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The changing practice was to practice cultural understanding for neurodiversity as a social difference or personal identity. [5] In this framing, neuroatypical conditions could be recognized as another form of diversity comparable to gender, sexual orientation, or race. [5]
The neurodiversity paradigm is a framework for understanding human brain function that considers the diversity within sensory processing, motor abilities, social comfort, cognition, and focus as neurobiological differences. This diversity falls on a spectrum of neurocognitive differences. [1]
Stephenson, Jacqueline H. et al eds. Diversity, Equality, and Inclusion in Caribbean Organisations and Society: An Exploration of Work, Employment, Education, and the Law (Springer International, 2020) Tatli, Ahu. "A multiâlayered exploration of the diversity management field: diversity discourses, practices and practitioners in the UK."
As stated in the text Neurodiversity for Dummies, "Asasumasu's work set the stage for a broader understanding and acceptance of neurological differences", which "continue[s] to be shared, shaped and formed by all sorts of people who recogniz[e] that our world should be accepting, inclusive, and accommodating of people regardless of their ...
That is, with a diverse workforce, management may have to work harder to reach the same level of productivity as with a less diverse workforce. Another challenge faced by organizations striving to foster a more diverse workforce is the management of a diverse population. Managing diversity is more than simply acknowledging differences in people ...
[12] [13] A 2013 study found that the presence of a diversity program in a workplace made high-status subjects less likely to take discrimination complaints seriously. [ 14 ] [ 15 ] Alexandra Kalev and Frank Dobbin conducted a comprehensive review of cultural diversity training conducted in 830 midsize to large U.S. workplaces over a thirty one ...
Successful ERGs will combine business and employee goals to provide maximum benefit. Some general common practices of these include: providing cultural support and diversity insight in company products, missions, or methods; developing products and branding for diverse target markets; and building company reputation through active community involvement.
Diversity management enabled satisfaction with leaders, work environment and job tasks, but also enhanced feelings of respect, fair treatment, and inclusion, despite outward differences. In turn, this encouraged OCB activity such as inter-colleague assistance, working to high standard, organisational affiliation, and conflict resolution.