Diversity Management
Management School 2012
Individual assignment for ULMS 794
29th April 2013
Content
Introduction 4
M&S 's background 4
M&S 's marketing concepts 5
M&S 's Diversity policy 5
Conclusions and recommendations 7
References 8
Appendices 8
The analysis of M&S’s Diversity policy
Introduction
This report gives a general introduction to M&S’s (Marks & Spencer) Diversity policy, dealing with different aspects in reality and ideally. With ample examples and illustrations comprising many specific points, I demonstrate my own argument on the outstanding features of M&S’s Diversity policy along with its inefficiencies.
The main body is divided into four parts: the first part introduces the background of M&S, together with some examples analyzing how M&S could successfully be accepted by the British people in such a short time, including the return policy, only selling British-made goods policy, etc. And then, some common classifications of M&S’s marketing concepts are discussed, including its mission statement, version and values. Thirdly, even though M&S’s Diversity policy seems to be satisfying enough, from my point of view, there are kinds of inadequacies remaining in it. For example, uncovered ratio of males and females, the unequal percentage of the top managers’ gender, etc. In the coming part, the conclusions and the resolutions of these inadequacies in M&S’s Diversity policy are discussed, which are completely based on my own understanding.
“The basic concept of Managing Diversity accepts that the workforce consists of a diverse population of people consisting of visible and non-visible differences including factors such as sex, age, background, race, disability, personality and work style and is founded on the premise that harnessing these differences will create a productive environment in which everyone feels valued, and where all talents are fully utilised and in which organisational goals are
Individual assignment for ULMS 794
29th April 2013
Content
Introduction 4
M&S 's background 4
M&S 's marketing concepts 5
M&S 's Diversity policy 5
Conclusions and recommendations 7
References 8
Appendices 8
The analysis of M&S’s Diversity policy
Introduction
This report gives a general introduction to M&S’s (Marks & Spencer) Diversity policy, dealing with different aspects in reality and ideally. With ample examples and illustrations comprising many specific points, I demonstrate my own argument on the outstanding features of M&S’s Diversity policy along with its inefficiencies.
The main body is divided into four parts: the first part introduces the background of M&S, together with some examples analyzing how M&S could successfully be accepted by the British people in such a short time, including the return policy, only selling British-made goods policy, etc. And then, some common classifications of M&S’s marketing concepts are discussed, including its mission statement, version and values. Thirdly, even though M&S’s Diversity policy seems to be satisfying enough, from my point of view, there are kinds of inadequacies remaining in it. For example, uncovered ratio of males and females, the unequal percentage of the top managers’ gender, etc. In the coming part, the conclusions and the resolutions of these inadequacies in M&S’s Diversity policy are discussed, which are completely based on my own understanding.
“The basic concept of Managing Diversity accepts that the workforce consists of a diverse population of people consisting of visible and non-visible differences including factors such as sex, age, background, race, disability, personality and work style and is founded on the premise that harnessing these differences will create a productive environment in which everyone feels valued, and where all talents are fully utilised and in which organisational goals are
References: Author unknown. (2011). Store Finder. Available: http://www.marksandspencer.com/gp/store-locator. Last accessed 25th April 2013. Maxwell,G,A. (2004). 2. Managing Diversity at BBC Scotland. Employee Relations. 26 (2), 182-202. Kandola and Fullerton (1998). Diversity in action: Managing the mosaic. 2nd ed. London: British Library Cataloguing in Publication Data. 2-56. Chislett, Helen. (2009). Marks in Time: 125 Years of Marks & Spencer. Weidenfeld and Nicolson. 7(3), 12-33 Author unknown C.Herring. (2009). 3. Does Diversity Pay - Race, Gender and the Business Case for Diversity. American Sociological Association. 74 (2), 208-224. M&S. (2013). Section managers. Available: http://corporate.marksandspencer.com/mscareers/opportunities/store_roles/section_managers. Last accessed 29th April 2013. Author unknown. (2013). Training and development for cultural diversity. Available: http://businesscasestudies.co.uk/marks-and-spencer/training-and-development-for-cultural-diversity/the-problem.html#axzz2RluRcdoc. Last accessed 29th April 2013. Bergen,C,W. Soper,B & Foster, T. (2002). 3. Unintended Negative Effects of Diversity Management. Public Personal Management. 31 (2), 239-251.