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Utilises findings that relate to Chinese negotiation skills that can be used primarily as a guide for female Western negotiators wishing to do business with the Chinese. Evidence comes from observations and group discussions conducted with 31 female Chinese managers. Results show that there is a lot to consider when negotiating with the Chinese. The eight key characteristics which form an endemic part of Chinese culture are face, trust, friendship, ambiguity, patience, Guanxi networks, status, and Chinese protocols. Examines the gender impact of these characteristics on the negotiation process and assesses the ensuing implications for Western negotiators. Evidence suggests that first six characteristics are gender neutral while the latter two are gender biased. The women enrolled on the management programmes provided a “birds‐eye‐view” into the interactive behaviour and social upbringing of Chinese women, thus giving an insight into Chinese culture and customs. However, it is imperative to acknowledge that being a successful Chinese negotiator requires an “open minded” approach and heightened awareness of cultural differences.

Aims to disseminate the findings of an investigation into the perception of women as managers and the obstacles that they face in the workplace. Identifies the issues and problems faced by women from “multinational corporations” and the impact of operating across national boundaries. The three key issues are age, gender, and family responsibility. Reports on evidence found from conducting “personal interviews” and “focus group” discussions, showing that the ensuing implications have had a significant impact on women in the workplace. Argues that little has changed in terms of employers’ perception of working women so far. The study was supported from funds provided via the European Union under the European Social Fund Scheme.

Discusses the findings of a recent study into the development of women managers, in the field of information technology (IT). Addresses the key question as to why few women are entering IT. Provides an insight into the perception of women working in IT, and their role in this “fast‐growing” technological area. Identifies four obstacles – gender stereotypes and attitudes, family responsibility, working time constraints, and lack of confidence – that have had a restrictive impact on the careers of female managers employed in this field. Albeit each of these obstacles has an overlap of common characteristics, it was decided that it would be better to explore each in individual context for the purpose of clarity. Also evaluates evidence taken from “personal interviews” carried out with 46 female delegates enrolled on a specialised IT training course, and 17 female managers from various companies. Uses structured questionnaire to elicit and record this data.

Highlights the need to be mindful of the global implications of migration and the ecology of diversity in our economy and organizations. Argues that support and programs for diversity are essential to a sustainable economy and the life chances of all our citizens.

Explores diversity from a theoretical perspective and then provides details of one person’s struggle to gain acceptance in an alien culture.

Draws attention to the complexities and complications born of globalization and the challenge these pose for multi-national organizations. Advances the view that these complexities also relate to the émigrés who bought with them their different ways of thinking, behaving and speaking that were alien to the indigenous community, and for many still remain an enigma.

Highlights the need to develop an organization and leadership culture where every manager is an HR manager, assuming shared responsibility for promoting and developing diversity in the organization.

Shows how difficult can be the struggle to gain acceptance for a person newly arriving in a foreign country.

Combines an academic view of immigration and diversity with one person’s experiences.

Highlights some of the things that can be done to ensure that organizations embed diversity and inclusion.

Considers the need for effective engagement, the importance of performance indicators for diversity and inclusion and the key role of sharing stories. Discusses, too, how critical race theory could help to bring about improvements.

Advances the view that a transformational process that supports employees with the knowledge and sustainable skills needed to improve business performance via ethical means will form a significant part of future-proofing organizations.

Argues that, to achieve this organizations have to drive home the message that diversity and inclusion are everyone’s business.

Advances the view that a unified approach to diversity and inclusion, which is embedded in the business ethics of the organization, can have a sustainable positive impact on the health and well-being of individuals, business and society.

Considers diversity and inclusion from diverse perspectives and draws conclusions that can help organizations to perform better in these areas.

Points up the importance of developing people in organizations to enhance diversity.

Draws on two presentations to a conference on diversity at Middlesex University, London.

Highlights the role mentoring can play, first to achieve access to graduate-employment opportunities in the public sector and secondly to enable people to work together effectively and harmoniously in teams with greater respect through awareness and appreciation of difference.

Describes the public-sector diversity-mentoring scheme, the primary goal was to widen the pool of applicants to graduate-employment opportunities in the sector from ethnic minorities and working-class backgrounds.

Explains that, while respect is a common value shared by all, in one culture it may be experienced differently from in another and for teams to work harmoniously all members need to feel respected.

Shows how diversity is the key to better relationships and the flourishing of human potential.

Interviews two black minority ethnic (BME) male youths who were raised in high knife and gun-crime areas of London.

Considers whether feral youth behavior might have something to do with British youths’ need for respect.

Quotes one of the youths as saying it is disrespectful to enter their territory without permission.

Quotes the other as saying that BME male youths do not get respect from the British police, the politicians or the society and so do not have a voice.

Considers that society might therefore benefit from changing its attitude to BME youth.

Contains the views of two BME young people who were prepared to be named in an interview that would provide them with the opportunity to air their views without criticism.

Presents the findings of a survey by means of structured questionnaire, interviews and discussions with students on the Returners into Enterprise programme at Middlesex University. Attempts to discover the key issues relevant to women at work, particularly in management. Considers areas such as pay, gender disparity, age and family responsibilities before considering ways to over come these obstacles.

Moving from a focus on a single aspect of diversity to multiple-diversity characteristics, the purpose of this paper is to develop and empirically test a model that examines whether self-efficacy (SE) and protean career (PC) measures relate to intention to stay (ITS), as a possible mediation of job satisfaction (JS). The authors then explored whether perceived discrimination – on single and multiple grounds – modify these relationships.

A survey of 316 US managers, of which 95 reported perceived discrimination: 51 perceived discrimination on a single ground and a further 44 on multiple grounds.

SE and PC are associated with increased ITS where there is higher JS. Furthermore, multiple discrimination results in more negative outcomes compared to a single source of perceived discrimination.

Employees with multiple diversities might be more prone to feelings of discrimination, which in an organizational context that lacks diversity awareness can generate negative implications on performance, esteem, working relationships, and ultimately ITS.

The research provides valuable insights into the issue of diversity and discrimination relating to more than one single source of diversity.

This explorative paper is based on the professional career of Councillor Gill Sargeant who completed her term of office as Mayor of the London Borough of Barnet, in May 2001. This paper chronicles the life of a twenty‐first century woman living and working in a “digitally” lead age, faced with the challenges of a traditional business environment. The paper also identifies the impact of key “drivers” and “barriers” to the development of women's careers such as, childcare responsibilities, technology, gender stereotypes and family friendly policies, as faced by a modern day Mayor.