Chapter 1 - The origins and development of managing diversity. This chapter discusses the meaning of the term ‘managing diversity’ (MD) and related terms. Managing diversity is a concept that was developed in the United States in the 1980s in response to demographic changes within the workforce and global competition. It was also a reaction to the introduction of equity legislation and practices. | Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 1- Chapter 1 The origins and development of managing diversity Glenda Strachan, Erica French and John Burgess Diversity Diversity is when members of a group or organisation differ from one another along one or more important dimensions such as age, race, sex or ethnicity. Differences that are obvious – . sex, age – are called primary dimensions. Differences that are not generally obvious – . communication style, family status, education – are called secondary dimensions. Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 1- What do organisations say? Westpac Bank: ‘It is very important to us that we create an environment that understands, values and utilises the differences within our people. We aim to offer a supportive, harmonious workplace, free of prejudice, harassment and discrimination. . | Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 1- Chapter 1 The origins and development of managing diversity Glenda Strachan, Erica French and John Burgess Diversity Diversity is when members of a group or organisation differ from one another along one or more important dimensions such as age, race, sex or ethnicity. Differences that are obvious – . sex, age – are called primary dimensions. Differences that are not generally obvious – . communication style, family status, education – are called secondary dimensions. Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 1- What do organisations say? Westpac Bank: ‘It is very important to us that we create an environment that understands, values and utilises the differences within our people. We aim to offer a supportive, harmonious workplace, free of prejudice, harassment and discrimination. In fact, it's a right we are all entitled to. Creating an environment where people can excel without encountering bias or being hampered by race, gender or disability has long been our focus. Westpac strives to provide equal opportunity in all aspects of employment, including recruitment, assignments, promotions, transfers, remuneration and training. This is not only the right thing to do, it also makes sense for our business; enabling us to attract people with the best skills and attributes and to develop a workforce whose diversity reflects that of the Australian population—our customers. In doing so we can develop a greater understanding and sensitivity to our customers' needs. A company's reputation is built in part by what people say about it. We feel privileged to have received external recognition for our diverse employment practices.’ (Westpac 2009) Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 1- What do
