Diversity Management

The course focuses on theoretical and practical approaches addressing

the complexities involved in managing diversity in organizations and

communities. It is informed by an integrative orientation that bridges a

social psychological perspective with a constructionist perspective. The

theoretical approaches are demonstrated through empirical research and

projects conducted in "real life" settings. The course also provides basic

tools to diagnose diversity needs in organizations and communities and

design an intervention which can respond to these issues.

The 21st century features growing diversification of organizations and

communities in most parts of the world due to migrations trends and

globalization. In most societies this transition occurs concomitantly with

existing or emerging intergroup tensions, social divisions and inequalities.

Understanding the ramifications of the complex social relations on

diversity management in organizations and communities constitutes an

important research and practice arenas in the current era. The course

discusses two main approaches to managing diversity – the essentialist

(social psychological) and the emic (constructionist), their interface and

practical ways addressing the complexities involved in managing diversity

in organizations and communities. The following topics will be addressed:

1. Introduction: why studying diversity? Mapping the field of diversity in

societies, organizations and communities

2. Theoretical approaches to diversity and its management

3. Intersections of diversity

4. Methodological approaches to studying diversity.

5. Variety of contexts for studying and practicing diversity

6. Empirical demonstrations: central findings on diversity management

in organizations and communities

7. Insights to best practices

8. Hands on: Implementing diversity management in organizations and

communities

Course Textbook:

Bendl, R., Bleijenbergh, I, Henttonen, E., & Mills, A.J. (2015). The Oxford

Handbook of Diversity in organizations. Oxford, UK: Oxford University

Press.

1. Introduction: why studying diversity? Mapping the field of diversity in

societies, organizations and communities

 Textbook: chapter 1.

2. A history of diversity management

 Textbook: chapter 2.

3. Theoretical approaches to diversity and its management

 Holck, L., Muhr, S.L., & Villesèche, F. (2016)., Identity, diversity

and diversity management., Equality, Diversity and Inclusion: An

International Journal, 35, (1), 48- - 64.

4. Intersections of diversity

 Marfelt, M.M. (2016). Grounded intersectionality: Key tensions, a

methodological framework, and implications for diversity

research. Equality, Diversity and Inclusion: An International

Journal, 35 (1), 31 – 47.

5. Methodological approaches to studying diversity: a quantitative

approach

 Textbook: chapter 13

6. Methodological approaches to studying diversity: qualitative

approaches

 Textbook: chapters 14, 16

7. Variety of contexts for studying and practicing diversity

 Desivilya Syna, H. (2015). Social Divisions, Intergroup Conflict and

Diversity - Reflections about Social Conflict and Diversity: The

Case of Israeli Organizations. In Braedel-Kühner, Cordula and

Müller, Andreas P. (eds.): Re‐thinking Diversity ‐ Multiple

Approaches in Theory, Media, Communities, and Managerial

Practice, (55-83). Wiesbaden: Springer VS.

 Elerbe-Dück, C., Schmidt, B., & Wilpert, C. (2015). Panel

Discussion: Diversity and Urban Governance. In Braedel-Kühner,

Cordula and Müller, Andreas P. (eds.): Re‐thinking Diversity ‐

Multiple Approaches in Theory, Media, Communities, and

Managerial Practice, (227-238). Wiesbaden: Springer VS.

8. Empirical demonstrations: central findings on diversity management

in organizations and communities

 van Laer, K., & Janssens, M. (2011). Ethnic minority professionals’

experiences with subtle discrimination in the workplace. Human

Relations, 64 (9), 1203–1227.

 Zanoni, P. (2011). Diversity in the lean automobile factory: Doing

class through gender, disability and age. Organization, 18 (1), 105-

127.

9. Insights to best practices

 Velayudhan, M. (2015). Pluralist Traditions, Craft Communities

and Development Dialogues in Kachchh (Gujarat, western India).

In Braedel-Kühner, Cordula and Müller, Andreas P. (eds.):

Re‐thinking Diversity ‐ Multiple Approaches in Theory, Media,

Communities, and Managerial Practice, (217-226). Wiesbaden:

Springer VS.

10. Hands on: Implementing diversity management in organizations and

communities

 Desivilya Syna H., Yassour-Borochowitz, D., Bouknik, S., Kalovsky,

G., Lavy, I., & Ore, L.(2017). Engaging Diversity at Academia:

Manifold Voices of Faculty. Equality, Diversity and Inclusion: An

International Journal, 36 (1), 90-104.

Upon completion of the course students will be able to:

Knowledge:

 explain the rationale for studying diversity management in societies,

organizations and communities

 describe the main issues underlying diversity management

 describe various theoretical approaches to studying diversity

 characterize the relevant contexts for studying and practicing

diversity management

 define the practical approaches for diversity management

 list and evaluation the main research findings concerning the

effectiveness of diversity management in organizations and

communities: the main merits versus challenges and drawbacks

Skills:

 diagnose diversity needs in specific organizations and communities

 design diversity management program for a specific organization or

community

 A class presentation: insights from one item on the reading list (20%)

 Organizing and leading group exercise, based on the lecturer's and

peer assessment (15%)

 Final term paper: a diagnosis of an organization or a community: need

assessment for diversity management (based on the conceptual

approaches) and recommendations for practice (65%)

Attendance rules

Presence in all classes is obligatory. However, up to 4 hours unexcused

absences are permitted, and up to 4 more hours of absence in case of a

formal excuse are allowed.