Suchergebnisse

Der Verfasser zeigt, dass die nutzbringende Qualität der Netzwerke vor allem auch für jene zahlreichen Zusammenschlüsse und Aktionsgruppen gilt, die als Non Governmental Organizations oder Nichtregierungsorganisationen bezeichnet werden. Nicht selten sind sie national und international organisiert, nämlich national verankert, aber überwiegend international tätig. Kulturelle Netzwerke haben ihren Ursprung und ihr Wirkungsfeld im internationalen Umfeld. Sie sind auch eine Antwort darauf, dass die nationalen Regierungen Europas, auch die der Bundesrepublik Deutschland, sich bisher im Zuge ihrer Europapolitik nicht auf eine gemeinsame Kulturpolitik verständigen konnten. Anhand eines Fallbeispiels, der Gründung vom kulturellen Netzwerk Res Artis, wird gezeigt, dass diese Gründung einem dringenden Wunsch nach Kommunikation, Austausch und Zusammenarbeit zunächst einiger europäischer Kollegen gefolgt ist. Es wird argumentiert, dass der Modus der Finanzierung dieser zentralen gesellschaftlichen Aufgabe durch privates Engagement auf die Dauer untragbar ist. Der Autor betont, dass als Vorstufe oder Modell einer künftigen europäischen Kulturarbeit und -politik dezentraler Autoritäten, dynamischer Beziehungen zwischen wechselnden Partnern und eines grenzüberschreitenden Dialogs Networks und Networking zunehmende öffentliche Aufmerksamkeit finden.(ICG2)

EEO and the management of diversity Volume 8 Number 5 of the Journal of Organizational Change Management contains an article by Maria Humphries and Shayne Grice entitled "Equal employment opportunity and the management of diversity: a global discourse of assimilation?"

Women in Management Review Volume 9 No. 1 of this journal contains five articles of interest. In the first, entitled "Power, Sex and Systems", Virginia E. Schein examines the power‐related properties of professional and organisational systems and considers their influence on reactions to sexual harassment. It is argued that, when the socio‐cultural power model of male dominance operates within pluralistic/political professional and organisational systems, these systems can become breeding‐grounds for sexual harassment behaviours that are tolerated rather than told on. A contrast between careers within systems and less system bound jobs illustrates the influence of context on decisions to tell or tolerate.

Volume 64 Part 4 of the Journal of Occupational Psychology includes an article by Hazel M. Rosin and Karen Korabik entitled "Workplace variables, affective responses, and intention to leave among women managers".

Affirming Diversity R.R. Thomas in Vol. 68 No. 2 of Harvard Business Review, in an article entitled From affirmative action to affirming diversity', argues that affirmative action in the recruitment of women and minorities is based on premises no longer appropriate. White males are no longer dominant at every level of the corporation (statistically, they are merely the largest of many minorities), while decades of attack have noticeably weakened racial and gender prejudices. At the intake level, affirmative action sets the stage for a workplace that is gender‐, culture‐, and colour‐blind. But minorities and women tend to stagnate, plateau, or quit when they fail to move up the corporate ladder, and everyone's dashed hopes lead to corporate frustration, usually followed by a crisis and more recruitment. The traditional American approach to diversity has been assimilation and the author suggests that this is no longer valid. Companies are faced with the task of managing unassimilated diversity and getting from it the same commitment, quality, and profit they once got from a homogeneous workforce. To reach this goal, organisations need to work not merely toward culture and colour‐ blindness but also towards an openly multicultural workplace that taps the full potential of every employee without artificial programmes, standards, or barriers. The author gives his own ten guidelines for learning to manage diversity by learning to understand and modify the company's culture, vision, assumptions, models, and systems.

Equal Opportunities at Wellcome The October issue of Personnel Management contains an article entitled " When line managers welcome equal opportunities".

ILO: Women's Participation in Trade Unions. This is the theme of a special issue of Women At Work namely that of the role of trade unions and the ILO in promoting the equal participation of women in economic, political and social life. It presents complementary information to that provided in the previous issue in which trade union and ILO responses, in terms of policies and programmes, to the situation of women workers were identified both nationally and internationally. This issue reflects on the actions being taken to organise women workers and to improve their participation at all levels of trade union activities and structures. A selection has been made of various initiatives by trade unions, nationally and internationally, and ILO technical projects in different regions are described and analysed. In this regard extracts from the ILO 1988 Survey on the Implementation of Convention No. 111 on Discrimination in Employment and Documentation are included. Requirements for trade union action to promote equality are reflected in the various ILO Conventions as well as in a number of ILO resolutions covering specific industrial sectors and geographical regions.

Assessing Equal Opportunities Policies. This is the title of an article by Sonia Lift in Volume 18, Number 1 of Personnel Review in which the strengths and weaknesses of equal opportunity codes are discussed, in the light of the recently issued Equal Opportunities Code of the Institute of Personnel Management.

Employment Characteristics of Older Women. This is the title of an article by Diane E. Herz in the September 1988 issue of Monthly Labor Review. It examines the employment characteristics of older women in America in 1987.