Marilyn McDougall

Edging towards managing diversity in practice

Analyses the notion and value of managing diversity to establish its current theoretical positioning and potential organisational significance. Focuses on a recent case study examination of equality at work in a major, national public sector organisation. Affords an insight into an organisational shift towards managing diversity, through the lens of key organisational stakeholders. Within this case, proposes three emergent practical implications of managing diversity which may have resonance for other public sector organisations.

Managing diversity in the hotel sector: the emergence of a service quality opportunity

Interest in managing diversity has grown in recent years. From origins in the USA, and initial interest in the idea and ideals of managing diversity, the focus of current attention in managing diversity tends to be on its organisational implications and benefits. This article discusses the concept of managing diversity in relation to service quality, a critical goal and priority for all hospitality organisations. It examines the practicalities and potential of managing diversity. Reference is made to case study analyses of UK hotel chains which indicates that, in this sector, approaches to managing diversity are reasonably well developed and are closely linked to enhanced service quality.

Equal opportunities versus managing diversity

Highlights the recent growth in the concept of managing diversity as an alternative to equal opportunities, and considers whether the difference between them is simply one of semantics or of material substance. Assesses the nature of these differences and considers their impact on organizations and their relationship to each other. Explores issues through case studies of two comprehensive schools whose structure is typical of many public sector organizations. Presents findings on the conditions and culture in which women’s management careers are successfully progressed in the public sector and the extent to which these reflect equal opportunities or managing diversity approaches to the issue of gender. Concludes by assessing the implications of findings for strategy and policy in the field.

Work – life balance: Exploring the connections between levels of influence in the UK public sector

Over the last few years, the issue of work – life balance (WLB) has been receiving increasing attention in the UK. Public management in the UK has been active in progressing policies and practices in the WLB arena. However, while the growing amount of support and research in the area can contribute to the development of WLB, it has been suggested that there is often a lack of ‘connection’ between the inherent issues on the macro, organizational and individual levels. This article explores connections between macro, organizational and individual levels of WLB policy and practice. It does so through recent research based on seven case studies – five in the public sector and two in the voluntary sector. From the experience of the case organizations, it is evident that the connections between macro, organizational and individual levels are critical.

The missing link? Understanding the relationship between individual and organisational learning

This article recognises that individual learning plays a key role in organisational learning. It identifies that there has been little empirical research to date exploring the interaction between individual and organisational learning. New research is presented from a company engaged in organisational learning, by a case study investigation utilising qualitative and quantitative research methods. The article explores key issues in training and development related to the interaction of individual and organisational learning, and concludes that individual learning is related to organisational learning through a range of factors including positive learning climate, active informal learning by individuals, and effective communication of skills and knowledge.

Changing expectations of career development

Explores the effects of organizational transformation on career development. Through a case study of a large blue chip company in the brewing industry, illustrates that organizational and managers’ expectations of promotion, responsibility for career development and the role of the line manager in career guidance can be substantially mismatched at the current time. Highlights that this can be seriously disadvantageous to individual motivation and organizational effectiveness. Suggests that the principles of social marketing could inform initiatives to change attitudes to careers and to encourage the valuing of lateral career moves. Considers the implications of this for management developers and career management specialists within organizations and suggests a role for government agencies such as the TEC/LEC network in the UK. Concludes that a range of initiatives should be considered to address this important issue.

Learning from learning groups

Quality circles, project teams, autonomous work groups, and self‐managed teams are very much a part of organizational life in today′s competitive and constantly changing work environment. Considers the issues in developing groups as a focus for learning for individuals and the organization as a whole. Reports on a two‐year project evaluating the processes and outcomes of learning groups, and suggests that lessons learned from this project can be applied to help maximize learning and performance in groups in a wide range of organizational contexts. Presents outcomes regarding effective group selection, learning achievements and group processes. Draws conclusions and highlights key issues.

Equality at work in UK public-service and hotel organizations: inclining towards managing diversity?

Despite some progress, the issue of equality at work remains more of an aspiration than achievement for organizations in developed economies across the world. In the UK, the debate on equality at work has been rekindled with a Labour government taking office, in 1997, with a commitment to equality generally and for women specifically. Fuelling the debate is the notion of managing diversity, which has emanated from the USA in recent years. This article seeks to explore the current nature of equality at work in the UK and gauge if managing diversity is in any way manifest in current organizational approaches to equality management. The exploration is rooted in four case-study organizations and is conducted through the lens of key organizational stakeholders. Beyond exposing the contemporary nature of equality at work in the case-study organizations, the empirical work allows the issues involved in the implementation of managing diversity in the UK context to be signalled.

Devolving gender management in the public sector: opportunity or opt‐out?

Explores the implications for gender equality of a decentralized organizational structure in which the key element is devolved responsibility to line managers. Asks whether this is an opportunity to integrate the importance of equality and the valuing of gender differences into organizational cultures or does it represent perfect conditions for opting out of addressing gender issues at work. A public sector organization is used as a case study and proposes a model for devolvement of gender management and suggests strategies ‐ training communication, review of processes.

HRM's contribution to strategic change: measuring impact on the bottom line

This article uses an area of human resource management—evaluation of management training—as a vehicle to explore key issues in contributing to strategic change and impacting on the bottom line through this function. It • Reports the outcomes of a recent research project on current good practice in evaluating management training in 10 companies. • Explores the roles and responsibilities of two key stakeholders: HRM specialists and managers. • Finds that impact on the strategic change process is still not thought about in bottom-line terms and is mostly a qualitative rather than quantitative activity. bull; Identifies that organizational culture, expectations and objectives of managers, and professional expertise and political skills of HR specialists, are important variables which affect the value placed on bottom-line impact. • Makes suggestions on issues for consideration if a measurable impact on the bottom line from HRM is desired.