Diversity management B Crossword

Measuring organisational effectiveness in the context of diversity management is about __________ a framework - a strategy - for ensuring a holistic approach to understanding the people factors and forces affecting organisational capability and performance (Davidson & Fielden, 2003).
While there are many approaches to diversity management, and to organisational and human performance, four essential areas are required for developing a ____________ for successfully measuring diversity for organisational effectiveness.
According to Newell (2002) “diversity” gives an organisation ___________ whether or not a particular group is legally protected.
There is no quick fix to change and only those organisations that are truly committed to __________ equality will be successful.
Organisations should not just tolerate diversity they should promote it and develop a strategic ______________ based on it.
From a marketing perspective, managing diversity is seen to improve organisational legitimacy among, and access to, ______________ customers from diverse backgrounds.
______________ is fostered when people from different backgrounds are brought together.
Thus, organisations that want to improve creativity and _____________ need to foster team diversity.
It is likely that organisations that make the effort to _____________ fully the diversity which exists in the community, will reap tremendous benefits.
blockages and/or bottlenecks are occurring, which implies the introduction of comprehensive monitoring procedures.
____________ of the workforce will enable the organisation to identify where the blockages and/or bottlenecks are occurring.
____________ will allow an organisation to monitor the dominant beliefs of organisation members, and so identify problems.
Wentling and Palma-Rivas (1998) in their study argues that ___________ will lead to better work relationships among employees.
This effect refers to the point in the organisation hierarchy at which the proportion of any, or all, of the disadvantage group becomes very small or non-existent.
This effect refers to the problem whereby certain groups find it difficult to gain ant career progression within an organisation.