Diversity - Management des hommes - Manageris

Developing gender diversity in management	Most companies currently express a desire to foster diversity within the organization, particularly at the management level. Yet, however sincere their intentions about developing gender diversity in management, companies are still hampered by a very real glass ceiling. Introducing a few measures such as flextime options is insufficient to attract and retain more women in the organization. A complete overhaul of all operating practices and a real cultural revolution are required to retain women and enable them to take on management positions in greater numbers
Be Your Own Mentor, Sheila Wellington, Catalyst, Random House, 2001. Same Words, Different Language, Barbara Anise, Piatkus Books, 2002. Women Don't Ask, Linda Babcock, Sara Laschever, Princeton University Press, 2003.

Managing Diversity	Companies must deal with varying sensibilities and cultures of employees whose backgrounds are increasingly diverse - different genders, different generations, different ethnic and national origins, etc. We have taken an upclose look on this topic based on publications by leading experts, who all agree that diversity can be a real strength provided that it is well managed. They offer ideas on how to fight against prejudice, communicate effectively in a context of diversity and foster respect for each individual regardless of origin.
Sondra Thiederman, William Sonnenschein

Riding the Waves of Culture	This book makes a systematic analysis of the impact of local cultural differences on management practices and analyzes major cultural differences along seven dimensions: universality or particularity; individualistic or collective behavior; sentimentality or neutrality; degree of overlap between private and professional life;< attributed status or acquired status; attitude towards time; desire to control nature. The author then explains how companies can use cultural differences in different countries to their advantage.
Fons Trompenaars, Irwin, 1995.

Managing Across Cultures	Current intercultural management theories are reviewed in this book, which shows that specific cultural characteristics have an impact on corporate competitive standing, and proposes methods for adapting company practices to the cultural context of different countries.
Susan C. Schneider and Jean-Louis Barsoux, Prentice Hall, 1997.

Cultures and Organizations	After surveying IBM employees in more than fifty countries, the author analyzes the impact of local culture on employee behavior, and focuses on four main dimensions that characterize cultural differences: hierarchical distance; prevalence of individualistic or collective behavior; degree of masculinity or femininity; need to control uncertainty. The book then draws practical conclusions on the need to adapt management practices to different countries.
Geert Hofstede, Mc Graw Hill, 1991.