PL EN
Wydawnictwo
AWSGE
Akademia Nauk Stosowanych
WSGE
im. Alcide De Gasperi
BOOK CHAPTER (293-312)
Diversity management in organizations
 
More details
Hide details
1
University of Euroregional Economy them. Alcide De Gasperi in Józefów, Poland
2
Warsaw University of LIfe Sciences – SGGW, Poland
 
 
KEYWORDS
ABSTRACT
In the face of rapid changes, modern organizations must be ready for the development of technology and changes related to the globalization process in the world. The result of these changes is a shift from managing monocultural organizations to managing multicultural organizations. Migration processes are the cause of the growth of cultural diversity in enterprises. It is the result of aging societies as well as changes in corporate structures. Diversity also means division according to sex, age, skin color, etc. It can also refer to physical and mental abilities as well as religion. The introduction of the concept of diversity management is a requirement of the modern world. Especially with regard to human resource management and the accompanying social and economic processes. This is a requirement of the modern world. Currently, the market forces organizations to be open. Enterprises should create such working conditions that each employee celebrates the comfort of fulfilling professional duties. So that he can develop his potential. Managing diversity should be characterized by actual care for the employees of the organization because they are the source of its success. Enterprises operating in the conditions of constant changes should react and verify strategic goals in order not only to survive but also constantly develop. Moreover, they must implement innovations in all areas of their activity. It is extremely important to adapt the organizational structure to the current market situation. It is also important to understand diversity in the conditions of the enterprise. If it is properly managed, it should bring benefits to the organization. It is important to take into account the requirements and needs of both employees and customers. These activities should become a norm or even a standard in order to build a competitive advantage of an organization.
 
REFERENCES (24)
1.
Armstrong M. (2005). Human Resource Management, Oficyna Ekonomiczna, Wolters Kluwer, Kraków.
 
2.
Armstrong M., Taylor S. (2016). Human Resource Management, Wolters Kluwer Polska, Warsaw.
 
3.
Bauman Z. (2007). Fluid Times, Life in the Age of Uncertainty, Polity Press, Cambridge.
 
4.
Bojarunie M., Florek I., Jarmoła P. (2018). Diversity management in Poland and Ukraine as a response to demographic changes, Intercultural Comunication 1 (4) 2018, 200.
 
5.
Branka M. (2010). Equal rights, equal opportunities (in) equal reality or the European gender equality policy [electronic document], http://www.projekt-sampo.pl/pd... [Accessed: 10.05.2021].
 
6.
Bregin D., Wojkowska M., Powlęga M., Rutkowska E. (2014). Equal treatment in public administration, Chancellery of the Prime Minister.
 
7.
Dobzlansky I. (1979). Diversity and equality, PIW, Warsaw.
 
8.
Directive 2000/43 / EC [Electronic document] http: cms.horus.belfiles/99935/MediaArchive/pdfPoland_POL.pdf [Accessed: 01.06.2021].
 
9.
Directive 2000/78 / EC [Electronic document] http: www.ind.org.pl/sonnszz/dyrekliwia_UE.htm [Accessed: 01.06.2021].
 
10.
Filipowicz G. (2013). Organizational development through employee efficiency development, Wolters Kluwer Polska, Warsaw.
 
11.
Friday E., Friday S. (2003). Managing diversity using a strategic planned change approach, The Journal of Management Development, 10 (22) 2003.
 
12.
Grublo D.J. (1995). Respecting our differences, „Women is bussines”, 6/47.
 
13.
Gryffin R. (2004). Fundamentals of organization management, PWN, Warsaw.
 
14.
Kępka J. (2009). Is tolerance necessary in an indifferent world, „Keryks”, International Pedagogical Review VII.
 
15.
Koonce R. (2001). Redefining diversity: it’s not the right things to do It also makes good business sense, „Training and development”, 12/2001.
 
16.
Maziarz L. (2016). Managing the motivation of experts – on the example of specialists from the IT industry, CeDeWu, Warsaw.
 
17.
Mazur B. (2005). The role of the cultural factor in the process of learning and teaching, „Praxelogy”, 145/2005.
 
18.
Olko S. (2017). Knowledge management in clusters and networks in creative industries, CeDeWu Warsaw.
 
19.
Rogozińska-Pawelczyk A. (2016). Diversity management in Polish organizations [in] Towards diversity – new challenges in managing the organization and social potential, VOLUME XVII / Book 2 / Part III.
 
20.
Ronowicz Z. (2005), Cultural intelligence or what a manager of the 21st century should do, „Personnel and Management”, 7/2005.
 
21.
Sitek M. (2017). Ecological development of the economy as an opportunity to increase employment in the European Union, Journal of Moderm Science, TOM 2/33/2017, Józefów.
 
22.
Sznajder A. (2013). Guide to diversity management, Lewiatan Confederation, W & B Printing House, Warsaw.
 
23.
Stasiak A. (2020). We are not looking for employees but partners, ICAN Institute, 21/02/2020 Nationale – Niderlanden.
 
24.
Stoner J.A.F., Freeman R.E., Gilbert Jr D.R. (1998). Management, PWE, Warsaw.
 
Journals System - logo
Scroll to top