Arranged around the themes of theorizing and policy-making, race, ethnicity and religion, gender, and class, inequality and welfare, this book addresses the question of whether the European Union tends towards diversification or standardization. It engages with issues of identity, citizenship and social justice, changes throughout the life course, social movements, the reconciliation of work and life, the increasing diversity of cultural values, and integration and immigration, whilst also examining questions of social inclusion and exclusion. Presenting a general theoretical framework for the simultaneous analysis of standardization and diversification processes, alongside detailed case studies at EU and national levels, Diversity, Standardization and Social Transformation explores the interactions between national, European and regional regulatory spaces.

Arranged around the themes of theorizing and policy-making, race, ethnicity and religion, gender, and class, inequality and welfare, this book addresses the question of whether the European Union tends towards diversification or standardization. It engages with issues of identity, citizenship and social justice, changes throughout the life course, social movements, the reconciliation of work and life, the increasing diversity of cultural values, and integration and immigration, whilst also examining questions of social inclusion and exclusion. Presenting a general theoretical framework for the simultaneous analysis of standardization and diversification processes, alongside detailed case studies at EU and national levels, Diversity, Standardization and Social Transformation explores the interactions between national, European and regional regulatory spaces.

Postwar employment standards are being undermined and 'non-standard' employment is becoming more common. While scholars have pointed to negative consequences of this development, this volume also discusses the evidence for a new and socially inclusive European employment standard.

This volume examines developmentality and the archeology of its social practices, unfolding systemic failures that muffle progress. Economic, climate, and social justice are the areas of focus for this analysis of human-social development in the fog of ideological-institutional meltdowns.

This book brings together an interdisciplinary group of academic researchers in order to examine how and to what extent the challenge of language revitalisation should be reassessed and reconceptualised to take account of our fast-changing social context. The period of four decades between 1980 and 2020 that straddled the end of the twentieth century and the beginning of the twenty-first is widely regarded as one that witnessed a series of fundamental social, economic and political transformations. Many societies have become increasingly individualistic, mobile and diverse in terms of ethnicity and identity; their economies have become increasingly interconnected; and their governance structures have become increasingly complex, incorporating a growing number of different levels and actors. In addition, rapid advancements with regard to automated, digital and communication technology have had a far-reaching impact on how people interact with each other and participate in society. The chapters in this book aim to advance an agenda of key questions that should concern those working in the field of language revitalisation over the coming years, and the volume will be of interest to students, scholars and policy-makers in related areas including sociolinguistics, education, sociology, geography, political science, law, economics, Celtic studies, and communication technology.

Globalization is transforming the very nature of our business relationships, decision-making processes, and interactions, making world-class diversity management more needed than ever before. But until now, the field of diversity had no established standard for evaluating best practices, or even agreement on fundamental philosophies, principles, and concepts. In this pioneering book, the world's leading diversity authority proposes a framework that will facilitate the development of a truly world-class standard for diversity management. R. Roosevelt Thomas begins by laying out his Four Quadrant model, which encompasses all core diversity strategies: managing workforce demographic representation, managing demographic relationships, managing diverse talent, and managing all strategic diversity mixtures. He analyzes the goals, motives, approaches, accomplishments, and challenges associated with each quadrant, as well as the paradigm or mindset that lies behind each quadrant's express purpose. Having laid out this broad range of strategies, Thomas shows how to realize them through the Strategic Diversity Management Process™, by far the most effective method for implementation. A detailed case study of CEO Jeff Kilt—a fictional composite of the many executives Thomas has worked with—effectively illustrates the complexities encountered when working with each of the Four Quadrant strategies in the real world. This book offers a comprehensive blueprint that will enable leaders to address any diversity issue (not just race or gender) in any setting, anywhere in the world. Most important, it proves that a world-class standard of diversity management is indeed a possible and achievable goal.

Copublished with the American Society of Association Executives (ASAE)Advances the field by providing a unified framework and terminology and spelling out exactly what needs to be done to build world-class diversity management capabilityIdentifies optimal implementation approaches that can be used anywhere, anytime With demographic shifts and globalization transforming the nature of relationships, interactions, and decision making, excellence in diversity management is more important than ever. However, the field of diversity has no established standard for evaluating what constitutes best practices, nor has there been any agreement on what the most fundamental philosophies, principles, and concepts are - until now. In this pioneering book R. Roosevelt Thomas, one of our most distinguished diversity theorists and practitioners, proposes a framework that will enable the development of a truly world-class diversity management capability. It was the development of such standards in manufacturing that enabled companies to strategically pursue excellence in this area.A world-class approach to diversity management must be applicable anywhere in the world, be able to address any possible issue, facilitate comparison of different concepts and practices, and focus on the entire field of diversity rather than specific dimensions such as race or gender. These requirements are amply met by Thomas's Four Quadrant model and his Strategic Diversity Management Process.Thomas first analyzes each of four quadrants - managing workforce demographic representation, managing demographic relationships, managing diverse talent, and managing strategic mixtures - exploring the goals, motives, approaches, accomplishments, and challenges associated with each. And he reveals the unrecognized paradigm or mind-set that lies behind each quadrant's express purpose

This publication brings together current research on human development and cultural diversity. It explores issues of diversity in education.

Constant, continuing, and cataclysmic change is causing a major crisis within business organizations today. Faced with constantly advancing technology, unpredictable market shifts, intense global competition, and an increasingly independent ''free agent'' workforce, the only way for an organization to adapt and succeed is to build a ''culture of inclusion'' that nurtures and draws on the talents of a diverse workforce. Easy to say but hard to do; most organizations are mired in industrial revolution, static-world business models administered by monocultural, bordering-on-oppressive, ''command and control'' hierarchies. Organizations at risk include Fortune 500 giants, entrepreneurial start-ups, manufacturing and retail operations, government agencies, not-for-profits, educational institutions, and others. Most organizational change efforts-whether labeled as diversity efforts, re-engineering, right-sizing, or total-quality-management-are a waste of time, money, and human effort. Most produce more cynicism than results, and they can poison the waters for future change efforts. The Inclusion Breakthrough cuts a path through this potential minefield, offering a proven methodology for strategic organizational change, including models for diagnosing, planning, and implementing inclusion-focused, culture-change strategies tailored to each organization's individual needs. It also describes the key competencies for leading and sustaining a culture of inclusion. Offering real-world results of ''before and after'' surveys, including anecdotal and statistical reports of organizational change achieved using the methodologies described, The Inclusion Breakthrough presents an overview of current workplace conditions, attitudes, and policies based on interviews, surveys, and focus groups encompassing thousands of people in major organizations. The Inclusion Breakthrough demonstrates why the bottom line must be the central focus of any change strategy-and more importantly, how to carry that strategy out successfully.