Workplace Diversity "The benefits of diversity cannot be achieved with isolated interventions. To the contrary, a complete organizational culture change is required in order to promote appreciation of individual differences… diversity is a multifaceted reality…" (Martin-Alcazar, et al., 2012) The need for diversity in the workplace has been well established in the literature, but the need for managers and executives to build a culture based on diversity is still on the drawing

Bouncken and Winker (2008) explain that challenges include global innovation teams being confronted with the team members' various national cultures. National cultures, Bouncken and Winker point out (2008), influence the behavior, cognitive models and values of the individual. These same cultures, albeit may also contribute to challenges relating to the individual's understanding, along with his/her working relationship. Diversity on team members' backgrounds may increase creativity. Nevertheless, team functioning and team

Whether sensitivity seminars do in fact negatively impact diversity, albeit, needs further investigation. In "Workplace diversity: A generational view," Dale E. Collins (2004), a course developer for MGH Institute of Health Professions, asserts that generational diversity constitutes one factor that fuels dynamics in education and in the workplace. Because individuals today remain in the workforce longer and other individuals change careers, society routinely sees changes in the workforce composition. During

Diversity in the Workplace The increase in globalization has resulted in greater levels of interaction of individuals from diverse cultures and beliefs than ever before in the history of the world. As noted in the work of Green, Lopez, Wysocki and Kepner (2002) "People no longer live and work in an insular marketplace; they are now part of a worldwide economy with competition coming from nearly every continent." (p.1) Diversity is

He is 37 years old, born in France, of Senegalese descent. His native language is French, but he also speaks Wolof, Fulani, and American English. He was from a middle class background and was educated in the French school system. He knew virtually no English when he arrived in 1997. he took a job as a factory line worker in the plant and learned English rapidly, using his skills

, 2010). It is perfectly conceivable that this nurse leader would welcome more collaborative or shared leadership responsibilities, particularly since the setting for empirical clinical research on this very issue was, in fact, an ICU (Rosengren, Bondas, Nordholm, et al., 2010). Finally, it appears from this interview subject's input into this project that she is a competent and effective nursing leader, largely by virtue of her description of her supervisory and