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Managing a Diverse Workforce

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Managing a Diverse Workforce

Learning Activities



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Managing a Diverse Workforce: Learning Activities by Gary N Powell
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Now in its Second Edition, Managing a Diverse Workforce continues to provide a complete and comprehensive set of learning activities that address issues related to workplace diversity. Participation in these exercises leads to a greater appreciation of the wide range of issues that arise when people classify themselves or are classified by others as members of different groups, on whatever basis. Over half of the 30 learning activities are new to this Second Edition. The learning activities have several noteworthy features: "They explore the impact of diversity on the basis of numerous personal characteristics, including gender, race, ethnicity, age, sexual orientation, physical and mental abilities, national culture, religion, socioeconomic status, education, appearance, weight, marital status, and parental status. "They address pre-organizational and organizational entry issues as well as issues that arise in the workplace. "They examine issues pertaining to individualsA work and personal lives and to society as a whole. "They consider what it is like to manage, be managed by, and work with diverse others as peers. "They offer powerful learning experiences that involve individuals, groups, and entire classes or training programs. "They offer different types of learning experiences, including diagnostic instruments, role plays, and simulations. "They draw upon many types of work settings, including both business and not-for-profit organizations. Guidance for instructors on how to conduct the various activities, including masters for handouts, is provided in a separate instructorA s manual located under the Sample Chapters/Additional Materials tab at the left. Managing a Diverse Workforce is intended for use in both academic courses and corporate training programs on managing diversity and provides background information and instructions for participants for each learning activity. Order your copy today!

Table of Contents

1. Your Pie Chart 2. People Like Us 3. Becoming a Minority 4. Working in a Nontraditional Occupation 5. Gender-Based Perceptions 6. Counteracting Group Stereotypes 7. Raising Elizabeth/Robert 8. Once Upon a Time 9. Consulting Analyst Wanted 10. Who Gets Hired? 11. The College Graduate 12. Beyond O. J. 13. The Adoption Agency 14. Puzzled Perceptions 15. Sara's Acting Strange Lately 16. What's Weight Got to Do With It? 17. The Older Employee 18. The Virtual Team 19. Designer Decorations 20. When Is Unequal Treatment Fair? 21. Culture Clashes 22. Dealing With Sexually Oriented Behavior 23. Mixing Sex and Work 24. Coming Out at the Open House 25. Have I Got Good News for Us! 26. Precision Bicycle Components 27. Diversity Incidents 28. Affirmative Action at Ole State 29. Diversity Consultants 30. The Inclusive Workplace About the Author Preface

Author Biography

Gary N. Powell, Ph.D., is Professor of Management and Ackerman Scholar at the University of Connecticut. He is a recognized scholar on gender and diversity issues in the workplace. He is editor of Handbook of Gender and Work, author of two earlier editions of Women and Men in Management, and author of Gender and Diversity in the Workplace: Learning Activities and Exercises. His graduate course on women and men in management won the American Assembly of Collegiate Schools of Business Committee on Equal Opportunity for Women Innovation Award and first led to the writing of this book. He has received the University of Connecticut President's Award for Promoting Multiculturalism. He is a former Chair, Program Chair, and Executive Committee member of the Women in Management (now Gender and Diversity in Organizations) Division of the Academy of Management, and received both the Janet Chusmir Service Award for his contributions to the division and the Sage Scholarship Award for his contributions to research on gender in organizations. He has published numerous articles in journals such as Academy of Management Journal, Academy of Management Review, Journal of Applied Psychology, and Organizational Behavior and Human Decision Processes, and presented numerous papers at academic meetings. He has served on the Board of Governors of the Academy of Management and is a Past President, Program Chair, and Fellow of the Eastern Academy of Management. He also is a former Co-Chair of the Status of Minorities Task Force of the Academy of Management and has served on the Editorial Board of Academy of Management Review, Academy of Management Executive, and Journal of Management. Prior to joining the faculty at UConn, he worked at General Electric, graduating from its Manufacturing Management Program. At GE, he designed and implemented automated project scheduling systems as well as systems for inventory control, materials procurement, and so on. He has provided management training and development for many companies, including The Hartford Financial Services Group, The Implementation Partners (TIP), GE-Capital, General Signal, Apple Computer, Monroe Auto Equipment, AllState, and CIGNA, and has conducted numerous other workshops. He holds a doctorate in organizational behavior and a master's degree in management science from the University of Massachusetts, and a bachelor's degree in management from MIT.
Release date NZ
June 24th, 2004
Country of Publication
United Kingdom
2nd Revised edition
SAGE Publications Ltd
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