primary objective of this book is to provide a broader understanding of ad¬
vantages and possible challenges of the concept of diversity in defense organizations
from the perspective of civil-military relations, organizational performance, cohe¬
sion, and teamwork. In addition, it aims at exploring the multilayered nature of cross-
cultural competence (3C), and possible approaches to cultural adaptability building
in defense organizations. Finally, this book presents recommendations for the Bul¬
garian Armed Forces' improvement of organizational effectiveness of ethnically and
culturally mixed military units nationally and in deployed or international operations.
These recommendations are expected to encourage education and training of the Bul¬
garian military to work in culturally diverse environments and to increase 3C and the
cultural adaptability of the military and civilian personnel.
The ethno-cultural, racial, and gender diversity among the personnel and the process
of internationalization of the military, including participating in coalition operations and
multinational formations like NATO Rapid Reaction Force, are among the most important
characteristics of the post-modern defense organizations. This conclusion is supported
by the results from an international comparative sociological survey carried out in the
framework of the International Sociological Association,1 and is also depicted in the book
The Post-modern Military: Armed Forces after the Cold War. In this perspective, there
are two interconnected aspects of diversity in defense organizations:
(1)
The internal
aspect or the awareness of the national issues of diversity and equal opportunity (EO)/
equal employment opportunity (EEO); and
(2)
The international aspect associated with
cross-cultural communication and cross-cultural cooperation in multinational operations.
In both perspectives, diversity management is considered vital for military effectiveness,
teamwork, cohesiveness, and the defense organization's performance.
Chapter
1
This book is structured around six chapters. The first chapter is introductory and
discusses the main reasons in support of making the armed forces representative of
the populations they serve and the importance of diversity management in defense
organizations. There are several benefits of including diversity into the organization.
The first is related to social justice and citizenship building in a democratic multiethnic
society. Usually, the military institution is presented as a model for providing EO for
professional realization in the public sector and is a bridging environment in which
the majority and minority ethnicities become significantly closer in egalitarian settings
with shared experiences.2 Besides, the military service is considered a vehicle that can
1
Moskos, Ch., J. Williams, D. Segal. (Eds.) The Post-modern Military: Armed Forces after
the Cold War. Oxford University Press, New York,
2000,
pp.
2-12.
2
Moskos, Ch. Diversity in the Armed Forces of the United States. In: Joseph Soeters and
Jan van
der Meulen
(Eds.), Managing Diversity in the Armed Forces
(Tilburg
University Press
Netherlands),
1999,
p.
13.
247
provide ethnic minority communities with a sense that they are valuable elements of
the social and political system and it enhances their socioeconomic mobility.3 The next
benefit of including diversity into defense organizations is related to the abolishment
of conscription and the shift to all-volunteer forces (AVF), which is another typical
trend of the post-modern defense organizations. In this respect, the pursuit of increased
representation of minority groups in the military is considered a factor to improve access
to a wider recruitment pool as the armed services compete with civilian companies
for qualified labor, in terms of both quantity and quality.4 Additionally, this policy
and practice would lead to improving public respect for military organizations and it
could benefit from being viewed as an EO employer. Also, the development of AVF
s
raises the question of how to keep the military fully integrated into society. Therefore,
the composition of the armed forces must reflect the population they serve.5 Another
benefit of integrating diversity into defense organizations is related to participation in
nontraditional
military missions like international peacekeeping, where race and gender
mixed military organizations are more effective than homogenous organizations.6
Concurrently, the challenges of diversity are also discussed rendering an account
of the balance between political correctness and organizational effectiveness. This
book presents findings from existing research on diversity and heterogeneity of teams
and their effectiveness. Jackson, Brett, Cooper,
&
et al.
(1991)
found that diversity in
organizations demonstrates poor integration and dissatisfaction when cultural diversity
increases, and in turn, negatively impacts the team's effectiveness.7 Some studies also
confirmed the hypothesis that diversity in defense organizations can have negative
impact on cohesion, if not managed properly.8 Finally, this book provides discussion
3
Dandeker, Ch., D. Mason. Diversity in the UK Armed Forces: The Debate about the
Representation of Women and Minority Ethnic Groups. In: Joseph Soeters and Jan van
der
Meulen (Eds.), Managing Diversity in the Armed Forces
(Tilburg
University Press Netherlands,
1999),
p.
70.
4
ibidem, p.
61.
5
Winslow, D. Diversity in the Canadian Forces. In: Joseph Soeters and Jan van
der
Meulen
(Eds.), Managing Diversity in the Armed Forces
(Tilburg
University Press Netherlands),
1999,
p.
35.
6
See: Miller, L., Ch. Moskos. Humanitarians or Warriors? Race, Gender and Combat
Status in Operation Restore Hope.
-
Armed Forces and Society,
21, 4, 1995,
pp.
635-652;
Soeters, J., E. Tanerkan, A. Varoglu and U. Sign. Turkish-Duch Encounters in in Peace
Operations, International Peacekeeping,
11,2, 2004, 354-368.
7
See: Jackson, S. E., Brett, J.
F.,
Cooper,
V. I., Julin,
J.
Α.,
Peyronnin,
К.
Some differences
make a difference: Individual dissimilarity and group heterogeneity as correlates of recruitment,
promotions, and turnover. Journal of Applied Psychology,
1991, 76(5), 675-689;
O'Reilly,
С
Α.,
Caldwell,
D. F.
&
Bamett,
W.
P. Work group demography, social integration, and turnover.
Administrative Science Quarterly,
1989, 34(1), 21-37;
Wagner, G. W.,
Pfeffer,
J.
&
O'Reilly, C.
A. Organizational demography and turnover in top-management groups. Administrative Science
Quarterly,
1984,
29(
1 ), 74-92.
8
Whatley, G. Three Levels of Diversity: An Examination of the Complex Relationship
Between Diversity, Group Cohesiveness, Sexual Harassment, Group Performance and Time. In:
Managing Diversity in the Military Mickey Dansby, James Stewart and Schuyler Webb (Eds.),
Transaction Publishers, New Brunswick (USA) and London UK,
2001, 65-70.
248
explaining why research on managing diversity is important for the Bulgarian society
and the military. These discussions are presented briefly in the following sections.
The question of securing equitable participation by minority groups in the Bulgar¬
ian Armed Forces (BAF) is a comparatively new issue of democratic, civil-military
relations. It is a consequence of the termination of the discrimination policy towards
the Bulgarian Turks, Muslim Bulgarians, and Roma to access the regular armed forces,
which was a common practice during the era of socialism in Bulgaria. Under the condi¬
tions of transformation of the Bulgarian military from a guard of socialism to a guard
of democracy, the integration of previously adverse ethnic and cultural groups into the
regular armed forces became one of the foundations for building new respect of the
military as an institution which represents its parent society and provides equal op¬
portunities for professional realization. In addition, the increasing representation of the
Turkish and Roma minority among conscript soldiers after
1990
and the rising share of
women among professional service members have logically brought the problem of de¬
velopment of EO policy and managing diversity in the BAF. Under these considerably
changed circumstances, the Bulgarian military leadership has been challenged to de¬
velop a system which can accommodate both the differentiation in the military and the
typical characteristics of the organization
-
its uniformity. The problem is that the trend
of increased ethnic and cultural diversity in the military might create possibilities for
tension and inter-group conflict, particularly in a situation when interethnic prejudices
and discriminative attitudes are still "alive" and when
intercultural
training is lacking.
Furthermore, the process of abolishment of conscription and the development of an
AVF in Bulgaria was accomplished in January
2008.
As a rule, with the personnel hav¬
ing been recruited entirely on the labor market, as is the case of AVF, two phenomena
are usually observed: a) increase of ethnic minorities, and b) increase in the percentage
of females. At the same time, harassment based on racial/ethnic as well as gender issues
is difficult to overcome, even in the U.S. experience.9
From the international perspective, the existing research shows that the cross-cul¬
tural competence is among the most problematic issues when the integration of the
Bulgarian military in multinational and multicultural environment is concerned.10
Therefore, the author concludes that the implementation of a comprehensive poli¬
cy to transform the BAF into a multicultural organization in terms of race, ethnicity and
gender and to develop cross-cultural competency is an endeavor that deserves special
research attention and formulation of policy recommendations.
Chapter
2
The second chapter of the book presents a theoretical perspective and a basis
for understanding diversity issues and the process of managing diversity in the
post-modern defense organizations. First, it focuses on theoretical elucidation and
analyzes different approaches towards the definition of the basic concept of diversity
9
M o s k o s, Ch.
Soldiers and Sociology. US Army Research Institute for the Behavioral
and Social Sciences, Washington D.C.,
1988,
p.
17.
10
Yanakiev, Y.
&
Sabev, S. Challenges of Multinational^ in Current Military Operations,
G. S.
Rakovski National Defense Academy, Sofia,
2010.
249
and the process of managing diversity. The author then makes a comparison with
EO/EEO policies and identifies the main commonalities and distinctions between
the two approaches. In addition, the chapter presents a theoretical approach to study
EO/EEO and cultural interactions in the military organizations based on Equal
Opportunity Fairness Theory
"
and the Theory of Multicultural Organization.12
Moreover, the chapter focuses on the identification of diversity management
competencies and presents different models and approaches to operationalize cross-
cultural competence. Finally, the author summarizes some lessons learned and
implications regarding definition of diversity management in the BAF according
to Bulgarian social, cultural, and legislative context based on lessons learned from
international experiences.
Diversity Definitions
The analysis of the existing literature leads to the following conclusions regarding
definition of the concept of diversity:
•
First, diversity is understood by most of the authors as an aggregate of the
differences and commonalities of the people in the organization, related to their
socially defined characteristics and/or their personal traits, which represents the
basis for demographic, cultural, and cognitive diversity.
•
Second, there exists an interpersonal component in defining diversity management
process
-
different people cooperate
-
the differences/commonalities among
them became visible in a working environment, and this is related to mutual
acceptance among the members of the organization, the organizational
performance, the satisfaction and the promotion opportunities.13
•
Third, there exists an organizational outcome element in defining diversity
management
-
perception of inclusion of each and every member of the
organization. The diversity is defined as broadly as possible to include all
potential differences, so that everybody feels included in the organization
without excluding any group.14
11
F
о
1
g e r, R., R. Cropanzano.
Fairness Theory: Justice as accountability. In J.
Greenberg
and R. Cropanzano (Eds.), Advances in organizational justice Stanford, CA: Stanford University
Press,
2000,
pp.
1-55.
12
C o x
Jr.,
T.
The Multicultural Organization. In: Readings in Human Resource
Management, Raymond
Noe,
John
Hollenbeck,
Barry Gerhart, Patrick Wright (Eds.),
IRWIN,
1994,
pp.
467^85.
13
See for example: Cox, T. Creating the multicultural organization: A strategy for
capturing the power of diversity. San Francisco: Jossey Bass. Cox,
2001,
p.
3;
Hays-Thomas,
R. Why now? The contemporary focus on managing diversity. In M. S. Stockdate
& F. J.
Crosby (Eds.), The psychology and management of workplace diversity Maiden, MA:
Blackwell, 2004,
p.
12.
14
See for example: A. Renee Yuengling, Foundation for Diversity Training: Competency
Model and Learning Objectives, DEOMI internal report,
2011,
p.
3;
Grazia Scoppio,
Diversity
best practices in military organizations in
canada, australia,the
united kingdom, andthe united
states, Vol.9, No.3,
2009
CanadianMilitary Journal,
p
4;
250
•
Fourth, some authors argue that most important are those differences that are
historically significant and that can lead to power positions and privileges for
some people or group of people inside the organization or in the society as a
whole.15
•
Fifth, there is a tendency for more authors to focus on both internal (demographic,
cultural, cognitive and organizational factors in the national armed forces) and
external (global) dimensions of diversity in defense organizations as a result of
participation in international coalition operations.16
•
Sixth, most of the existing research confirms the existence of two levels of
diversity in the organizations: The first is what we can see at the surface and can
be comparatively easy measured. These are racial, ethnic, gender differences,
disabilities, level of education, socio-economic status, age, etc. The second level
of diversity includes such characteristics that are difficult to observe and measure
like behavioral models and individual abilities, personal traits, attitudes, beliefs
and values.17
•
Finally, some authors warn about a risk of too broad a definition of diversity18 or
too narrow (only legally protected groups of people). Therefore, they recommend
prioritizing different components of diversity in the organization according to
specific circumstances (legislation, the specific tasks, demographic trends, and
traditions) as well as to cascading the efforts in diversity management strategies
and action plans.19
In addition to the above-mentioned conclusions, the analysis of the strategic
documents of the U.S. defense organizations leads to some identified best practices that
deserve attention:
First, during the last several years a broader approach to defining diversity was
accepted in the U.S. Department of Defense (DoD). Diversity was defined as,
".
.all the
different characteristics and attributes of the DoD's Total Force, which are consistent
with our core values, integral to overall readiness and mission accomplishment, and
reflective of the nation we serve."20 This approach goes far behind the traditional
15
Thomas, K. M. Diversity dynamics in the workplace. Belmont,
С
A: Thomson Wadsworth,
2005,
p.
9
16
Nelson L., Michelle C.
&
Kimberly
С
Planning for Diversity. Options and
Recommendations for DoD Leaders. RAND Corporation,
2008,
p.
21.
17
See: Gary McGuire. 2klO and Beyond. Diversity, Inclusion and Respect for Others in
the US Culture. In: Managing Diversity in the Military. The Value of Inclusion in a Culture of
Uniformity. Daniel P. McDonald and Kizzy M. Parks (Eds.) Routlege, London and New York,
2012,
pp.
55-71;
W
h a 1
1
e
y, G.
Three Levels of Diversity: An Examination of the Complex
Relationship Between Diversity, Group Cohesiveness, Sexual Harassment, Group Performance
and Time. In: Managing Diversity in the Military Mickey Dansby, James Stewart and Schuyler
Webb (Eds.), Transaction Publishers, New Brunswick (USA) and London UK,
2001,
pp.
66-68.
18
Delyte D. Frost, "Review Worst Diversity Practices To Learn from Others' Mistakes
"
HR Focus
76,
no.
3
(April
99): 11.
19
Nelson L., Michelle
С
&
Kimberly C. Planning for Diversity. Options and Recommen¬
dations for DoD Leaders. RAND Corporation,
2008,
pp.
18-20.
U.S. Department of Defense, Diversity and Inclusion Strategic Plan,
2012-2017,
p.
3.
251
20
demographic focus on race/ethnicity and gender. In addition to the demographic
representation, the attention is laid on valuing diversity and creation of an inclusive
environment in which every service member and civilian feels important part of the
organization. Diversity is considered a fact in the contemporary, multicultural society
and defense organization
-
not a problem that must be solved.
Second, diversity management in defense organizations is focused on achieving
positive organizational outcomes. It is considered investment in people's talent. The
end goal is to achieve higher readiness and better defense capabilities in the course of
mission accomplishment in the complex operational environment. In addition, effective
diversity management is considered an important factor for optimal task performance
under the conditions of financial constrains.21
Third, diversity management must respond to the challenges of global diversity,
which is related to the competencies of the service members and civilians in the field
of foreign languages and cultures, experience working with civilian international
governments and non-governmental organizations, coalition partners, etc.22 In this way,
effective diversity management can support the process of development of culturally
adaptive military leaders, ready to respond to the global challenges of current and future
operations.
The presented approaches to defining diversity management make clear that this is
a process that cannot be identified only with equal opportunity, equal employment op¬
portunity policy, and affirmative action. This is a much broader concept going beyond
the demographic representation of minority groups and females in defense organiza¬
tions. The problem is that there still exists misunderstanding of the concept of diversity.
In addition, its practical implementation is related to many difficulties, most important
of which is the change of the organizational culture and peoples' mind-set.23
The second part of the chapter presents an analysis of the approaches towards
identification of diversity management competencies and different models to operationalize
cross-cultural competence. It focuses on the role of diversity management competencies
both in the context of internal and global dimensions of diversity management.
Cross-Cultural Competence (3C)
First, the existing studies identify two components of cross-cultural competence
(3C). The first one is a culture-general component which includes basic cultural knowl-
21
See: Headquarters, Department of the U.S. Army. Army Diversity Roadmap,
2010,
ρ
1;
Department of the U.S. Navy, Chief of the Navy Diversity Vision, available online on:
http://
www.public.navy.mil/bupers-npc/support/diversity/Documents/niOlO Diversity%20Vision.
pdftn accessed on 6th DEC
2012;
22
See: United States Air Force Diversity Strategic Roadmap, Air Force Diversity Operations,
AF/A1DV,
2010,
ρ
3;
Headquarters, Department of the U.S. Army. Army Diversity Roadmap,
2010,
pi.
23
See: Gary McGuire. 2k
10
and Beyond. Diversity, Inclusion and Respect for Others in
the US Culture. In: Managing Diversity in the Military. The Value of Inclusion in a Culture of
Uniformity. Daniel P. McDonald and Kizzy M. Parks (Eds.) Routlege, London and New York,
2012,
pp.
55-71 ;
Thomas, R. Building on the Promise of Divrsity. New York: AMCOM,
2006.
252
edge, attitudes, abilities, skills, and behaviors that help people adapt to multiple cultural
contexts in different periods of time. The second component includes culture-specific
factors of 3C, namely a set of regional specific knowledge, attitudes, abilities, skills
and behaviors that allow military and civilians to effectively perform in a specific mis¬
sion or operation, which is characterized by high level of cultural diversity. Most of
the authors agree that 3C is not only cultural awareness training, or only additional
language training, or only acquiring knowledge on Islam and Muslim culture. It is a
complex phenomenon which includes all of the above-mentioned elements. Therefore,
it is important for defense organizations to develop both components of
3
С
in order to
be successful in current and future international operations.24.
Second, in most of the studies the 3C is conceptualized as a phenomenon at the
individual level and includes a set of knowledge, attitudes, skills, abilities and behaviors
that enable individuals to successfully adapt and cooperate with representatives from a
broad spectrum of different cultures. In addition, 3C is considered a capability of a person
to work effectively in all complex cultural environments and as an ability to transfer
cultural knowledge, skills, and abilities from one to another cultural context. Moreover,
3C is understood as an ability of the person to cooperate with other counterparts in
complex cultural environments despite that some fundamental aspects of the other
culture may contradict one's own values and beliefs.25 There are few studies that focus
on conceptualization of 3C at team and organizational level. A good example is the Unit
Level Cross-Cultural Competency Project of the Defense Equal Opportunity Management
Institute (DEOMI) which suggests a validated model and measurement instrument.26
Third, 3C is considered an important prerequisite for successful performance of de¬
fense organizations, not only in the context of the process of adaptation to different na¬
tional cultures, but also with respect to managing cultural diversity in their own nation,
organizations, and teams. The acquired cultural knowledge, skills, abilities and attitudes
establish the conceptual framework to study and understand different cultures, which can
be related to cultural diversity in their own unit, different organizational cultures of the
24
See:
S e I m e s k i, B. R.
Military cross-cultural competence: Core concepts and individual
development. (Occasional Paper Series
-
Number
1).
Royal Military College of Canada, Centre
for Security, Armed Forces, and Society,
2007;
Abbe,
Α.,
Guliek, L. M. V.,
&
Herman, J.
L.
Cross-cultural competence in Army leaders: A conceptual and empirical foundation.
ARI
Study Report
2008-01.
Arlington,
VA: U.
S.
Army Research Institute for the Behavioral and
Social Sciences,
2007;
R e m i M. Hajjar. A
New Angle on
the U.S. Military's Emphasis on
Developing Cross-Cultural Competence:
Connecting In-Ranks'
Cultural Diversity to Cross-
Cultural
Competence. Armed
Forces
&
Society
36(2) 247 -263, 2010.
25
See: McDonaldD., Cross-cultural Competency
(СЗ)
to foster Individual and Organizational
Adaptability in the Armed forces. DEOMI Internal Research Report
03-10,
April
21, 2010,
pp
1-2;
Yuengling A. Renee. Diversity Competence Model. In: Celebrating the history and future
of human relations research: DEOMI 8th Biennial Equal Opportunity, Diversity, and Culture
Research Symposium, Patrick AFB, FL, December
6-8, 2011:
proceedings. Jerry
Scarpate
and
Daniel P. Me Donald (Eds.).
26
See: Marinus van Driel. Assessing Organizational Cross-Cultural Competence in the
Military: Developing a Measure. Final Report Submitted as Part of Defense Equal Opportunity
Management Institute Unit Level Cross-Cultural Competency Project,
2009.
253
services,
different organizational cultures of the military and civilian organizations in the
context of interagency operations, diversity of cultures in multinational coalitions, etc.27
Fourth, in most of the existing studies 3C is defined as a continuous process of
education and individual development, in the course of which the people develop their
intrinsic personal characteristics and traits and at the same time acquire new cultural
knowledge, abilities and skills. It is important that the entire complex of knowledge,
abilities, skills, attitudes and behaviors are incorporated in special policies, practices
and norms of the organization and its personnel, i.e. 3C have to be institutionalized.
The last part of chapter two summarizes some lessons learned and important im¬
plications for the Bulgarian Armed Forces regarding the definition of the concept of
diversity management in defense organizations and the process of cross-cultural com¬
petence development (see Figure
1).
Briefly, the concept of diversity management is defined as a multidimensional
construct that encompasses:
(1)
Internal components from a defense organization's
aspect which includes EO/EEO policies and practices as well as managing cultural
differences in individual units and the awareness of differences in the organizational
cultures of the services in the entire defense organization;
(2)
Civil-military aspects
of diversity management related to awareness about different cultures of military and
civilian organizations in interagency operations;
(3)
International aspects, or global
aspects of diversity management, related to effective cooperation with coalition partners
in multinational operations, local populations as well as awareness about the culture of
the belligerent parties that can help better interpret intelligence data.
Global Diversity (different military cultures in
multinational
coalitions, cultural specifics of different IOs and NOO/PVOs in
the area
o f
operation, local population culture
,
culture of
belligerent parties in international operations, etc.)
Civil-Military
aspects of diversity
(di
fièrent
organizational
cultures of military
and civilian
organizations in
interagency
operations)
Diversify management in
defense organizations
Organizational
diversity (difterent
organizational
cultures of the
services: Army, Navy
Air Force)
Demographic
&
Cultural Diversity in the national defense
organisations (ethnicity, religious identity, ianguage, gender, age,
national identity, education, socio-economic status, etc.)
Figure
1
Components of Diversity in Defense Organizations
27
Se:
eMcDonald D., Cross-cultural Competency (C3) to foster Individual and Organizational
Adaptability in the Armed forces. DEOMI Internal Research Report
03-10,
April
21, 2010,
pp
1-2;
Yuengling A. Renee. Diversity Competence Model. In: Celebrating the history and future
of human relations research: DEOMI 8th Biennial Equal Opportunity, Diversity, and Culture
Research Symposium, Patrick APB, FL, December
6-8, 2011:
proceedings. Jerry
Scarpate
and
Daniel P. Me Donald (Eds.)
254
A broader approach towards defining diversity in defense organizations is needed in
considering the Bulgarian legislation, social and cultural contexts, demographic trends
and traditions as well as the missions and tasks of the BAF which are mostly related to
expeditionary operations and civil-military cooperation in crisis management.
First of all, the basis when defining diversity management in the BAF should be the
demographic and cultural differences in the national defense organizations. The focus
here is on the representation of the groups of people protected by the antidiscrimination
laws, i.e. based on characteristics like gender, race, national origin, ethnicity, citizenship,
religion, social background, education, beliefs, political affiliation, social-economic
status, disability, age, sexual orientation and marital status.28. The goal should be to
further implement equal opportunity legislation, policy and practices and to achieve a
better representation of minority groups among the military personnel. In addition, it
is important to identify the differences that are historically significant and that can lead
to privileges for some people or groups inside the organization or in the society as a
whole. Obviously, ethnic and cultural (religion, language and belief) as well as gender
differences should be a priority from the viewpoint of organizational performance and
achieving the mission and tasks of the BAF.
The implementation of antidiscrimination legislation and EO/EEO policy in the
military is the important first step but it is only a part of the diversity management
process. Besides, we need to focus more attention on the process of positive
organizational climate development, climate of valuing differences in which every
person feels valued and included in the organization. The process of managing diversity
should be viewed as a significant change in the organizational cultures of the services
as well as of people's mindset. This means not only to be tolerant to differences but to
take the next step towards valuing diversity. If there are positive legislative and political
developments towards equal treatment of minority groups' representatives and females
in the military after democratic changes in Bulgaria, there is significant room for
improvement regarding the establishment of a comprehensive diversity management
policy in the BAF.
An important issue that is currently being neglected in the BAF is the organizational
aspects of diversity, i.e. how different organizational cultures of the three services
Army, Navy and Air Force influence the overall defense organization's performance in
joint operations. Obviously, more attention by both researchers and decision-makers is
required in this regard.
Along with the internal aspects of diversity management for the Bulgarian defense
organizations, we should also focus attention on the external civil-military aspects as
well as on global dimensions of diversity. In the first case, our military and civilians
need to better understand different organizational cultures of the military and the
civilian organizations to achieve enhanced performance in interagency operations
in crisis management. In the second case, the goal should be to build cross-cultural
competencies in our soldiers and civilians to work effectively in multinational and
multicultural environments with coalition partners, representatives of different civilian
organizations, local populations as well as to better understand adversary culture.
28
Antidiscrimination Law, State Gazette, issue.
86, 30
September
2003
г.,
article
4,
Paral
.
255
Chapter
3
The third chapter is devoted to comparative analysis of policies and strategies
to manage diversity in the post-modern military organizations in several NATO and
European Union member states.
The results from several case studies on EO/EEO and diversity management
policies and practices in the armed forces of the USA, UK, Canada, France, Belgium,
the Netherlands and Germany are presented. These case studies are structured around
the following topics:
1.
Traditions in societal integration of minority groups and EO/EEO policies and
practices implementation in defense organizations.
2.
Current situation in defense organizations (legislation and internal regulations,
demographic trends, national models of EO/EEO and diversity management
policies and practices implementation, 3C building and development).
3.
Existing strategic documents related to planning and implementation of diversity
management processes in defense organizations.
4.
Established national and internal structures for diversity policy formulation,
strategic guidance, coordination and control.
5.
Established specialized structures for organizational climate assessment and
monitoring.
6.
Established system for education and training in EO/EEO and diversity
management in defense organizations.
The goal of the analysis is to identify best practices and possible shortfalls in the
process of managing diversity in the defense organizations of the allies from NATO
and European Union
(EU)
and to summarize lessons learned that can be useful for the
Bulgarian Armed Forces.
Lessons Learned
First, diversity management policy is formulated at the highest possible political
level and subsequently implemented in the strategic plans of the Department of Defense/
Ministry of Defense and the services. Best practices of good governance include the
U. S.
Congressional Military Leadership Diversity Commission (MLDC)29, the U.S.
Department of Defense Diversity and Inclusion Strategic Plan,
2012-201
У30,
the U.S.
Army Diversity Roadmap31, the U.S. Air Force Diversity Strategic Roadmap32, the
U.S. Navy Diversity Policy and Vision33, the UK Unified Diversity Strategy34, the UK
29
From Representation to Inclusion: Diversity Leadership for the 21st Century, Final
Report,
2011.
30
U.S. Department of Defense, Diversity and Inclusion Strategic Plan,
2012-2017.
31
Headquarters, Department of the U.S. Army. Army Diversity Roadmap,
2010.
32
United States Air Force Diversity Strategic Roadmap, Air Force Diversity Operations,
AF/A1DV,
2010.
33
Department of the U.S. Navy, Chief of the Navy Diversity Policy, available online on:
http^/www.ig.navy.mil/ethics/Diversity_Policy_2.pdf, accessed on 6th DEC
2012.
34
Unified Diversity Strategy, available at: http^/www.nato.int/ims^OOS/win/reports/uk-
2008.pdf accessed on
10.01.2013.
256
Equality and Diversity Directive For the Army35, the Canadian Forces Employment
Equity Plan36, etc.
Second, diversity management policy is being institutionalized, which means:
(1)
building capacity through establishment of specialized structures in defense
organizations for policy development, coordination of the strategic action plans among
the services, organizational climate assessment and monitoring, planning of education
and training activities, supporting and advising the commanders on EO/EEO and
diversity management issues, etc;
(2)
integrating the diversity management policy as a
part of the whole process of identification, recruitment, selection, promotion, professional
development and retention of the cadre;
(3)
valuing diversity for acceptance by the
personnel of defense organizations;
(4)
managing diverse teams and organizations to
build competence in military leaders at all levels in the organization;
(5)
providing
enough resources to implement diversity action plans.
No doubt, the process of diversity policy institutionalization is most advanced
in the U.S. defense organizations. Good examples of capacity building with respect
to policy formulation and effective management of diversity action plans are the
activities of the current Office of Diversity Management and Equal Opportunity
(ODMEO) and the corresponding structures at the headquarters of the U.S. Army, U.S.
Navy, U.S. Air Force and U.S. Coast Guard, the Defense Diversity Working Group
(DDWG), Defense Language and National Security Education Office (DLNSEO).
In addition, Equal Opportunity Advisors exist who support the commanders in the
practical implementation of diversity activities in their units. Finally, the Defense
Equal Opportunity Management Institute (DEOMI) is an internationally recognized
center of excellence with more of
40
years of experience in education and training
in diversity issues as well as research activities which direct organizational climate
assessment and cross-cultural competence development. Another good example is
the activity of the Canadian Defense Diversity Council which reports to the Deputy
Minister of Defense and the Chief of Defense, the Canadian Forces Employment
Equity Working Group as well as the Defense Advisory Working Groups for each
category of people protected by the Employment Equity Act (women, disabled
people, visible minorities, and aboriginal people).
Third, there is a policy shift from the traditional approaches to EO/EEO issues
based on demographic representation in terms of sex, race and ethnicity towards
encompassing all possible differences to guarantee inclusion of each and every member
of the organization. The aim is to take a comprehensive system approach to diversity,
and develop a unified diversity strategy for the entire defense force which includes
recruiting, promotion, retention, and professional development. Finally, most of the
countries under scrutiny tend to accept a broader definition of diversity which includes
35
General Sir Richard
Dannatt
KCB CBE
MC,
Chief of the General Staff, Army Code
64340
Equality and Diversity Directive for Tthe Army,
1
Apr
2008,
retrieved from: http://www.
army.mod.uk/documents/general/CGS_ED_Directive_-_Apr_08.pdf, accessed on
27.06.2008.
36
Canadian forces employment equity plan, Revision
1 -
November
2010,
available online at:
http.V/www.civ.forces.gc.ca/benefits-avantages/ee-eme-eng.asp, accessed on
8.01.2013,
pp
21-28.
257
the implicit or explicit notion of the global dimension related to the effectiveness of the
military and civilians working in a multinational, coalition context.37
Fourth, the most important factor for successful diversity management policy
realization in defense organizations is the commitment of the top military and
civilian leaders. They develop their strategic vision for diversity management process
improvement, communicate and explain their position among the people in the
organization to motivate each and every member in order to create a shared vision.
Fifth, diversity management is directly related to the strategic goals of the
organization, i.e. the strategy and the action plan for managing diversity are integral part
of the strategic plan for the development of the organization. The experts recommend
diversity management to be considered not only a human resources management
responsibility, but a wide-ranging process which should be integrated into all other
day-to-day activities in the defense organizations.38
Sixth, the diversity management process is directly related to the organizational
outcome, i.e. general consent exists, both among researchers and decision-makers, that
successful diversity management and creation of an inclusion climate are the keys to
achieving better performance of the individual organizations' members and promoting
higher effectiveness of the organization as a whole. In this way, diversity management
is directly related to mission readiness and the human component of defense capabilities
building.
Seventh, it is a must for the successful execution of a diversity management program
to measure the effects of different aspects of diversity on organizational outcomes.
This means the application of scientific methodology for regular organizational
climate assessment and monitoring as well as analysis of the relationships between the
organizational climate and such organizational outcomes as perceived organizational
effectiveness, inclusion and motivation. The role of scientific research is of key importance
for identifying bottle-necks and short-falls in diversity management policy and programs
which provide feed-back to decision-makers and military leaders. Good examples in this
regard are the activities of the U.S. DEOMI (DEOMI Equal Opportunity Climate Survey
-
DEOCS and DEOMI Diversity Management Climate Survey
-
DDMCS39 as well as
37
See: From Representation to Inclusion: Diversity Leadership for the 21st Century, Final
Report,
2011;
Scopio Grazia.
Lessons Learned on Diversity Across Military Organizations. In:
Managing Diversity in the Military. The Value of Inclusion in a Culture of Uniformity. Daniel
P. McDonald and Kizzy M. Parks (Eds.) Routlege, London and New York,
2012,
pp.
108-109;
UK Unified Diversity Strategy, available at: httpy/www.nato.int/ims^OOS/win/reports/uk^OOS.
pdf,
accessed on
10.01.2013.
38
Bush V. C,
Sandoval
Α.,
Calderón
J. and
Amaral J.
Why Diversity Efforts in the
Department of Defense and Intelligence Community Have Come Up Short. In: Attitudes Aren't
Free. Thinking Deeply about Diversity in the US Armed Forces. James
E. Parco
and David A.
Levy (Eds.) Air University Press. Maxell Air Force Base, Alabama, US,
2010,
pp.
387-394.
39
Scarpate
J. C.
and Daniel P. McDonald. The Defense Equal Opportunity Management
Institute (DEOMI): Reflecting on
40
Years of Service to the United States Military: In: Professional
Military Education and Defense Studies: Past, Present and Future. Yantsislav Yanakiev
(Ed.). G.
C. Rakovski
National Defense Academy,
2012.
258
Unit Level Cross-Cultural Competency Survey
-
ЦІЗС40.
It is also worth mentioning the
Canadian Forces Self Identification Census which establishes an opportunity for the MoD
to strictly monitor the representation of protected groups by the Employment Equity Act
in the total force and for implementing programs to increase diversity41.
Eight, there is strong political will to assure transparency and accountability of the
full spectrum of activities, major achievements, and shortfalls with respect to diversity
management policies and programs implemented in defense organizations. These are
considered key factors for diversity management process improvement as well as
an important element of civil-military relations and guaranteeing public support for
defense organizations.
Ninth, there is political guidance and strategic goals to monitor proactive personnel
policy for the identification, recruitment, promotion, professional development and
retention of qualified people with diverse backgrounds in defense organizations.
Diversity management is considered an investment in people's talent. In most of the
countries under scrutiny like the U.S., Canada, the UK, and the Netherlands there
is a system for constant monitoring and analysis of the demography of the military
and civilian personnel. The strategic goal is a demographic structure of the defense
organizations which reflect as close as possible the racial, ethnic, cultural, and gender
diversity of the society. Particular attention is paid to representation of the people from
minority groups and women in the senior leadership positions.
Tenth, special attention needs to be given to a system for cross-cultural
education and training of the military and civilian personnel in most of the countries
under scrutiny. It is important to underline the understanding that it can contribute
to overcoming existing racial/ethnic prejudices and stereotypes and successful
management of diversity in the national armed forces as well as to better prepare the
total force for the challenges of global diversity during international deployments.
Good examples are the tools and educational courses developed by DEOMI to include:
one-week Leading Diverse Teams, 12-week Equal Opportunity Advisor Course, one-
week Leadership Team Awareness Seminars, DEOMI Executive Seminar42, and the
Cross-Cultural Competence Trainer43. Also, the Canadian Forces Diversity Training
Program Handbook44; the UK MoD Senior Officer and Civil Servants Diversity
and Equity Awareness Program for general/flag officers and senior executives
40
See: Marinus van Driel. Assessing Organizational Cross-Cultural Competence in the
Military: Developing a Measure. Final Report Submitted as Part of Defense Equal Opportunity
Management Institute Unit Level Cross-Cultural Competency Project,
2009.
41
Canadian forces employment equity plan, Revision
1 -
November
2010,
available online at:
http://www.civ.forces.gc.ca/benefits-avantages/ee-eme-eng.asp, accessed on
8.01.2013,
pp
21-28.
42
Scarpate
J. C.
and Daniel P. McDonald. The Defense Equal Opportunity Management
Institute (DEOMI): Reflecting on
40
Years of Service to the United States Military: In: Professional
Military Education and Defense Studies: Past, Present and Future. Yantsislav Yanakiev
(Ed.). G.
C. Rakovski
National Defense Academy,
2012.
43
Cross-Cultural Competence Trainer, JKO Course ID: JP 30P-US744, available at: hhtps://
jcodirectjten.mil.
44
Canadian Forces Diversity
Trainingen.
Program Handbook
(1998),
Cpl
&
Pte, Ottawa,
Department of Defence.
259
combined;45 the Diversity Academy in the Netherlands46; the Handbook of Cross-
cultural Training in the German Armed Forces47, etc. The analysis of the experience
in diversity management and cross-cultural training of the above-mentioned countries
shows that it is included in their professional military education
(PME)
and there are
regular reviews of the
PME
system to guarantee that the diversity- related issues are
covered by the educational programs. In addition, specialized courses are designed
for different levels in the military hierarchy and category service members, so that all
military and civilians receive adequate education and training.
Last but not least, one should mention the established policies and practices for
dress and dietary accommodation to allow members of diverse backgrounds such as
Muslims and Jews to preserve their cultural, spiritual, and religious identity.
Challenges
Along with the identified best practices in diversity management and cross-cultural
competence development in the countries under scrutiny, some bottlenecks deserve
attention.
First of all, despite the clear political guidance, strategic goals and proactive
measures to attract and recruit personnel from diverse backgrounds and to increase
minority groups' and women representation in the services, the demographic structure
of the defense organizations in most of the countries still does not reflect the ethnic,
cultural, and gender diversity of the society. In addition, some U.S. authors argue that
one of the shortfalls is that too much attention is paid to male-female relations and
integration of African Americans into the military, while other dimensions of diversity
were undermined.48 Besides, criticism is made about the lack of efforts to increase
diversity in the intelligence community and top-level military leadership.49 In Canada
and the UK the
underrepresentation
of visible/racial/ethnic minorities as well women
in top leadership positions also continues to be an issue.50
45
UK Unified Diversity Strategy, available at: http://www.nato.int/ims/2008/win/reports/
uk-2008.pdf accessed on
10.01.2013.
46
See:
R i c h a r d s o n, R., J. Bocsh, R. Moelker.
Diversity in the Dutch Armed Forces. In:
Cultural Diversity in the Armed Forces. An International Comparison, Joseph Soeters and Jan
van
der Meulen
(Eds.), Routledge, London and New York,
2007, 140-153.
47
See:
T o m f o r d e, M.
,
I. Menke. Intercultural
Competency within the
Bundeswehr: Muslim
Troopers,
Paper
Presented at
International Conference
Armed
Forces
and Conflicts
Resolution
in
a Glabalized
World, Seoul 14-17
July
2008; Deutsche Syaatsboerger Muslimischen Glaubens
in der Bundeswehr, Arbeirspapier, Zentrum Innere Furung, Koblenz - Strausberg, 11/2007.
48 Bush
V.
C, Sandoval
Α.,
Calderón
J.
and
Amaral
J.
Why Diversity Efforts in the
Department of Defense and Intelligence Community Have Come Up Short. In: Attitudes Aren't
Free. Thinking Deeply about Diversity in the US Armed Forces. James
E. Parco
and David A.
Levy (Eds.) Air University Press. Maxell Air Force Base, Alabama, US,
2010,
pp.
387-394.
49
Bush V. C,
Sandoval
Α.,
Calderón
J. and
Amaral J.
Why Diversity Efforts in the
Department of Defense and Intelligence Community Have Come Up Short. In: Attitudes Aren't
Free. Thinking Deeply about Diversity in the US Armed Forces. James
E. Parco
and David A.
Levy (Eds.) Air University Press. Maxell Air Force Base, Alabama, US,
2010,
pp.
387-394.
50
See: Canadian forces employment equity plan, Revision
1 -
November
2010,
available
online at: http://www.civ.forces.gc.ca/benefits-avantages/ee-eme-eng.asp,
accessedon
8.01.2013,
260
Second,
some
experts
identify the lack of cross-cultural and diversity leadership
competence with respect to managing diversity in their own defense organization as
well as during international deployments51.
Last but not least, some authors have identified a problem with the rising negative
attitudes towards Muslims in the society and defense organizations after
11
September
2001.
This generates difficulties in diversity management program implementation,
and therefore deserves particular attention.52
Chapter
4
The fourth chapter of the book focuses on the challenges and opportunities for
equal opportunity and diversity management policy development and implementation
in the Bulgarian Armed Forces. The first part of the chapter presents an overview of the
policies and practices for integration of ethnic and cultural minorities as well as women
in the Bulgarian armed forces from a historical perspective. This is followed by current
strengths, weaknesses, opportunities and threats to the defense organization with
respect to managing diversity which are analyzed based on data from recent empirical
sociological surveys. In this context, the main socio-psychological and organizational
barriers to the integration of the minority groups' representatives in the armed forces
are discussed.
SWOT Analysis
Strengths
First of all, the BAF is a non-partisan, national institution, in which all service
members despite of their ethnic, religious, identification are united around common
goals and have equal rights and obligations. They are forced to work
24/7
together,
and to share common risks and difficulties. They have to work in teams in order to
pp
21-28;
B r o w n, M.
Be the Best: Military Recruiting and the Cultural Construction of
Soldiering in Great Britain. Social Science Research Council, New York, USA,
2006;
D a n d
eker,
Ch., D.
Mason. Ethnic Diversity in the British Armed Forces. In: Cultural Diversity in
the Armed Forces. An International Comparison, Joseph Soeters and Jan van
der Meulen
(Eds.),
Routledge, London and New York
, 2007.
51
See:
W i
n s
1
o w, D.
Diversity in the Canadian Forces. In: Managing Diversity in the
Armed Forces, Joseph Soeters and Jan van
der
Meulen (Eds.),
2007;
Richardson, R.
Transcultural self-identities of Dutch-Turkish Soldiers. Paper Presented at the Biannual of the
Inter University Seminar on Armed Forces and Society, Chicago (ILL) USA, October
2003;
M a n i g a r t,
Ph. Diversity in the Belgian Armed Forces. In: Cultural Diversity in the Armed
Forces. An International Comparison, Joseph Soeters and Jan van
der
Meulen (Eds
)
Routledge
London and New York
, 2007,
pp.
185-199. *
52
See: Curtis,
E. E.
IV. Muslims in America, Oxford University Press,
2009,
pp.
97-116;
Shandoff, M. Preliminary Findings on the Experience of Muslims in the US Military: The Importance
of Cross-cultural Competence. In: Managing Diversity in the Military. The Value of Inclusion in a
Culture of Uniformity. Daniel P. McDonald and Kizzy M. Parks (Eds.) Routlege, London and New
York,
2012,
pp.
165-179;
Dandeker,
Ch., D.
Mason. Ethnic Diversity in the British Armed
Forces. In: Cultural Diversity in the Armed Forces. An International Comparison, Joseph Soeters
and Jan van
der
Meulen (Eds.), Routledge, London and New York
, 2007,
15Ф-1
70.
261
address common tasks. All these factors make the defense organization a "bringing
environment" to use the words of Charles Moskos53.
Second, thanks to its hierarchical structure, based on order and discipline, the
military institution has the capacity and power mechanisms to regulate tensions,
including possible tensions on an ethnic and/or religious basis.
Third, the defense organization is a conservative system, which can limit negative
influences from the parent society and an influx of problems in interethnic relations
inside the military.
Fourth, the traditional high public prestige of the military institution in Bulgaria is
an important factor for supporting the process of EO and diversity management policies
development and implementation in the BAR
Fifth, a significant proportion of the military, and particularly the commissioned
officers
(COs),
demonstrate comparatively tolerant attitudes towards the representatives
of different ethnic and cultural groups. Some of the officers have personal experience
working with the Bulgarian Turks and Roma conscripts in
1990 - 2007
despite the fact
that they evaluate it as insufficient. Besides, the commanders are highly educated and
qualified, and the military institution has the capacity to develop additional, specialized
education and training of the cadre to cope with specific, new situations like managing
diversity in the BAF; Most of the
COs
and Non-Commissioned Officers (NCOs) in the
BAF have internalized the requirements of the successful commander and leader- to treat
their subordinates in a just and in equal manner, to stimulate team work, etc. Most of the
military leaders demonstrate high morale, sense of responsibility, obedience and humanism
which is a good basis for the development of skills to manage diversity in the BAF.
Sixth, over the last two decades a significant number of the Bulgarian military
participated in international UN, NATO-led and EU-led operations and obtained
important tacit knowledge and experience to work with the military from other cultures
as well as local populations. This experience is a valuable prerequisite for further,
successful development of cross-cultural competence in defense organizations.
Weaknesses
First of all, there is lack of understanding among the leadership of the defense
organization concerning the philosophy of diversity management process as related to
organizational performance, readiness, and mission accomplishment. The existing EO/
EEO activities are legally driven, based on the requirements of the antidiscrimination
law54 as well as
EU
directives, and most of them are focused mainly on providing
equitable treatment of men and women in uniform. In this way, other important ethnic
and cultural differences are underestimated.
Furthermore, among the most important weakness of the Bulgarian defense
organization is the insufficient education and training of its personnel to work in
53
Moskos Charles
(1999),
Diversity in the Armed Forces of the United States, In: Joseph
Soeters
&
Jan van
der Meulen
(Eds.), Managing Diversity in the Armed Forces
(Tilburg
University Press Netherlands, (pp.
13-32).
54
Antidiscrimination Law, State Gazette, Issue
86, 30
September
2003.
262
multiethnic and multicultural environments, with respect to managing diversity in
national armed forces as well as during international deployments. There exists an urgent
need for the development and introduction of a comprehensive diversity management
policy and 3C education and training of the military and civilian leaders to respond to
the challenges of global diversity.
Besides, the capacity of the defense organization for EO/EEO and diversity
management policy development, coordination, organizational climate assessment and
monitoring, specialized education and training planning is insufficient. Currently, the human
resources management structures in the MoD, along with many other responsibilities, are
in charge of the EO/EEO activities that are partially and occasionally implemented.
Besides, there is no proactive personnel policy of the MoD to attract and recruit
service members from the main minority groups. As a result, their representation among
the professional military is about
2, 5%,
while approximately
15%
of the Bulgarian
population is composed by people with different ethnic and cultural backgrounds
(Turkish, Roma, Muslim Bulgarians, Armenians, Jewish, etc.).The mismatch between
the demographic structures of the society and the military organization remains
significant more than two decades after the democratic changes in the country.
Last but not least, the conditions of life and regulations in the BAF are still not
appropriate to accommodate different cultural and dietary customs and habits of the
personnel from some ethnic and cultural groups. This is particularly true with respect
to the preparation of food as well as respecting some religious rituals and traditions,
particularly of Muslim and Jewish people. In this regard, the introduction of Eastern
Orthodox religious rituals in the BAF during the last two decades could also cause
tensions with respect to inclusion of the minority group's representatives and successful
managing diversity in the military.
Opportunities
First of all, a basic positive factor at the societal level is the gradual improvement
of the interethnic relations in Bulgaria after the democratic changes in
1989.
This
is particularly true regarding the relations between the Christian Bulgarians, on
the one side, and the Bulgarian Turks and the Muslim Bulgarians, on the other. In
addition, there are significant achievements in legislative and political systems which
guarantee equality of the Bulgarian citizens before the law. As a result, many barriers
to full integration of minority groups' representatives and females in the military
have been lifted.
The next vital opportunity is related to the integration of Bulgaria in the
EU
and
NATO and the acceptance of a system of common values that exclude any discrimination
on the basis of ethnic, cultural, gender, age, etc. basis.
Finally, a positive factor which should be mentioned is the participation of units
from the BAF in multinational coalition operations and in multinational regional
cooperation in South Eastern Europe. This helps to foster skill development of military
personnel to work in multicultural environments and instills favorable attitudes towards
ethnic, gender, and cultural diversity.
263
Threats
The majority of possible threats for the successful EO/EEO and diversity
management policy implementation in the BAF are at a macro-societal level, but they
have their indirect influence in the military. One of the most important factors that have
generated ethnic tensions in Bulgaria during the period of democratic development is the
unequal burden sharing between the majority and the minority groups during the painful
economic reforms. The economic inequality and the process of ethnization of poverty,
which results in ethnic differences in employment, living standards, housing, education,
health care opportunities, higher unemployment rate, etc., especially in the regions with
mixed ethnic populations, are obviously among the burning issues of interethnic relations
in the context of the social-economic transition in Bulgaria. The indirect influence on
the organizational climate in the military is related to the fact that under the context
of economic disparity usually interethnic prejudices and stereotypes mature as well as
attitudes towards discrimination of different people, which is a negative factor for the
successful EO/EEO and diversity management in the defense organization.
The next serious weakness at the macro level is related to some attempts to politicize
interethnic relations. Typically, this is the practice of ethno mobilization, which most
of the mainstream political parties as well the party of Turkish minority (Movement for
Rights and Freedom) bring into play, particularly during the pre-election campaigns in
the ethnically mixed regions, and which impacts ethnic voting. Despite the fact that the
military is a non-partisan institution, this process can also have a negative influence on
the successful diversity management policy.
Another important and unfavorable factor at societal level is the declining standards
in education
—
the rising level of illiteracy among young people from minority groups
and the insufficient command of the Bulgarian language. This situation inevitably has an
effect on the process of recruitment of military personnel from the main minority groups.
The lack of education for some of young Bulgarian Turks and particularly Roma people
is the primary reason for their very low representation in the defense organization.
Along with the economic and the political factors at the macro level, there exist
many social-psychological factors, which could generate tensions in the interethnic
relations in Bulgaria and can negatively influence the EO/EEO and diversity management
policies in the military.
First of all, the maintenance of certain stereotypes and prejudices among the
Bulgarian majority towards the minorities (Turkish, and especially Roma) as well as
among the minorities towards the ethnic Bulgarians needs to be addressed. In addition,
there exists conflicting perceptions and attitudes (having emotional dimensions) which
are expressed as feelings of fear, mistrust, scorn, and in some cases, hatred, etc. as a
result of the influence of the history. Finally, the existing gap between the restrictive
attitudes of the Bulgarian majority towards the rights of the ethnic/cultural minorities,
and especially among the young people, and the radical pretensions of the minorities
regarding their rights, is an important precondition for ethnic tensions.55
55
Yanakiev, Y. Application of the Principles of Multiculturalism in the Military Organization:
Advantages and Challenges. "Softrade", Publishing House. Sofia,
2010.
264
At the level of the defense organization itself, there are also possible negative factors or
barriers for successful EO/EEO and diversity management policy implementation related to
the deep level of diversity, or attitudes, beliefs and values of its personnel. Data from a recent
sociological survey shows comparative tolerant attitudes of the majority towards minority
groups' representatives and small social distances with respect to the activities in the public
sphere. At the same time, the data confirmed that there is a lack of understanding of the
value of diversity. More than half of the respondents would not support a proactive policy
to achieve proportional representation of minority groups in the military. Additionally, the
perception prevails that ethno cultural diversity in the defense organization would have a
negative effect on group cohesion and organizational performance.56
Chapter
5
Chapter five presents a strategy for equal opportunity and diversity management
policy development and implementation in the Bulgarian Armed Forces.
The author argues that the demographic trends in the Bulgarian society along with
other global factors will undoubtedly influence the recruitment process in the Armed
Forces and will result in a growing ethnic and cultural diversity in the military in the
future. The share of women and civilians in defense organization is also expected to
increase under the context of lack of candidates for professional soldiers and continuing
financial restrictions. These facts make the development and introduction of EO/EEO
and diversity management policy in the military organization a compelling issue.
The chapter begins with an assessment of the political, economic, social, and legal
context in which the strategy will be implemented. After that, an assessment of the current
status of the Bulgarian military on the continuum monolithic
-
plural
-
multicultural
organization according to Cox' model57 is provided. The conclusion supports the position
that the Bulgarian military demonstrates typical characteristics of a monolithic organization
in transition to plural and thus suffers from under-utilization of human resources, while
at the same time it is lacking a sufficient number of candidates for voluntary service.
Additionally, the gradual trend of increased ethnic, cultural and gender diversity in the
military, which is a typical for the plural organization, might create possibilities for
tensions and inter-group conflict, particularly in a situation where interethnic prejudices
and discriminative attitudes are still "alive" and when
intercultural
training is lacking.
Subsequently, the vision or the desired stage that needs to be achieved by the
implementation of the strategy is defined. The vision should be to develop the BAF
as a multicultural organization in a perspective of
10-15
years. This, according to
the indicators formulated by Cox that were discussed in the second chapter, means
an organization that stimulates pluralism and full structural integration of minority
groups and women at all levels of the organizational hierarchy; full integration of
the minority groups' representatives in informal networks; an absence of prejudice
and discrimination; no gap in organizational identification based on ethnic/cultural
background and low levels of inter-group conflict. An important lesson learned for
56
1 b i d e m, p.
58-65.
57
C o x
Jr.,
T.
The Multicultural Organization. In: Readings in Human Resource
Management, Raymond
Noe,
John
Hollenbeck,
Barry Gerhart, Patrick Wright (Eds.),
IRWIN,
1994,
pp.
467-485.
265
the Bulgarian defense organization is that along with guaranteeing equality before the
law, the political-military leadership has to establish and maintain an organizational
climate that encourages inclusion of all people. In this way, mutual understanding and
tolerance, respect for diversity in the day-to-day interaction of people, and the increase
of the organizational effectiveness will be stimulated.
The first and most important step for the leadership of the MoD is to adopt and
introduce a unified definition of diversity for the defense organization and to commence
a diversity management process according to this definition. In chapter two, different
approaches to defining diversity were discussed and the author suggested that a broader
approach towards defining diversity in defense organization should be accepted keeping
in mind the Bulgarian legislation, social and cultural context, demographic trends
and traditions, lessons learned from our NATO and
EU
allies as well as the missions
and tasks of the BAF, which are mostly related to expeditionary operations and civil-
military cooperation in crisis management. It is up to the political-military leadership
of the MoD to decide what kind of organization they would like the BAF to be in a
long-term perspective, and to make the political decision.
The second important step is to establish the mission, which has to define the strat¬
egy (who will be leading and responsible for the implementation) and the scope of the
diversity management activities. Based on the analysis of the experience of our NATO
and
EU
allies, two options can be followed. The first one is to formulate a separate
diversity management mission and to designate a structure in the MoD which basically
is the human resources management directorates or specialized offices for equal op¬
portunity and diversity management. In this way, diversity management will be limited
as a simply human resources concern. The second option is the diversity management
mission to be integrated into the overall mission of the defense organization and to be
related to all day-to-day activities.58 The author suggests to follow the second option
and to relate the diversity management mission to the organizational performance, mis¬
sion readiness and human component of defense capability development.
Next, the strategic goals of diversity management in the Bulgarian defense organiza¬
tion should be formulated. First, to further implement antidiscrimination legislation and
to guarantee equality before the law of all Bulgarian citizens without prejudice of ethnic¬
ity, cultural background, gender, religion identification, sexual orientation, age, disabili¬
ties, etc. In this way, a new image of the BAF is built revealing it as an equal opportunity
employer and an employer of choice among the public institutions in the country.
Second, implement a proactive policy to attract and recruit young people from
the largest ethnic and cultural groups and to achieve a higher representation among the
professional military corps in a
5
-years period; Thus, the BAF will be able to reach a
broader pool of possible candidates for professional soldiers and create the image of the
institution as a symbol of unity of the nation.
Third, identify and remove all possible normative and organizational barriers and
to provide full access of the representatives of minority groups and women to leader¬
ship positions at all levels of the defense hierarchy.
58
Nelson
L.,
Michelle
С
&
Kimberly C. Planning for Diversity. Options and Recom¬
mendations for DoD Leaders. RAND Corporation,
2008,
p.
29-30
266
Fourth, establish and maintain an organizational climate that does not allow
discrimination and stimulates inclusion of each and every member of the organization
in order to fully utilize the available human capital and guarantee organizational per¬
formance and mission readiness.
Fifth, introduce a system for cross-cultural competence development in defense
organization as an integral part of the
PME
and training in order to respond to the chal¬
lenges of global diversity during international deployments.
Following that, the basic principles of diversity management process are discussed.
Among the most important principles of the diversity management policy is the active
top-level leadership commitment and creation of a shared vision for process implementation
in the military. In addition, diversity management should be closely related to the mission of
the organization, the strategic goals and tasks of the military as well as the long-term plans
for restructuring and human capital development. Additionally, it is imperative to provide
strong political-military and public support for the integration of the minority group's
representatives in the military. This is particularly important in an environment where
prejudices and stereotypes towards some of the minority groups are still comparatively
wide-spread in the society. It should help create a highly positive environment in which to
implement the diversity management policy and motivate people to accept the changes.
Next, the implementation of the diversity management policy in the military does require
a sound scientific basis. There is a need for comprehensive, multi-disciplinary and policy-
oriented studies for decision-making support and organizational climate assessment.
Furthermore, the diversity management policy should be implemented step-by-step, and
should correspond to the priorities of the different levels of the military organization.
Moreover, it should be comprehensive to cover all possible differences in the defense
organization (gender, ethnic, cultural, religious, disabilities, age, cognitive, organizational,
etc.). It is not sensible to focus only on the problems of one particular minority or other
group in an unequal position. Likewise, it should have a long-term perspective and
constantly improve the normative regulation of the process implementation. Last but not
least, it is important to provide accountability and transparency for the full spectrum of
diversity management activities as an integral part of human capital development that
focus on the results achieved as well as the pitfalls and challenges.
Further on, the key steps and activities involved in the implementation of EO/EEO
and diversity management policy in the BAF and the necessary organizational changes
are explored. Among the most important activities are the following:
•
Review of national legislation and institutional regulations to identify possible
organizational and legislative barriers for EO/EEO and diversity management
policy implementation in the BAF;
•
Development and introduction of a comprehensive definition for diversity in
the BAF in a specific national and organizational context with a prospect of
20
years;
•
Development and introduction of a definition for institutional discrimination in
the BAF in accordance with the antidiscrimination act;
•
Review of recruitment, selection, promotion, professional development,
retention and separation policies and procedures to identify changes needed
267
to guarantee a discrimination-free institution and organizational climate of
inclusion;
•
Establishment of a specialized institutional body for policy development,
coordination, analysis and control of equal opportunity principles and the
diversity management process for implementation in the military;
•
Establishment of a network of specialists to advise and assist the commanders
working with their subordinates on diversity management issues;
•
Implementation of a proactive personnel policy for attracting qualified applicants
for professional military service from the basic minority groups;
•
Introduction of a system to monitor demographic characteristics of the personnel
on voluntary, self-identification basis;
•
Introduction of a system for regular EO/EEO organizational climate assessments
and monitoring;
•
Review of
PME
to identify possible gaps and guarantee that diversity issues and
cross-cultural competence building are addressed in the educational plans and
programs.
Finally, responsibilities for implementation of the strategy at different organiza¬
tional levels and measures to evaluate the progress as well as financial, material and
human resources acquisition process are discussed.
Chapter
6
Chapter six presents the main conclusions and a vision for further research in the
area of diversity management and cross-cultural competence building in the Bulgarian
armed forces.
One of the most important conclusions is that diversity is much more than race,
ethnicity and gender. Focusing only on demographic measures (statistics, percentages,
and quotas) is an over-simplified approach and does not reflect current requirements
of effective organizational performance, both in the national armed forces and in the
context of international deployments. Diversity management is a complex process since
it involves the creation of a positive climate and entails a change in individual mind-sets.
It is an essential element of total force readiness, contributes to human interoperability,
and responds to the globalization and the new roles of the defense organization. In this
respect, a clear distinction must be made between the EO/EEO policies and practices
that are basically legally driven and diversity management. Diversity basically has a
positive effect on the organization and team performance
-
if managed successfully.
Otherwise, it might present a challenge. Among the most important lessons learned
for the BAF is that more attention should be paid to the secondary dimensions of
diversity (attitudes, values, and beliefs of the people). The organizational structure
and demographic composition of the force is comparatively easy to change, but the
processes, organizational culture, and mindset change takes time and more effort.
Second, diversity should be defined as a multidimensional construct. It covers several
core dimensions:
(1)
Internal aspect of diversity for the national defense organizations
(EO/EEO awareness, policies and practices, cross-services cultural differences, cognitive
diversity, etc.);
(2)
Civil-military aspects in national context (interagency cooperation in
crisis management and disaster relief);
(3)
International dimension (language proficiency
268
and cultural awareness, coalition partners, civil-military cooperation in multinational
coalitions, awareness about the adversary culture to guarantee better human terrain work,
etc.). In addition, a proactive approach towards the definition of diversity is needed to
focus on what is more important now and to predict the requirements in the perspective of
10-15
years. In this regard, the definition of diversity in defense organization is a moving
target and changes over time to reflect and adjust to the developments in the situation. Up
to now, more attention is focused on the internal aspects of diversity. There is a lack of
research regarding the interrelation among the three dimensions of diversity and the effect
on the organizational outcomes.
Third, another important lessons learned is that diversity management should
not be considered a human recourses management issue only. This process must be
incorporated into the core mission of the organization. Inclusion and equity must
become the core services' values, to be aligned with the other organizational processes,
to cover the whole carrier path of the military and civilian personnel, and to become a
priority activity of the leadership at all levels. Therefore, diversity management should
be considered in the context of the overall process of human capital development.
Fourth, the bottom line is that building cross-cultural competence is the key
factor for successful diversity management in defense organizations in the terms of
internal, civil-military, and global dimensions of diversity. 3C contributes to a defense
organizations' capability by preparing troops to operate effectively in complex cultural
encounters. Cross-cultural competence should be defined, studied and trained at
individual, team and organizational levels and should become a key requirement in the
context of military professional development.
Last but not least, there are various important research gaps that need further
exploration. Among them are:
(1)
development of inclusion and equity as core
values in an organization where uniformity is the traditional goal, and is perceived
as high importance for the military cohesion and effectiveness;
(2)
construction of
matrixes to evaluate diversity plan implementation encompassing observable as well
as secondary dimensions of diversity;
(3)
design of matrixes to assess the effect of
diversity management on organizational outcomes (team cohesion, commitment,
perceived organizational effectiveness, identification with the organization, etc.)
in the context of internal, inter-agency and global dimensions of diversity;
(4)
specific requirements for effective leadership in diverse/heterogeneous defense
organizations; building diversity competencies for managing internal, inter-agency
and global aspects of diversity;
(5)
operational validation of fundamental 3C models
in international coalition operations.
The author suggests that all these topics can be better addressed via multinational
research cooperation in the framework of a NATO Science and Technology Organization
and the European Defense Agency.
269 |
| any_adam_object | 1 |
| author | Janakiev, Jancislav 1960- |
| author_GND | (DE-588)1047736373 |
| author_facet | Janakiev, Jancislav 1960- |
| author_role | aut |
| author_sort | Janakiev, Jancislav 1960- |
| author_variant | j j jj |
| building | Verbundindex |
| bvnumber | BV041701022 |
| ctrlnum | (OCoLC)873532596 (DE-599)BVBBV041701022 |
| edition | 1. izd. |
| format | Book |
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| geographic | Bulgarien (DE-588)4008866-2 gnd |
| geographic_facet | Bulgarien |
| id | DE-604.BV041701022 |
| illustrated | Not Illustrated |
| indexdate | 2024-08-10T01:10:10Z |
| institution | BVB |
| isbn | 9789540735986 |
| language | Bulgarian |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-027141343 |
| oclc_num | 873532596 |
| open_access_boolean | |
| owner | DE-12 |
| owner_facet | DE-12 |
| physical | 271 S. |
| publishDate | 2013 |
| publishDateSearch | 2013 |
| publishDateSort | 2013 |
| publisher | Univ. Izdat. "Sv. Kliment Ochridski" |
| record_format | marc |
| series2 | Poredica Monografii / Universiteski Kompleks po Chumanistika "Alma Mater" |
| spelling | Janakiev, Jancislav 1960- Verfasser (DE-588)1047736373 aut Chorata v otbranata edinni v mnogoobrazieto Jancislav Janakiev 1. izd. Sofija Univ. Izdat. "Sv. Kliment Ochridski" 2013 271 S. txt rdacontent n rdamedia nc rdacarrier Poredica Monografii / Universiteski Kompleks po Chumanistika "Alma Mater" PST: People in defense. - In kyrill. Schr., bulg. - Zsfassung in engl. Sprache Chancengleichheit (DE-588)4009736-5 gnd rswk-swf Militärreform (DE-588)4195584-5 gnd rswk-swf Diversity Management (DE-588)7611361-9 gnd rswk-swf Bulgarien (DE-588)4008866-2 gnd rswk-swf Bulgarien (DE-588)4008866-2 g Militärreform (DE-588)4195584-5 s Chancengleichheit (DE-588)4009736-5 s Diversity Management (DE-588)7611361-9 s DE-604 Digitalisierung BSB Muenchen 19 - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=027141343&sequence=000003&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis Digitalisierung BSB Muenchen 19 - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=027141343&sequence=000004&line_number=0002&func_code=DB_RECORDS&service_type=MEDIA Abstract |
| spellingShingle | Janakiev, Jancislav 1960- Chorata v otbranata edinni v mnogoobrazieto Chancengleichheit (DE-588)4009736-5 gnd Militärreform (DE-588)4195584-5 gnd Diversity Management (DE-588)7611361-9 gnd |
| subject_GND | (DE-588)4009736-5 (DE-588)4195584-5 (DE-588)7611361-9 (DE-588)4008866-2 |
| title | Chorata v otbranata edinni v mnogoobrazieto |
| title_auth | Chorata v otbranata edinni v mnogoobrazieto |
| title_exact_search | Chorata v otbranata edinni v mnogoobrazieto |
| title_full | Chorata v otbranata edinni v mnogoobrazieto Jancislav Janakiev |
| title_fullStr | Chorata v otbranata edinni v mnogoobrazieto Jancislav Janakiev |
| title_full_unstemmed | Chorata v otbranata edinni v mnogoobrazieto Jancislav Janakiev |
| title_short | Chorata v otbranata |
| title_sort | chorata v otbranata edinni v mnogoobrazieto |
| title_sub | edinni v mnogoobrazieto |
| topic | Chancengleichheit (DE-588)4009736-5 gnd Militärreform (DE-588)4195584-5 gnd Diversity Management (DE-588)7611361-9 gnd |
| topic_facet | Chancengleichheit Militärreform Diversity Management Bulgarien |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=027141343&sequence=000003&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=027141343&sequence=000004&line_number=0002&func_code=DB_RECORDS&service_type=MEDIA |
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