Product details

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Abstract

This case describes the process whereby ''diversity'' has become an important issue at Hewlett-Packard, Europe. It discusses the organisational structure for managing diversity and the issues that diversity representatives focus on in different European countries. It also raises the question of what an effective organisational structure for managing diversity would be. One objective is to discuss the relevance of diversity (which has become a buzzword in human resource management in the US) to companies in Europe and similarities/differences between diversity management in the US and in Europe. Another objective is to raise the issue of how organisations manage a process of culture change.
Location:
Size:
22,000 (Europe), 100,000 (worldwide)
Other setting(s):
1996

About

Abstract

This case describes the process whereby ''diversity'' has become an important issue at Hewlett-Packard, Europe. It discusses the organisational structure for managing diversity and the issues that diversity representatives focus on in different European countries. It also raises the question of what an effective organisational structure for managing diversity would be. One objective is to discuss the relevance of diversity (which has become a buzzword in human resource management in the US) to companies in Europe and similarities/differences between diversity management in the US and in Europe. Another objective is to raise the issue of how organisations manage a process of culture change.

Settings

Location:
Size:
22,000 (Europe), 100,000 (worldwide)
Other setting(s):
1996

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