01 9月 英国论文代写：WSBC的多样性
多元化管理在20世纪80年代兴起的时候，更像是一种可选的方法，但随着商业环境的快速变化和全球化的概念，这方面从一个选择变成了一个强制性的组织战略目标(DiTomasoet al,2007)。WSBC也同样如此。它意识到，在这种情况下，它希望扩大其在全球范围内的现有业务;在这种情况下，它将面临许多竞争压力，以维持和改善其经济表现，这部分可以通过与多样性有关的计划战略来部分解决。这一事实可以归结为一种逻辑:在过去的10年里，劳动力市场的人口统计模式发生了重大变化，同样，全球化也成为了一种日益增长的趋势。最后，工作组织和它的生产和竞争方面也在进行转型。在这种情况下，多样性管理在处理这些变化方面起着关键作用(Kosseket al,2006)。
Diversity as a concept includes aspects such as acceptance and respect for the individual working in an organisation. Diversity in the workforce mainly refers to various types of differences among the people present in an organisation like WSBC. Concept of diversity, even though appears to be a straightforward one, but it includes variety of factors such as race, gender, age, education background, personality etc. Considering the fact that there are several aspects related to diversity, it becomes critical to have a strategy to manage the diversity in the organisation (Cox, 2001). Any type of ad-hoc approach cannot handle such complex part.
Diversity management was more of an optional approach when it originated in 1980s, however with rapid changing business environment and concept of globalisation has transformed this aspect from being an optional to becoming a mandatory aspect of organisation’s strategic goals (DiTomasoet al, 2007). Similar is the case with WSBC as well. It realises the fact that in a situation where it wants to expand its existing operations at a global scale; in that situation it will face numerous competitive pressure for sustaining and improving its economic performance, which can be partially handled by having a planned strategy related to diversity. This fact can be attributed the logic that, over last one decade there has been major changes taking place in the patterns of demographics related to labour market, similarly, globalisation has also been an increasing trend. Lastly, work organisations along with its production and competition aspects are also going through transformation. In such situation, diversity management plays a critical role in handling these changes (Kosseket al, 2006).