Note: Sample below may appear distorted but all corresponding word document files contain proper formattingExcerpt from Term Paper:
S. military would be developed and administered internally and should cover the following topics at a minimum, with other areas being introduced as the need is identified:
1. Problems of discrimination in the military workplace
2. The role of stereotypes in discrimination
3. How to make different groups welcome in the military workplace
4. How diversity contributes to performance and productivity
5. The DoD's policies concerning discrimination and the provisions of federal equal employment opportunity laws
6. The content of stereotypes about different groups
7. Promoting retention and development of different groups
8. The cultures of different demographic groups serving in the military
9. Nondiscriminatory recruitment
10. Problems of discrimination outside the military workplace
Implementation: How will the training be delivered?
The implementation and administration of diversity training initiatives in the U.S. armed forces depends on the geographic location and mission of the units that are involved (Kraiger, 2002). For example, units stationed "stateside" will likely have more opportunities to receive this type of training compared to units that are assigned combat missions in the Middle East. This is not to say, of course, that diversity training should be regarded as a luxury that is only provided to select units, but it is to say that it implementation and the manner in which such training opportunities were delivered would require a careful balance between maintaining combat readiness and the specific needs of the unit that is involved. In the case of the stateside units, delivery could be provided by personnel trained for this purpose; for combat units, this training could be provided in recorded form using DVDs or motion picture formats supplemented by the other training content areas listed above.
Evaluation: How will you evaluate the effectiveness of the training? How will you reinforce and sustain the training?
The effectiveness of diversity training initiatives in the armed forces can be evaluated by tracking the number of unit-level violations that are reported based on disciplinary actions taken pursuant to the Uniform Code of Military Justice such as so-called Article 15s, the number of lawsuits alleging discriminatory practices and the retention rates being experienced. Based on this trended data, specific areas that were identified as being significant problem areas could be targeted and additional emphasis placed on these areas during subsequent training program delivery.
How these programs will contribute to maintaining a high performance organization.
It is important to point out that even the most thoughtful and comprehensive approach to diversity training may not overcome all of the interpersonal problems being experienced in a given military unit. In this regard, Bendick, Egan and Lofhjelm (2001) emphasize that, "In spite of its positive intent, it is unrealistic to think that with three to five hours of diversity training, complex sociological and cultural principles could be clearly understood, much less applied to all interpersonal relationships" (p. 10). Therefore, it is important to consider diversity training as an ongoing requirement rather than a one-time effort.
Because the U.S. armed forces are not a homogeneous collection of individuals, but rather represent an enormous diverse collection of people from all of the states and territories, there is a vital need for informed and meaningful diversity training programs that can help group members better understand each other and overcome powerful cross-cultural differences that may adversely affect unit readiness and mission performance. To this end, the U.S. Department of Defense has established policies that prohibit any type of discriminatory practices in the military, and there are numerous examples of how these programs can help eliminate these harmful practices in the public and private sectors.
Bendick, M., Egan, M.L. & Lofhjelm, S.M. (2001). Workforce diversity training: From anti-
discrimination compliance to organizational development. Human Resource Planning,
Diversity management and equal opportunity (EO) in the Department of Defense. (2009,
February 5, 2009). U.S. Department of Defense. Retrieved from http://www.dtic.mil / whs/directives/corres/pdf/102002p.pdf.
Hemphill, H. & Haines, R. (1999). Discrimination, harassment, and the failure of diversity training: What to do now. Westport, CT: Quorum Books.
Kraiger, K. (2002). Creating, implementing, and managing effective training and development:
State-of-the-art lessons for practice. San Francisco: Jossey-Bass.
Obama signs repeal of 'don't ask, don't tell.'…[continue]
"Diversity Training Programs For The" (2011, February 06) Retrieved December 8, 2016, from http://www.paperdue.com/essay/diversity-training-programs-for-the-11420
"Diversity Training Programs For The" 06 February 2011. Web.8 December. 2016. <http://www.paperdue.com/essay/diversity-training-programs-for-the-11420>
"Diversity Training Programs For The", 06 February 2011, Accessed.8 December. 2016, http://www.paperdue.com/essay/diversity-training-programs-for-the-11420
DESIGNING & IMPLEMENTING a DIVERSITY TRAINING PROGRAM DESIGNING AND IMPLEMENTING A DIVERSITY TRAINING PROGRAM Good evening Designing and Implementing a Diversity Training Program Identify and discuss three objectives of the diversity training program. The purpose of a diversity training program is to protect both employees and employers. If employees feel that they are being unfairly treated, they need to understand what constitutes discrimination and harassment under corporate policy, and what their legal and workplace-specific rights
Diversity training reduces the potential for misunderstandings, conflict and litigation which usually can be traced back to differences in communication expectations. This training also helps to make a better mark with the public and to receive increased customer satisfaction levels. Once management and supervisory level employees become trained, organizations can count on more knowledgeable and proactive decision making from the leadership. It is a proven fact that happy employees and
Workplace Training: Diversity training is an important step in developing awareness within an organization since it provides a venue and forum for discussion with a controlled and secure environment. Through diversity training in the workplace environment, both employers and employees are able to effectively address topics that are not frequently discussed. In most cases, diversity training in the workplace has proven to be efficient if it flows through an organization, which
Diversity in Organizations If we are to successfully change organizational members' attitudes and perceptions toward people from cultural groups other than their own, then we must start by examining how to effect that change so that it is implemented through all four layers of diversity. The approach that this paper discusses is based on the following model: Individual Behaviors -- Group Behaviors -- Organizational Behaviors This paper analyzes results of diversity training studies
Diversity management is one of the key issues facing corporate America today. Higher number of female workers along with influx of immigrants from various racial and ethnic backgrounds in the workforce has prompted a need for diversity management because lack of the same can cause serious legal and performance problems. Diversity management refers to the strategies that seek to create a positive and healthy environment for everyone at the workplace.
Diversity of a climate in an organization is reflected in the attitudes of the organization's members towards diversity. As a manager, the diversity climate can be addressed by understanding the level of diversity in the organization, its diversity climate and then implementing strategies to improve both. There are significant benefits to improving an organization's diversity climate. A superior diversity climate has been found to improve the recruitment, promotion and retention
Finding a common ground among all in the group is a positive and productive approach. In dealing with attitudes and/or behaviors when designing a diversity training program, an effective approach is to start with a clear statement of goals and/or values. For example, "Participants have an absolute right to state how they see things, in complete safety, so long as boundaries for good taste are reasonably observed" (Karp et al.,