帮忙用英语回答一下 请教高手 谢谢
“Thekeytosuccessfuldiversitymanagementliesinthecommitmentandattentionoforganisational...
“The key to successful diversity management lies in the commitment and attention of organisational leaders".Discuss.
帮忙用英语回答一下 是论述题 要求长一些 谢谢
(不要软件翻译的,最好也有中文解释) 展开
帮忙用英语回答一下 是论述题 要求长一些 谢谢
(不要软件翻译的,最好也有中文解释) 展开
2个回答
展开全部
In the 21 st century, we must work to ensure an inclusive workplace one that embraces each employee´s uniqueness. Every leader, manager, and supervisor must do all he or she can to help personnel be successful. Additionally, personnel must be recognized for their valuable contributions that positively affect the organization´s mission.
As organizations establish diversity programs and initiatives, they must become vigilant about the care and development of their work force on a daily basis. This is the primary responsibility of the first- and second-line supervisors. It may be the care, daily nurturing, and development of employees that determine whether they stay or leave an organization.
Organizations can be strengthened by leveraging differences that mirror the diversity of its citizens. Many researches have demonstrated a positive impact on high performance where senior
management teams include a diversity of ages, ethnicity, and gender. A diverse workforce also can improve organizational productivity and creativity. Managing a diverse workforce can be a challenge. When people from different backgrounds come together in the workplace, there is potential for great accomplishment, but also for great conflict.
Of the experts in the field of diversity management an US research organization had spoke with or whose publications they reviewed to identify leading diversity management practices, a majority cited the following nine practices as leading.
• Top leadership commitment—a vision of diversity demonstrated andcommunicated throughout an organization by top-level management.
• Diversity as part of an organization’s strategic plan—a diversitystrategy and plan that are developed and aligned with the organization’s strategic plan.
• Diversity linked to performance—the understanding that a more
diverse and inclusive work environment can yield greater productivity and help improve individual and organizational performance.
• Measurement—a set of quantitative and qualitative measures of the impact of various aspects of an overall diversity program.
• Accountability—the means to ensure that leaders are responsible for diversity by linking their performance assessment and compensation to the progress of diversity initiatives.
• Succession planning—an ongoing, strategic process for identifying and developing a diverse pool of talent for an organization’s potential future leaders.
• Recruitment—the process of attracting a supply of qualified, diverse applicants for employment.
• Employee involvement—the contribution of employees in driving
diversity throughout an organization.
• Diversity training—organizational efforts to inform and educate
management and staff about diversity.
Experts and the literature generally agree that a combination of the identified practices should be considered when an organization is developing and implementing diversity management.
As organizations establish diversity programs and initiatives, they must become vigilant about the care and development of their work force on a daily basis. This is the primary responsibility of the first- and second-line supervisors. It may be the care, daily nurturing, and development of employees that determine whether they stay or leave an organization.
Organizations can be strengthened by leveraging differences that mirror the diversity of its citizens. Many researches have demonstrated a positive impact on high performance where senior
management teams include a diversity of ages, ethnicity, and gender. A diverse workforce also can improve organizational productivity and creativity. Managing a diverse workforce can be a challenge. When people from different backgrounds come together in the workplace, there is potential for great accomplishment, but also for great conflict.
Of the experts in the field of diversity management an US research organization had spoke with or whose publications they reviewed to identify leading diversity management practices, a majority cited the following nine practices as leading.
• Top leadership commitment—a vision of diversity demonstrated andcommunicated throughout an organization by top-level management.
• Diversity as part of an organization’s strategic plan—a diversitystrategy and plan that are developed and aligned with the organization’s strategic plan.
• Diversity linked to performance—the understanding that a more
diverse and inclusive work environment can yield greater productivity and help improve individual and organizational performance.
• Measurement—a set of quantitative and qualitative measures of the impact of various aspects of an overall diversity program.
• Accountability—the means to ensure that leaders are responsible for diversity by linking their performance assessment and compensation to the progress of diversity initiatives.
• Succession planning—an ongoing, strategic process for identifying and developing a diverse pool of talent for an organization’s potential future leaders.
• Recruitment—the process of attracting a supply of qualified, diverse applicants for employment.
• Employee involvement—the contribution of employees in driving
diversity throughout an organization.
• Diversity training—organizational efforts to inform and educate
management and staff about diversity.
Experts and the literature generally agree that a combination of the identified practices should be considered when an organization is developing and implementing diversity management.
推荐律师服务:
若未解决您的问题,请您详细描述您的问题,通过百度律临进行免费专业咨询