This paper will look at the influence of diversity management on the world of work. Using the example of German and American companies, it will be shown which measures are taken in companies with regard to diversity management. First, the terms diversity and diversity management will be defined. After that several approaches to dimensional models will be presented. Then it will show the process of the Implementation in the company. Then the development of diversity management in German and American companies will be presented. Finally, the conclusion will show the main insights of the paper.
Table of Contents
1 Introduction
2 Theoretical basics
2.1 Definition diversity and diversity management
2.2 Dimensions of diversity
2.3 Hofstede’s cultural dimensions
3 Implementation of diversity management
3.1 Arguments for diversity management
3.2 Risks
3.3 Implementation of diversity management
3.4 Consideration of the cultural dimensions according to Hofstede
4 Diversity management in german and american companys
4.1 German companies for example Lufthansa Group
4.2 American companies for example Mastercard
5 Conclusion
Objectives and Core Topics
This paper examines the influence of diversity management on the working environment by comparing strategies and measures implemented in German and American companies. The research aims to identify how organizations leverage diversity to improve competitiveness, employee satisfaction, and innovation.
- Theoretical foundations of diversity and cultural dimensions (Hofstede)
- Benefits and potential risks of implementing diversity management
- Process models for the practical implementation of diversity strategies
- Comparative analysis of Lufthansa Group (Germany) and Mastercard (USA)
- Role of intercultural competence in globalized business environments
Excerpt from the Book
2.1 Definition diversity and diversity management
Diversity comes from sociology and social psychology. It means the recognition and conscious handling of the diversity of people. This must be promoted in order to avoid disadvantages and achieve equal opportunities (Dreas 2019, p. 5). Loden and Rosener (1991) defined diversity as follows:
"From an objective point of view, it is this vast array of physical and cultural differences that constitute the spectrum of human diversity. From the subjective point of view, diversity is otherness or those human qualities that are different from our own and outside the groups to which we belong, yet present in individuals and group (p. 18). "
An infinite number of characteristics can be assigned to different people. Essentially, however, diversity refers to the characteristics of disability, age, ethnic origin, gender, religion and sexual identity. It is actually a concept for distinguishing and recognising group and individual characteristics. The focus is on what people have in common fosters trust and relationships with each other. Diversity does not try to point out solutions to problems. It is about understanding people's diverse achievements and using different potentials. The ultimate goal is to reduce discrimination and promote equal opportunities (Krell 2004, p. 43-44).
Summary of Chapters
1 Introduction: Outlines the increasing importance of diversity management due to globalization and demographic shifts, setting the stage for the comparative study.
2 Theoretical basics: Defines core terms and explores dimensional models of diversity, complemented by Hofstede’s framework for understanding cultural variations.
3 Implementation of diversity management: Analyzes the business case for diversity, associated risks, and the strategic process of operationalizing these policies.
4 Diversity management in german and american companys: Provides a practical look at how the Lufthansa Group and Mastercard execute their specific diversity initiatives.
5 Conclusion: Synthesizes the findings, highlighting common strategies and emphasizing that diversity management is a crucial, ongoing journey for modern organizations.
Key Words
Diversity Management, Corporate Culture, Intercultural Competence, Hofstede, Globalization, Equal Opportunities, Human Resources, Inclusion, Lufthansa Group, Mastercard, Organizational Strategy, Demographic Change, Diversity Dimensions, Workforce, Innovation.
Frequently Asked Questions
What is the fundamental focus of this paper?
The paper examines how diversity management influences the working environment and organizational culture in both German and American corporate contexts.
What are the primary thematic areas covered?
Central themes include the theoretical definition of diversity, organizational risks and benefits, implementation processes, and international cultural differences.
What is the main goal or research question?
The goal is to determine how successful diversity management is implemented and how it contributes to competitiveness, innovation, and fairness in multinational companies.
Which scientific methodology is applied?
The paper utilizes a literature-based theoretical approach followed by a comparative case study analysis of two global companies.
What is covered in the main body (Chapters 3 & 4)?
The main body details the arguments for and risks of diversity, the five process steps of implementation, and a concrete analysis of measures taken by Lufthansa and Mastercard.
Which keywords best characterize the work?
Key terms include Diversity Management, Corporate Culture, Inclusion, Intercultural Competence, and Human Resources Strategy.
Why are Hofstede’s cultural dimensions included in the analysis?
They are included to provide a framework for understanding cultural differences in communication, power distance, and hierarchy, which are essential for effective diversity management.
How do the strategies of Lufthansa and Mastercard differ?
While both prioritize gender equality and talent development, they differ in focus: Lufthansa emphasizes sexual diversity, whereas Mastercard leverages global boards, online games, and specific mentoring/supplier diversity programs.
- Arbeit zitieren
- Leon Wynen (Autor:in), 2021, Influence of diversity management on the working environment of German and American companies, München, GRIN Verlag, https://www.grin.com/document/1239412
