Chapter 4. Managing Diversity: Developing a Strategy for Measuring Organizational Effectiveness

  1. Marilyn J. Davidson Professor of Managerial Psychology and
  2. Dr Sandra L. Fielden Lecturer, Organizational Psychology
  1. Michael L. Wheeler

Published Online: 28 JAN 2005

DOI: 10.1002/0470013354.ch4

Individual Diversity and Psychology in Organizations

Individual Diversity and Psychology in Organizations

How to Cite

Wheeler, M. L. (2003) Managing Diversity: Developing a Strategy for Measuring Organizational Effectiveness, in Individual Diversity and Psychology in Organizations (eds M. J. Davidson and S. L. Fielden), John Wiley & Sons, Ltd, Chichester, UK. doi: 10.1002/0470013354.ch4

Editor Information

  1. Manchester School of Management, University of Manchester Institute of Science and Technology, PO Box 88, Manchester M60 1QD, UK

Author Information

  1. OEStrategies, Inc., PO Box 190721, Miami Beach, Florida 33119, USA

Publication History

  1. Published Online: 28 JAN 2005
  2. Published Print: 22 AUG 2003

Book Series:

  1. Wiley Handbooks in the Psychology of Management in Organizations

Book Series Editors:

  1. Peter Herriot

Series Editor Information

  1. University of Surrey, UK

ISBN Information

Print ISBN: 9780471499718

Online ISBN: 9780470013359

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Keywords:

  • measuring organizational effectiveness;
  • diversity and organizational effectiveness;
  • internalization

Summary

This chapter contains sections titled:

  • Introduction

  • Organizational Effectiveness Defined

  • Diversity Defined

  • Components of the Strategic Diversity

  • Measurement Model Defined

  • Objectives, Outcomes, Processes, Compliance, Internalization and Drivers Defined

  • Tactics for Measuring the Creation of a Diverse Workforce

  • Tactics for Measuring the Management of a Diverse Workforce

  • Tactics for Measuring the Valuing of a Diverse Workforce

  • Tactics for Measuring Leveraging a Diverse Workforce

  • An Action Plan: Turning Tactics into Strategy

  • Challenges of Measuring Diversity

  • Conclusions

  • Special Acknowledgement

  • References