The end of diversity as we know it: why diversity efforts fail and how leveraging difference can succeed
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
San Francisco
Berrett-Koehler Publishers
©2011
|
| Schriftenreihe: | BK business book
|
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Beschreibung: | Includes bibliographical references and index The idea for this book came to Martin Davidson during a disarmingly honest conversation with a CEO he worked with. "Look," the executive said, clearly troubled. "I know we can get a diverse group of people around the table. But so what? What difference does it really make to getting bottom-line results? Answering the "so what?" led Davidson to explore more deeply how companies typically manage diversity. He saw there were serious problems. Companies weren't effectively building diversity into their larger business strategy. Also, the emphasis on common differences like gender, age, race, and sexual orientation was interfering with the ability to identify less obvious differences that have more impact on a business. And traditional diversity efforts were often hindering the professional development of the very people they were designed to help. In his book, Davidson explains how what he calls Leveraging Difference turns persistent diversity problems into solutions that drive business results. Difference becomes a powerful source of sustainable competitive advantage instead of a distracting mandate handed down from HR. To leverage difference, Davidson argues, leaders must tackle three challenges. First, they must identify and hire for the differences most important to achieving organizational goals, even if the differences aren't the obvious ones. Second, leaders must help employees work together to understand the ways these differences matter to the business. And finally, leaders must roll up their sleeves and experiment with how to use these relevant differences to get things done. Davidson provides several examples of how organizations leverage subtle differences like culture, thought, and personality as well as more noticeable differences like race and gender. Ultimately this is a leadership book, not a diversity book. Actively leveraging difference, rather than reactively managing diversity, can be what distinguishes an ordinary organization from an extraordinary one Introduction : a new possibility for difference -- The end of diversity as we know it -- The beginning of leveraging difference -- The leveraging difference capability -- Seeing difference -- Understanding difference -- Engaging difference -- Becoming a leveraging difference organization -- Epilogue : the power of the margin |
| Beschreibung: | 1 Online-Ressource (vii, 228 pages) |
| ISBN: | 9781609940300 160994030X 9781609940317 1609940318 9781605093437 1605093432 1283303604 9781283303606 |
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| 500 | |a The idea for this book came to Martin Davidson during a disarmingly honest conversation with a CEO he worked with. "Look," the executive said, clearly troubled. "I know we can get a diverse group of people around the table. But so what? What difference does it really make to getting bottom-line results? Answering the "so what?" led Davidson to explore more deeply how companies typically manage diversity. He saw there were serious problems. Companies weren't effectively building diversity into their larger business strategy. Also, the emphasis on common differences like gender, age, race, and sexual orientation was interfering with the ability to identify less obvious differences that have more impact on a business. And traditional diversity efforts were often hindering the professional development of the very people they were designed to help. | ||
| 500 | |a In his book, Davidson explains how what he calls Leveraging Difference turns persistent diversity problems into solutions that drive business results. Difference becomes a powerful source of sustainable competitive advantage instead of a distracting mandate handed down from HR. To leverage difference, Davidson argues, leaders must tackle three challenges. First, they must identify and hire for the differences most important to achieving organizational goals, even if the differences aren't the obvious ones. Second, leaders must help employees work together to understand the ways these differences matter to the business. And finally, leaders must roll up their sleeves and experiment with how to use these relevant differences to get things done. Davidson provides several examples of how organizations leverage subtle differences like culture, thought, and personality as well as more noticeable differences like race and gender. Ultimately this is a leadership book, not a diversity book. | ||
| 500 | |a Actively leveraging difference, rather than reactively managing diversity, can be what distinguishes an ordinary organization from an extraordinary one | ||
| 500 | |a Introduction : a new possibility for difference -- The end of diversity as we know it -- The beginning of leveraging difference -- The leveraging difference capability -- Seeing difference -- Understanding difference -- Engaging difference -- Becoming a leveraging difference organization -- Epilogue : the power of the margin | ||
| 650 | 4 | |a Multiculturalism | |
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| 650 | 7 | |a BUSINESS & ECONOMICS / Human Resources & Personnel Management |2 bisacsh | |
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| 650 | 7 | |a Corporate culture |2 fast | |
| 650 | 7 | |a Diversity in the workplace |2 fast | |
| 650 | 4 | |a Wirtschaft | |
| 650 | 4 | |a Diversity in the workplace | |
| 650 | 4 | |a Corporate culture | |
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Datensatz im Suchindex
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| author | Davidson, Martin N. |
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| building | Verbundindex |
| bvnumber | BV042965500 |
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| dewey-full | 658.3008 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.3008 |
| dewey-search | 658.3008 |
| dewey-sort | 3658.3008 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| format | Electronic eBook |
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| illustrated | Not Illustrated |
| indexdate | 2024-07-10T07:13:57Z |
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| isbn | 9781609940300 160994030X 9781609940317 1609940318 9781605093437 1605093432 1283303604 9781283303606 |
| language | English |
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| spelling | Davidson, Martin N. Verfasser aut The end of diversity as we know it why diversity efforts fail and how leveraging difference can succeed by Martin N. Davidson San Francisco Berrett-Koehler Publishers ©2011 1 Online-Ressource (vii, 228 pages) txt rdacontent c rdamedia cr rdacarrier BK business book Includes bibliographical references and index The idea for this book came to Martin Davidson during a disarmingly honest conversation with a CEO he worked with. "Look," the executive said, clearly troubled. "I know we can get a diverse group of people around the table. But so what? What difference does it really make to getting bottom-line results? Answering the "so what?" led Davidson to explore more deeply how companies typically manage diversity. He saw there were serious problems. Companies weren't effectively building diversity into their larger business strategy. Also, the emphasis on common differences like gender, age, race, and sexual orientation was interfering with the ability to identify less obvious differences that have more impact on a business. And traditional diversity efforts were often hindering the professional development of the very people they were designed to help. In his book, Davidson explains how what he calls Leveraging Difference turns persistent diversity problems into solutions that drive business results. Difference becomes a powerful source of sustainable competitive advantage instead of a distracting mandate handed down from HR. To leverage difference, Davidson argues, leaders must tackle three challenges. First, they must identify and hire for the differences most important to achieving organizational goals, even if the differences aren't the obvious ones. Second, leaders must help employees work together to understand the ways these differences matter to the business. And finally, leaders must roll up their sleeves and experiment with how to use these relevant differences to get things done. Davidson provides several examples of how organizations leverage subtle differences like culture, thought, and personality as well as more noticeable differences like race and gender. Ultimately this is a leadership book, not a diversity book. Actively leveraging difference, rather than reactively managing diversity, can be what distinguishes an ordinary organization from an extraordinary one Introduction : a new possibility for difference -- The end of diversity as we know it -- The beginning of leveraging difference -- The leveraging difference capability -- Seeing difference -- Understanding difference -- Engaging difference -- Becoming a leveraging difference organization -- Epilogue : the power of the margin Multiculturalism Business BUSINESS & ECONOMICS / Human Resources & Personnel Management bisacsh BUSINESS & ECONOMICS / Workplace Culture bisacsh Corporate culture fast Diversity in the workplace fast Wirtschaft Diversity in the workplace Corporate culture http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=398930 Aggregator Volltext |
| spellingShingle | Davidson, Martin N. The end of diversity as we know it why diversity efforts fail and how leveraging difference can succeed Multiculturalism Business BUSINESS & ECONOMICS / Human Resources & Personnel Management bisacsh BUSINESS & ECONOMICS / Workplace Culture bisacsh Corporate culture fast Diversity in the workplace fast Wirtschaft Diversity in the workplace Corporate culture |
| title | The end of diversity as we know it why diversity efforts fail and how leveraging difference can succeed |
| title_auth | The end of diversity as we know it why diversity efforts fail and how leveraging difference can succeed |
| title_exact_search | The end of diversity as we know it why diversity efforts fail and how leveraging difference can succeed |
| title_full | The end of diversity as we know it why diversity efforts fail and how leveraging difference can succeed by Martin N. Davidson |
| title_fullStr | The end of diversity as we know it why diversity efforts fail and how leveraging difference can succeed by Martin N. Davidson |
| title_full_unstemmed | The end of diversity as we know it why diversity efforts fail and how leveraging difference can succeed by Martin N. Davidson |
| title_short | The end of diversity as we know it |
| title_sort | the end of diversity as we know it why diversity efforts fail and how leveraging difference can succeed |
| title_sub | why diversity efforts fail and how leveraging difference can succeed |
| topic | Multiculturalism Business BUSINESS & ECONOMICS / Human Resources & Personnel Management bisacsh BUSINESS & ECONOMICS / Workplace Culture bisacsh Corporate culture fast Diversity in the workplace fast Wirtschaft Diversity in the workplace Corporate culture |
| topic_facet | Multiculturalism Business BUSINESS & ECONOMICS / Human Resources & Personnel Management BUSINESS & ECONOMICS / Workplace Culture Corporate culture Diversity in the workplace Wirtschaft |
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