Analysis of Construction Implementation Time and Cost Scheduling by Adjusting Budget Changes Due to the Covid-19 Pandemic (Case Study on the Randugunting Dam Construction Project)

The Randugunting Dam, located in Blora Regency, is planned to have a capacity of 10.40 million m and is expected to irrigate an area of 630 Ha, providing a raw water supply of 0.15 m/second. The construction activity of the Randugunting Dam is one of the construction works that has been affected by the Covid-19 pandemic, namely cash flow is hampered. Therefore we need an analysis of cash flow management scenarios and determining strategies for handling the impact of the pandemic on implementation. The data used in this study is the result of interviews with the project implementation team for the Randugunting Dam construction, and data on the project cost budget. Cash flow management analysis is carried out by applying 3 scenarios, namely: scenario 1 (fixed time), scenario 2 (slowed down time), and scenario 3 (accelerated time). The analysis was carried out with the help of the Microsoft Project 2010. The determination of the handling strategy in this study used the DSS (Decision Support System) method, and the SWOT (Strength, Weakness, Opportunity, and Threat). The results of the study chose scenario 3, which is to speed up the time of 6 months. Acceleration is done by increasing the working time. The annual cost required is higher than scenario 1 (fixed time) and 2 (delayed time by 7 months), but the building is completed faster and can be used immediately. The strategy generated by SWOT analysis is Diversity Strategy and produces 8 (eight) strategies. Diversity Strategy is a strategy by maximizing internal strength factors (S), namely increasing the internal capabilities of project implementers and avoiding external threat factors (T), especially related to the Covid-19 pandemic.

Organizational culture and cultural diversity: an explorative study of international skilled migrants in Swedish firms

PurposeThis paper empirically explores the types and extent of cultural diversity strategies in Sweden, a developed economy with many migrant workers. The role of organizational culture as the context and the association with diversity strategy and the selection of international skilled migrant workers are examined.Design/methodology/approachEmpirical data are collected by surveying 249 Swedish large or medium-sized firms. Cluster analysis is used to explore the configuration of organizational culture, cultural diversity strategy (CDS) and selection and development criteria.FindingsThe authors identify five clusters of organizations. Organizational culture is the main contextual factor that influences the CDS and human resource (HR) approaches for selecting skilled migrant workers. The profile of the clusters including organizational culture, diversity strategies, the selection criteria and firm demographics is presented. The empirical results indicate that organizational culture and demographics are associated with the choice of diversity strategy and, consequently, HR processes.Originality/valueThis study's main focus is on international skilled migrants, which is among empirically less-studied areas in global mobility literature. Furthermore, until now more attention has been directed toward studying the consequences of diversity than toward understanding the factors that influence choice of diversity strategies and practices. This study focuses on antecedents of diversity and attempts to understand the factors that influence adoption and implementation of different cultural diversity strategies.

VALUE CREATION THROUGH APPRECIATION? AN EXPLORATION OF THE PERCEPTION OF DIVERSITY MANAGEMENT IN A TRANSNATIONAL AVIATION GROUP

In view of certain socio-cultural and economic meta-processes, workforce diversity or diversity management become an increasingly important entrepreneurial success factor. Yet, the scholarly examination of diversity in the tourism and hospitality sector is still in its infancy, a fact that applies to qualitative studies in particular. This paper addresses the perception of diversity and diversity management within one of the world’s leading aviation corporations, the Lufthansa Group. Following the methodological principles of qualitative social research, this study reports the results of a survey of Lufthansa flight attendants, a stakeholder group that interacts like no other in the area of overlap between the corporation and its customers. Specifically, the survey focuses on Lufthansa’s diversity strategy – based on the principle of ‘value creation through appreciation’ – and how it is perceived by representatives of the cabin crew, in an attempt to identify potential conflicts and prejudices that may arise in the face of employee heterogeneity.

Rebuilding a Stronger Business in the Uncertain Post-COVID-19 Future

The coronavirus pandemic has predetermined the great priority of protecting public health. The states urgently introduced a regime of economic and social lockdowns to stop the infection. As a result, the activities of firms were suspended or blocked, which caused enormous negative economic and social consequences both for business and for the national societies. The subsequent societal and economic crises predetermined the marginal state of the capital-centric system, which led to the destruction of its structural ties. In the uncertain future, chief executive officers should be prepared to rebuild their businesses. It will be possible if companies take advantage of the opportunities of the 4th technological revolution and rely on the inclusion and diversity strategy to socialize talented people into their organizations. Today, questions remain open, related to both the preparation of future talents and their adequate socialization. The advanced firms will play a leading role in solving these problems to become successful.

PERCEPTIONS AND ATTITUDES OF AIRLINE EMPLOYEES TOWARDS DIVERSITY. A QUANTITATIVE ANALYSIS

As the world tourism market is continuously changing, travel by air is considered the most widespread mode of mass international tourism. Considering new ways of management that airlines need to adopt in order to have a well trained and qualified management team, this survey explored the attributes of airline employees and their interactions with diverse customers, and identified the sufficient role of employees’ training and the advantages of diversity management. Simple random sampling method was applied to gather 309 airline employees’ questionnaires on their attitudes towards diversity. Descriptive and inductive analyses were used in order to present the obtained data. Principal Component Analysis was conducted to predefine three factors. Pearson correlation coefficient was applied to present the direction of the relationship between extracted factors and employee’s occupational status. Authors’ findings emphasise that airline employees seek a workplace with a friendly atmosphere that respects the diversity of employees and customers and they in their turn support airlines to operate over the comfort zone in order to achieve organisation’s goals and customers’ satisfaction. As the world keeps advancing, planning a diversity strategy should be the first step any modern-day organisation should explore prior to embarking anything related to a diverse workplace.

A way forward? The impact of interculturalism on intergroup relations in culturally diverse nations

Various diversity ideologies including assimilation, colorblindness, and multiculturalism have been promoted with mixed results about their costs and benefits. In the current research, we consider the impact of a new diversity ideology, interculturalism, discussed and debated by political philosophers and policy-makers as the “way forward.” Across three experiments ( N = 1230) in two ethnically diverse nations, we examined the causal impact of promoting interculturalism on intergroup relations. Data revealed that interculturalism reduced outgroup prejudice, increased willingness to engage in intergroup contact, improved implicit attitudes, and increased behavioral trust and cooperation relative to controls. Reductions in essentialist beliefs partially mediated the impact of interculturalism, highlighting one psychological mechanism underlying the benefits of interculturalism. However, interculturalism was found to be no better than multiculturalism in its impact on intergroup relations in two of three experiments. Collectively, these studies suggest that interculturalism may be a promising new diversity strategy for improving intergroup relations.

Value creation through appreciation? An exploration of the perception of diversity management in a transnational aviation group

In view of certain socio-cultural and economic meta-processes, workforce diversity or diversity management become an increasingly important entrepreneurial success factor. Yet, the scholarly examination of diversity in the tourism and hospitality sector is still in its infancy; a fact that applies to qualitative studies in particular. This paper addresses the perception of diversity and diversity management within one of the world’s leading aviation corporations, the Lufthansa Group. Following the methodological principles of qualitative social research, this study reports the results of a survey of Lufthansa flight attendants, a stakeholder group that interacts like no other in the area of overlap between the corporation and its customers. Specifically, the survey focuses on Lufthansa’s diversity strategy – based on the principle of ‘value creation through appreciation’ – and how it is perceived by representatives of the cabin crew, in an attempt to identify potential conflicts and prejudices that may arise in the face of employee heterogeneity.

Diversity for NPP I&C Systems Safety and Cyber Security

This chapter presents a cost-effective approach to selection of the most diverse NPP Reactor Trip System (RTS) under uncertainty. The selection of a pair of primary and secondary RTS is named a diversity strategy. All possible strategies are evaluated on an ordinal scale with linguistic values provided by experts. These values express the expert's degree of confidence that evaluated variants of secondary RTS are different from primary RTS. All diversity strategies are evaluated on a set of linguistic diversity criteria, which are included in a corresponding diversity attribute. The generic fuzzy diversity score is an aggregation of the linguistic values provided by the experts to obtain a collective assessment of the secondary RTS's similarity (difference) with a primary one. This most rational diversity strategy is found during the exploitation stage, taking into consideration the fuzzy diversity score and cost of each strategy.