By C. Robinson-Easley
Past range and Intercultural administration develops a metamorphosis version designed to problem triumphing paradigms within the literature and conversations approximately equivalent employment chance, variety, and intercultural administration.
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I also noted a need for organization leaders to discuss and come to grips with the organization’s commitments to the human element as part of their strategic decision making processes, inviting organizational members to the table when designing change processes. During the same time frame, I worked on a consulting engagement where I was asked to provide diversity training to over 1,000 employees within a state organization. This organization had serious legal issues and was under a consent decree, which meant that their prior diversity initiatives had obvious flaws—points that will be further expanded in a later chapter.
Their projections also identified the rapid growth of Hispanics in our workforce and other ethnic immigrants—projected outcomes that I began to see actualize while recruiting in the 1990s. Globalization is expanding recruiting boundaries without requiring individuals to relocate. And, the literature on how to manage intercultural relationships continues to grow. Therefore, as we invoke diversity strategies from multiple contexts, be it the lens of diversity, multiculturalism, or any other socially appropriate term we wish to apply, we should simultaneously question our ability to understand the respective actors from their many layered social and cultural perspectives—their lens.
To evaluate the representations of organizational control, the cultural impact of the merger, and the success of the change process, Alvarez focused on individuals, groups, and organizational levels, utilizing content analysis of data, which resulted from detailed qualitative interviewing. Attention was paid to the “situated meaning” of the elements of discourse obtained through interviews (2001). understanding diversity / 39 Data that examined why the behaviors of the organization were counterproductive to the successful implementation of management control strategies suggested that the first level of understanding relative to the hospitals’ workforce included how those actors interpreted the structural aspects of the merger within the context of country culture, and the resulting political systems and hierarchy (AlvarezPompilius and Easley, 2003; Alvarez, 2001 and 2002).