E-Book, Englisch, 393 Seiten, eBook
ISBN: 978-3-531-90891-5
Verlag: VS Verlag für Sozialwissenschaften
Format: PDF
Kopierschutz: Wasserzeichen (»Systemvoraussetzungen)
Dr. Björn A. Peters completed his Ph. D. studies at the Institute for Co-operation in Developing Countries at the University of Marburg in co-operation with the MRC-GTZ Cooperation Programme in Cambodia, Lao PDR, Thailand, and Vietnam. Currently, Dr. Peters is an assistant to senior management in an international insurance company.
Zielgruppe
Research
Autoren/Hrsg.
Weitere Infos & Material
1;Preface;6
2;Table of Contents;7
3;Overview of Tables and Figures;13
4;1 Introduction;17
4.1;1.1 Problem Formulation;17
4.2;1.2 Study objective;19
4.3;1.3 Organisation of this study;21
5;2 Diversity Management in Intergovernmental Organisations;23
5.1;2.1 Diversity as an integral part of organisational and social life;23
5.2;2.2 Diversity and Intergovernmental Organisations (IGO);24
5.3;2.3 Diversity and the Mekong River Commission in the Lower Mekong Basin;41
6;3 Programmatic Orientation: Personnel Policy as the Embracing Framework;45
6.1;3.1 Programmatic orientations: An overview;47
6.2;3.2 Personnel policy;50
6.3;3.3 Implications of the political perspective and criticism;61
7;4 Diversity and Managing Diversity: Theory and State of the Art;63
7.1;4.1 Complexity of perceptions of diversity and Managing Diversity;63
7.2;4.2 Definition of diversity;64
7.3;4.3 Definition of Managing Diversity (MD);76
7.4;4.4 Changing organisational culture: from mono-cultural to multicultural organisations;85
7.5;4.5 Managing Diversity Strategies;104
7.6;4.6 (Economic) Relevance of Managing Diversity;115
7.7;4.7 Concluding remarks;155
8;5 Research process and empirical proceedings;157
8.1;5.1 Selected approaches of organisational and social research and paradigmatic research debate;157
8.2;5.2 Methods of empirical organisational and social research;161
8.3;5.3 Summary;190
9;6 Diversity and Managing Diversity in an Intergovernmental Organisation: The Mekong River Commission Case Study;193
9.1;6.1 The Mekong River Commission – An Overview;193
9.2;6.2 Personnel Policy in the Mekong River Commission;198
9.3;6.3 Diversity in the Mekong River Commission;214
9.4;6.4 Managing Diversity in the Mekong River Commission;273
9.5;6.5 MRC and Managing Diversity: An Outlook;306
10;7 Diversity and Managing Diversity: Implications for Intergovernmental Organisations;309
10.1;7.1 Special Features of diversity and Managing Diversity in IGOs;310
10.2;7.2 Economic relevance of Managing Diversity for Intergovernmental Organisations: An Adaptation Approach;329
11;8 Résumé and Conclusions;345
11.1;8.1 Theoretical and Empirical Insights;345
11.2;8.2 Diversity and Managing Diversity in the Mekong River Commission;346
11.3;8.3 Diversity and Managing Diversity in Intergovernmental Organisations;348
11.4;8.4 Final Conclusions and Outlook;351
12;References;353
13;Annex;391
13.1;A1: Important governmental, legal and MRC documents;392
13.2;A2: List of interviewees;395
13.3;A3: Questionnaire;398
13.4;A4: Map of the Mekong River Basin;408
Diversity Management in Intergovernmental Organisations.- Programmatic Orientation: Personnel Policy as the Embracing Framework.- Diversity and Managing Diversity: Theory and State of the Art.- Research process and empirical proceedings.- Diversity and Managing Diversity in an Intergovernmental Organisation: The Mekong River Commission Case Study.- Diversity and Managing Diversity: Implications for Intergovernmental Organisations.- Résumé and Conclusions.
3.2.2.1 Actors (p. 53)
Krell (1996) notes that ….an analysis of organisations as interest-pluralistic social structures at first leads to an extension of the circle of actors of organisational personnel policy. Even in more recent publications solely executives and management are viewed as actors respectively subjects of personnel management. Von Eckardstein &, Schnellinger (1978) label it the monistic approach. In contrast to the monistic approach they create the pluralistic approach which also views the worker’s representation bodies as actors respectively subjects of corporate personnel policy. Wächter (1990) adds further institutions and persons such as an equal opportunity commissioner as subjects. Furthermore, all personnel are considered not only object but also subject of corporate personnel policy as they influence corporate personnel policy through their representation bodies and other formal and non-formal ways of interest pursuit.
Every position in organisations (including executives) is both subject as well as object of a large number of influence lines that basically go in every direction: You influence and you are being influenced (by) superiors, colleagues, subordinates, staffs, externals and so on. The generally implicit presumption of an executive’s influence monopoly in a direct chain of command is not existent anymore. This view is ultimately essential for a political perspective on organisations and personnel policy and is an important aspect for understanding and working with diversity and Managing Diversity. Von Eckardstein and Schnellinger (1979), Freeman (1984), Donaldson and Preston (1995), and Campbell (1997) point out that external stakeholders also influence personnel policy.
Thus, when identifying possible actors and interests, external stakeholders cannot be neglected. In the present context of IGOs, this aspect is of particular relevance, taking into consideration that certain external stakeholders can directly influence personnel policy by assigning or delegating personnel or applying other means of exertion of power e.g. of financial or political nature. Freeman defines stakeholders as any group or individual who can affect or is affected by the actions, decisions, policies, practices or goals of the organization. A basic premise of the stakeholder concept is that effective corporate management involves achieving and maintaining a balance between the interests of multiple parties that have stake in the organisations objectives. Managing Diversity, which has similar premises and goals, may make a contribution to achieving that balance.
Stakeholders are groups …that have more or less specific expectations or claims to an organisation based on a societal concern, and that try to exert influence on the organisation’s objectives or the means of achievement of objectives either themselves or through third parties.
Furthermore, stakeholders are classified into categories that provide an understanding of how individual stakeholders influence an organisation’s operations. There is debate about the number of categories that should be considered. Some authors argue for eight or ten classes of stakeholders, while others suggest potentially an infinite number of classes. Campbell (1997) distinguishes between active and passive stakeholders. Active stakeholders are those who can affect the performance of the organisation and whose demands are insatiable. The passive stakeholders are all the other stakeholders. They have less active power on the organisation, because they don’t have daily transactions with the organisation.
