The society has always looked down upon women whose roles are always as the subordinate of her male counterpart. The modern business world has seen the presence of women in top managerial positions and the organizations are steered successfully. It is important to provide equal training opportunities because anybody despite gender can be a leader Jones and George 66()

Conclusion

Business organizations are faced with everyday challenges influenced by culture, gender and characteristics of an effective leader. Leadership skills have to be acquired to ensure coordination of all these aspects, so as to ensure the company derives maximum profits from its activities. Anyone can be a leader as it is not based on masculinity. Cultural values have to observe so that coordination of the employees is harmonized. On the other hand it is important to acknowledge our diversities and work towards programs that unify us while at the same time…

Works cited

Carli, L.L., and a.H. Eagly. Gender, Hierarchy, and Leadership. California: Blackwell for the Society for the Psychological Study of Social Issues, 2001. Print.

Jones, G.R., and J.M. George. Contemporary Management. New York: McGraw-Hill/Irwin, 2007. Print.

Press, Harvard Business School. Managing Diversity: Expert Solutions to Everyday Challenges. Texas: Harvard Business Press, 2009. Print.

Terrell, R.D., and R.B. Lindsey. Culturally Proficient Leadership: The Personal Journey Begins Within. Corwin Press, 2008. Print.

Managing Diversity and Equal Opportunity

With the turn of the 21st century, a dramatic increase is being witnessed in the international flow of labor with repercussion for domestic labor supply and management. The native, racial and emigre mixture of the employees is predominantly important for the workplace. The importance of this domestic cultural multiplicity in the labor force, highlighted by worldwide influences and necessities, has lately encouraged the researchers to focus on the companies' and managers' response to diversity, be it of any form (Watson, Spoonley, & Fitzgerald, 2009).

If the workforce of the present times is compared with the one that was found 20 years ago, it will be easy to observe that there are "more white women, people of color, disabled persons, new and recent immigrants, gays and lesbians, and intergenerational mixes (i.e., baby boomers, Generation Xers, and Generation Nexters)" (iccucci, 2002) today. This situation has given birth…

References

Hemphills, H., & Hayne, R. (1997). Discrimination, Harassment, and the Failure of Diversity Training: What to Do Now. Westport, CT: Quorum Book. Retrieved December 15, 2012, from  http://www.questia.com/read/23366693/discrimination-harassment-and-the-failure-of-diversity 

King, A.S. (1995, December). Capacity for Empathy: Confronting Discrimination in Managing Multicultural WorkForce Diversity. Business Communication Quarterly, 58(4), 46+. Retrieved December 14, 2012, from  http://www.questia.com/read/1G1-18023663/capacity-for-empathy-confronting-discrimination-in 

Ollapally, A., & Bhatnagar, J. The Holistic Approach to Diversity Management: HR Implications. Indian Journal of Industrial Relations, 44(3), 454+. Retrieved December 15, 2012, from  http://www.questia.com/read/1G1-210224380/the-holistic-approach-to-diversity-management-hr 

Riccucci, N.M. (2002). Managing Diversity in Public Sector Workforces. Boulder, CO: Westview Press. Retrieved December 14, 2012, from  http://www.questia.com/read/100875091/managing-diversity-in-public-sector-workforces

Managing Diversity in the Workplace

The modern business environment is marked by numerous people-oriented variables brought to organizations. These variables include gender, race, age, and religion, and socioeconomic background, regional and national origin. All these factors form the current workforce in the market place. Diversity is widely recognized as one of the world's greatest strengths. Diversity continues to affect the society and the organizational workforce in the process of shaping the 21st century workforce (Konrad, 2006). Organizations appreciate individual sensitivity and differences to enable them discharge the organizational mission. Sensitivity and training on diversity focuses on changing valid standards and expectations of people. This paper gives details on understanding diversity. Although the scope is limited, it highlights how the understanding of diversity is a challenge in managing the current workforce. It remains a fact that the contemporary workforce does not have the same desires as the previous workforce.

Problem statement…

References

Albrecht, M.H. (2011). International HRM: Managing diversity in the workplace. Oxford [u.a.: Blackwell.

Cornelius, N. (2012). Building workplace equality: Ethics, diversity and inclusion. London: Thomson Learning.

Dansby, M.R., Stewart, J.B., & Webb, S.C. (2011). Managing diversity in the military: Research perspectives from the Defense Equal Opportunity Management Institute. New Brunswick, NJ: Transaction Publishers.

Jackson, S.E. (2012). Diversity in the workplace: Human resources initiatives. New York: Guilford Press.

(Building and Maintaining a Diverse Workforce)

Agencies are required to develop a good understanding of their individual strengths and weaknesses so as to plan their programs to their best advantage. An agency acquires this information by evaluating the views of the employees on diversity issues. Analysis of the trends and projections of the workforce in determination of the skills gaps and necessitates and devising successive planning strategies are crucial moves for agency strategic and business planning. Such efforts facilitate the managers with the required facts so as to be aware of the assignment of resources and the making the necessary planning for the future work of the organization and the points of concentration of their energy to produce a high performance organization. (Building and Maintaining a Diverse Workforce)

The successful managers understand the necessary skills for producing a successful diverse workforce. Firstly they should be aware of the discrimination and…

References

Building and Maintaining a Diverse Workforce" (25 June 2000) Retrieved at  http://www.opm.gov/Diversity/diversity-3.htm . Accessed on 15 January, 2005

Creating a Diverse Workforce" Retrieved from Retrieved at  http://www.businessweek.com/adsections/diversity/diversework.htm . Accessed on 15 January, 2005

Recruiting and Managing a Diverse Workforce" Retrieved at  http://www.vault.com/nr/newsmain.jsp?nr_page=3&ch_id=402&article_id=19018&cat_id=1102Accessed  on 15 January, 2005

Green, Kelli A; L. pez, Mayra; Wysocki, Allen; Kepner, Karl. "Diversity in the Workplace: Benefits, Challenges, and the Required Managerial Tools" University of Florida Cooperative Extension Service Institute of Food and Agricultural Sciences. Retrieved at http://www.minoritygraduate.com/feature27.asp. Accessed on 15 January, 2005

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 defined as "The variety of experiences and perspective which arise from differences in race, culture, religion, mental or physical abilities, heritage, age, gender, sexual orientation, gender identity, and other characteristics." (University of California, San Francisco, 2012, p.1)

Challenges, arriers, and enefits to Workplace Diversity

The Multicultural Advantage website reports that there are specific barriers and challenges to workplace diversity and that these are inclusive of: (1) communication; (2) resistance to change; (3) Implementation of diversity in the workplace policies;…

Bibliography

1. A Diverse Workforce Is Integral to a Strong Economy. Center for American Progress. Retrieved from:  http://www.americanprogress.org/issues/labor/news/2012/07/12/11900/the-top-10-economic-facts-of-diversity-in-the-workplace/ 

2. Andrade, R. And Rivera, A. (2012) Developing a Diversity-Patent Workforce: The UA Libraries' Experience. Journal of Library Administration. 51:7-8, 692-727

3. Best Practices in Achieving Workforce Diversity (2010) U.S. Department of Commerce. Retrieved from:  http://govinfo.library.unt.edu/npr/library/workforce-diversity.pdf 

4. DuPont, K. (1999) Handling Diversity in the Workplace; Communication is the Key. American Media, Inc. Retrieved from:  http://www.ars.usda.gov/SP2UserFiles/ad_hoc/54400000NewEmployeeResources/Handling%20Diversity%20in%20the%20Workplace.pdf

g. In U.K.), organizations are tempted to use positive discrimination for corresponding to contemporary requirements. This implies hiring disadvantaged applicants regardless of their professional competency. For instance, last year, UK's Gloucestershire Police and Avon and Somerset police confessed to have rejected white men for hiring women and ethnic minorities in order to meet Government requirements (http://www.workplacelaw.net/display.php?resource_id=8292&keywords).This is an extremely negative phenomenon as it succeeds in increasing the gap among different groups. Therefore, when encouraging such a strategy, authorities should pinpoint the rationale behind it and should organize conferences and workshops debating this issue.

ibliography

Piturro, Marlene. 2007. Recruiting and Managing a Diverse Workforce. http://www.vault.com/nr/newsmain.jsp?nr_page=3&ch_id=402&article_id=19018&listelement=3&cat_id=1102 (Accessed March 8, 2007).

Price Eboni, Gozu Aysegul, Kern David, Powe Neil, Wand Gary, Golden Sherita, and Cooper Lisa. 2005. The Role of Cultural Diversity Climate in Recruitment, Promotion, and Retention of Faculty in Academic Medicine. http://www.pubmedcentral.nih.gov/articlerender.fcgi?artid=1490155#N0x914e898.0x9306d20 (Accessed March 8, 2007).

usinesses doubt the benefits of…

Bibliography

Piturro, Marlene. 2007. Recruiting and Managing a Diverse Workforce.  http://www.vault.com/nr/newsmain.jsp?nr_page=3&ch_id=402&article_id=19018&listelement=3&cat_id=1102  (Accessed March 8, 2007).

Price Eboni, Gozu Aysegul, Kern David, Powe Neil, Wand Gary, Golden Sherita, and Cooper Lisa. 2005. The Role of Cultural Diversity Climate in Recruitment, Promotion, and Retention of Faculty in Academic Medicine.  http://www.pubmedcentral.nih.gov/articlerender.fcgi?artid=1490155#N0x914e898.0x9306d20  (Accessed March 8, 2007).

Businesses doubt the benefits of an ethnically diverse workforce. 2007.  http://www.workplacelaw.net/display.php?resource_id=8292&keywords  (Accessed March 8, 2007).

Cendant embraces diversity as a corporate way of life: Company aims to achieve a workforce that reflects its customers and markets. 2003. Human Resource Management International Digest 11: 12-15.

Diversity

The first step in creating diversity plan is to devise a strategy for the plan. It is necessary that the plan be devised with specific objectives in mind, and importantly that those objectives align with the organization' overall strategy.

The second step in creating a diversity plan is to understand the state of diversity in the workplace today. It is important to understand where the organization is today, in order to draw a pathway to get from that point to a new point defined in Step One. This involves taking a diversity audit of the company, which will help to illustrate some of the demographics, for example. It is also worth investigating what the prevailing attitudes are of people within the organization, and also it is necessary to understand what issues may have arisen in the past. This audit will also allow for step three.

Step three is the…

Works Cited:

Boatwright, W. (2006) Diversity in the workplace. NIQCA. Retrieved Apr 23, 2013 from  http://www.niqca.org/documents/Diversity.pdf 

Hyter, M. (2004). Ten elements for creating a world-class corporate diversity and inclusion program. Novations Group. Retrieved Apr 23, 2013 from http://c.ymcdn.com/sites/www.fuelmilwaukee.org/resource/resmgr/diversity_toolkit/10_elements_mike_hyter.pdf

Diversity in the workplace is a common subject for management scholarship, because the issue can be very complex and challenging for managers. One of the lesser-known areas of diversity management is simply dealing with people who have very different personalities. This can be as challenging as managing people from different cultures.

Milliken and Martins (1996), in a relatively early study about managing diversity, note that diversity in group composition affects a number of organizational outcomes, including turnover and performance. Managers needs to be aware of the differences between the group members on key communication issues in particular, for example, affective, cognitive and symbolic processes. There is value in having a high level of diversity, but the team needs strong management that can actively engage with the different types of people within the group, or the group risks being less efficient.

One of the things that management will often do when…

References

Milliken, F. & Martins, L. (1996). Searching for common threads: Understanding the multiple effects of diversity in organizational groups. Academy of Management Review. Vol. 21 (2) 402-433.

Harrison, D. (2000). Time, teams and task performance: Changing effects of surface- and deep-level diversity on group functioning. Academy of Management. Retrieved May 5, 2014 from http://www.aom.pace.edu/amj/October2002/harrison.pdf

Richard, O., Barnett, T., Dwyer, S & Chadwick, K. (2004). Cultural diversity in management, firm performance and the moderating role of entrepreneurial orientation dimensions. Academy of Management Journal. Vol. 47 (2) 255-266.

Managing Diversity

Diversity is a fact of American and International business and is a broader, more complex issue than one might initially believe. A universally vital element of global commerce, Diversity has spawned an abundance of theorists, journals and specialists, some of whom are encountered in this composition. Addressing the remarkable breadth and complexity of Diversity, this essay reviews: the nature of Diversity; legally protected classes within the United States; aspects of Diversity that fall outside the scope of U.S. legal protections; the benefits of Diversity for employers; the differences/challenges presented by Diversity for employers; general business adjustments/accommodations for Diversity; and suggested specific business adjustments/accommodations for Diversity. Though this work cannot exhaustively address all aspects of Diversity, it is meant to give a good overview of modern businesses' Diversity issues and possible solutions.

Analysis

Nature of Diversity:

"Diversity" involves legally protected classes of people but also involves other classes of…

Works Cited

Akbari, H. (2008). Education business professionals for year 2010 and beyond: Six critical management themes and skills to emphasize. International Business & Economics Research Journal, 7(7), 57-62.

Comperatore, E., & Nerone, F. (2008). Coping with different generations in the workplace. Journal of Business & Economic Research, 6(6), 15-30.

Domina, C.S. (2011). Our strength is in our Diversity: Fact or fancy? Journal of Diversity Management, 6(1), 1-9.

Figiel, V.L., & Kummel Sasser, M.A. (2010). Factors contributing to employee decisions to ignore Diversity policies. Journal of Diversity Management, 5(4), 11-17.

Managing Diversity in Organizations

Diversity can be described as the manner of recognizing, appreciating, accepting, respecting, and reveling dissimilarities among individuals with regards to age, class, ethnicity, sex, physical and intellectual capability, race, and sexual orientation (Esty et al., 1995). Diversity has become a significant and beneficial component for organizations. With the constant increase in globalization, organizations have been forced to diversify their set of personnel in the work environment. Employees come from diverse backgrounds, geographical areas, tribal and ethnic origins and bear distinctive diverse abilities and aptitudes. It is essential for people to work together and combine abilities and manage diversity commendably in the environment. Every individual's opinions, activities, and also principles are molded by his or her culture. Organizations have to institute diversity into their structures and policies in order to attain the projected goals and objectives (Esty et al., 1995).

The issue of diversity does not just…

References

Bolen, L., &Kleiner, B. H. (1996). Managing diversity in the workplace. Cross Cultural Management: An International Journal, 3(4), 3-8.

Cox, T., & Beale, R. L. (1997). Developing competency to manage diversity: Readings, cases & activities. Berrett-Koehler Publishers.

Cummings, T. G., & Worley, C. G. (2014). Organization development and change. Cengage learning.

Estyy, K., Griffin, R., Schorr-Hirsh, M. (1995). Workplace Diversity: A manager's guide to solving problems and turning diversity into a competitive advantage. Massachusetts: Adams Media Corporation.

Diversity and Ethics Reporting Systems

Diversity Management and Discrimination Issues at Work

Enhanced globalization and immigration, which occurs for economic and socio-political reasons, has led to the development of multicultural societies across the globe. Today, many nations and workplaces have employees from diverse backgrounds. More often than not, cultural differences as well as other inherent differences such as gender often lead to stereotyping, categorization, and labeling; which set precedence for discrimination at the workplace (Appleby, 2007). In basic terms, workplace discrimination denotes unfair differential or unequal treatment of employees based on their differences in gender, nationality, religion, age, sexual orientation, ethnicity, or disability (Collins, 2012).

Gender discrimination issues are part of the discriminatory issues that arise out of gender differences or special gender-related issues such as pregnancy. It denotes the unequal treatment of employees based on their gender. Examples of issues that often arise in relation to this form of…

Barak concludes by suggesting that the issue and concept of diversity take on a "special urgency" in human service healthcare organizations among the organization as a whole and staff, and that the organization review its quality of service and commitment to the community in order to truly impact the lives of diverse populations.

Managing Diversity: Best Practices

H Management often works off of the ideals of 'best practices.' This concept is discussed in the next article, "Managing the Diversity evolution: Best Practices for the 21st Century Business." Aronson takes a more general approach to diversity but one that can be applied directly to the healthcare industry nonetheless. Aronson points out many of the trends previously identified with regard to diversity problems in the nation's business climate as a whole. In particular the author points out that diversity issues may stem from a number of causes including cultural differences and systematic…

References:

Aronson, D. (2002). "Managing diversity revolution: Best practices for the 21st century."

Civil Rights Journal, 6(1):46

Barak, M.E.M. (2000). "The inclusive workplace: An ecosystems approach to diversity

Management." Social Work, 45(4):339

Management of Diversity

From America's elementary schools to the common parlance of the evolving American workplace, diversity has become one of the most popular buzzwords of today's current public discourse. How do we prepare our future leaders for a diverse and increasingly global marketplace? And more pressingly, a human resource manager must answer, in conjunction with the rest of the company leadership the question of how to manage the current world of American diversity with an eye upon the future? Management theorists Patrizia Zanoni and Maddy Janssens have noted a greater understanding of diversity management can either enable or constrain employer's success, depending on how the company chooses to deploy such diversity efforts. A company that is proud of its diverse employment and its diversity-positive policies will overall have greater success in managing relations between existing employees, and capitalizing upon its diversity-positive policies in a way to enhance its corporate…

Works Cited

"Dell Supplier Diversity." (2005) Dell Inc. Retrieved from website on 23 Jun 2005 at  http://www1.us.dell.com/content/topics/global.aspx/corp/sup_diversity/en/index?c=us& ; l=en& s=corp& ~section=009

Janssens, Maddy & Patrizia Zanoni. (2005) "Many diversities for many services: Theorizing diversity (management) in service companies." Human Relations, Vol. 58, No. 3, 311-340.

In this way, management should make an effort not only to understand the market within which they operate, but also the representation of this market in their employee base. Through making a conscious attempt to look beyond immediate personality preference, the manager can benefit the small or medium business by cultivating not only his own, but the rest of the employees' intercultural undersatnding and empathy.

To do this, it is suggested by HR Magazine (2005) to focus on the skills needed to do the job rather than a specific personality type to "fit in" with the company culture. If the company is to diversify and grow - issues that are important to the small or medium business - it is important to change paradigms and widen perceptions in terms of race, religion and culture.

The Quest for Equality (within organizations)

Equality is perhaps the greatest and most long-standing quest of…

Sources

Diverse Strategies, Inc. (2004). "Corporate Culture and Diversity." EthnicMajority.com

Hartenian, Linda S. (2000, Dec.). "Cultural Diversity in small business: implications for firm performance." Journal of Developmental Entrepreneurship. Online Database: FindArticles.com

HR Magazine (2005, Feb.). "Making Diversity Work: 7 steps for defeating bias in the workplace." Online Database: FindArticles.com

Lockwood, Nancy R. (2005, Jun). "Workplace Diversity: Leveraging the power of difference for competitive advantage." HR Magazine. Online Database: FindArticles.com.

Diversity Socialisation for Newcomers
Head of Human Resources
XYZ Investment Limited

Dear Sir,

Re: Diversity Socialisation for Newcomers

The significance of organisational socialisation cannot be overemphasised. Through the process, new employees are equipped with the knowledge, attitudes, and behaviours necessary for successful organisational membership (Cable, Gino & Staats, 2013). In most cases, however, the process of socialisation focuses on aspects such as the goals of the organisation, individual role and responsibilities, behavioural patterns, as well as rules and principles pertaining to the organisation. Often, there is little or no attention to workplace diversity issues (Mcmillan-Capehart, 2005; Graybill et al., 2013). This is particularly true for XYZ Investment Limited, a hypothetical investment firm with operations across the U.S. The organisation could be at a considerable disadvantage given that workplace diversity has increasingly become a vital source of competitive advantage for organisations of different sizes and in diverse sectors and industries. Though…

eferences

Black, J.S., & Porter, L.W. (1991). Managerial Behaviors and Job Performance: A Successful Manager in Los Angeles May Not Succeed in Hong Kong. Journal of International Business Studies, 22(1), 99+. etrieved March 27, 2009, from Questia database: http://www.questia.com/PM.qst?a=o&d=5000126798

Business Case for Diversity. etrieved March 27, 2009, from http://www.chubb.com/diversity/chubb4450.html

Clarke, .D. (2005, September). Workplace Bias Abounds: New Study Confirms the American Workplace Has Much Farther to Go to Achieve True Diversity. Black Enterprise, 36, 38. etrieved March 29, 2009, from Questia database: http://www.questia.com/PM.qst?a=o&d=5011221717

Hicks, D.A. (2003). eligion and the Workplace: Pluralism, Spirituality, Leadership. Cambridge, England: Cambridge University Press. etrieved March 29, 2009, from Questia database: http://www.questia.com/PM.qst?a=o&d=110647891

Madden, ussell SHATTEING THE GLASS CEILING. etrieved March 29,

2009, from http://home.earthlink.net/~rdmadden/webdocs/Shattering_the_Glass_Ceili.html

Mor Barak, M.E. (2000). The Inclusive Workplace: An Ecosystems Approach to Diversity Management. Social Work, 45(4), 339. etrieved March 29, 2009, from Questia database: http://www.questia.com/PM.qst?a=o&d=5001074518

Stretch, J.J. (2006). Managing Diversity: Toward a…

References

Black, J.S., & Porter, L.W. (1991). Managerial Behaviors and Job Performance: A Successful Manager in Los Angeles May Not Succeed in Hong Kong. Journal of International Business Studies, 22(1), 99+. Retrieved March 27, 2009, from Questia database:  http://www.questia.com/PM.qst?a=o&d=5000126798 

Business Case for Diversity. Retrieved March 27, 2009, from  http://www.chubb.com/diversity/chubb4450.html 

Clarke, R.D. (2005, September). Workplace Bias Abounds: New Study Confirms the American Workplace Has Much Farther to Go to Achieve True Diversity. Black Enterprise, 36, 38. Retrieved March 29, 2009, from Questia database:  http://www.questia.com/PM.qst?a=o&d=5011221717 

Hicks, D.A. (2003). Religion and the Workplace: Pluralism, Spirituality, Leadership. Cambridge, England: Cambridge University Press. Retrieved March 29, 2009, from Questia database:  http://www.questia.com/PM.qst?a=o&d=110647891

Diversity as Strategy: IBM

There are some companies that are more committed to diversity than others. IBM is one of those companies. In 1995, IBM created task forces specifically designed to work with diverse individuals and to help the company relate to different kinds of customers - and to its own workforce. The eight IBM task forces created represented the following constituencies: Native Americans, blacks, women, white men, people with disabilities, Asian, GLBT, and Hispanics (Canas & Sondak, 2011). Each task force was asked to work together and give advice and information to IBM about what the company could do better internally and externally to retain customers and employees.

The task forces were to report back six months later (Canas & Sondak, 2011). Even though they were only required to be active for that six-month time frame, they are still in existence today because they worked so well and they…

References

Canas, K.A. & Sondak, H. (2011). Case study: Diversity as strategy. Chapter 3: Diversity management as systemic. Part 1: Uncovering the complexities of workplace diversity. Opportunities and Challenges of Workplace Diversity (2nd ed.). New York, NY: Prentice Hall

Walck, C.L. (1995). Editor's introduction: Diverse approaches to managing diversity. Journal of Applied Behavioral Science, (31), 119-123.

Managing Diversity Matters

A Study on QANTAS

Women Representation at QANTAS

QANTAS' Focus on Diverse Needs of Customers

QANTAS Ideology Regarding Recruitment of Youth

Challenges Faced y QANTAS

In today's challenging global scenario where competition is rising every day, it is necessary for Multinational organizations to address the basic need of today's business world: diversity. Customers, employees, strategic alliances, competitors, industry norms etc.; they are all subject to changes every day. This is the reason why organizations must need to show adaptability to the change and address the diverse needs of all these stakeholders. Furthermore, while discussing MNCs, it is noticeable that one of the industries (with highest degree of diversity in its operations) is the aviation industry. Australia is one of the most culturally diverse in the world, according to a 2009 study by L. Leveson in the International Journal of Manpower. The study explored current attitudes to diversity…

Bibliography

Arthur, J.B 1994, 'Effects of Human Resource Systems on Manufacturing Performance and Turnover', Academy of Management Journal, vol. 37, no. 3, pp. 670-687.

Australian Human Rights Commission. 2008, The Right to a Discrimination-Free Workplace, Legal Section, Human Rights and Equal Opportunity Commission

Beer, M., Spector, B., Lawrence, P., Mills, D.Q. And Walton, R 1985, Human Resource Management: A General Managers Perspective, New York: Free Press

Berman, E., West, J. And Wang, X 1999, 'Using Performance Measurement in Human Resource Management', Review of Public Personnel Administration, vol. 29, no. 2, pp. 5-17.

management of human resources and diversity. The writer explores the growing diverse populations in American workforces and provides researched methods by which to best manage that from a human resource standpoint.

The field of human resource management has always been a field that encouraged diversity. By its very nature the people that have an interest in working in the field generally have the type of personalities that enjoy diverse groups of people and diverse job duties. The globalization of the world has changed the face of society in ways that have never before been experienced. Today, the American workforce is more diverse than in the past and with that diversity comes differences in cultures, beliefs and traditions (Cox, 1991). Human resource management today includes the need to recruit and embrace diverse employees and the need to encourage the positive elements of that diversity while at the same time maintaining individuals'…

References

Matthews, Audrey (1998) Diversity: a principle of human resource management.

Johnson, Nancy Brown (2001) Understanding The Impact Of Human Resource Diversity Practices On Firm Performance [*]. Journal of Managerial Issues

Cox, T. And S. Blake. 1991. "Managing Cultural Diversity: Implications for Organizational Competitiveness." Academy of Management Executive 5: 45-56.

Dass, P. And B. Parker. 1999. "Strategies for Managing Human Resource Diversity: From Resistance to Learning." Academy of Management Executive 13: 68-80.

management and organization and reviews new trends. The essay also discusses new trends in management that affect organizations and the implications of those trends.

A survey of the literature reveals various definitions of management in use. Management has been defined as the process of getting things done through and with people. It is the planning and directing of effort and the organizing and employing of resources, both human and material, to accomplish some predetermined objective. (Jones and Bartlett, 2011).

BusinessDictionary.com (2011) defines management as the organization and coordination of the activities of an enterprise in accordance with certain policies and in achievement of defined objectives. Management consists of the interlocking functions of formulating corporate policy and organizing, planning, controlling, and directing an organization's resources to achieve the policy's objectives.

Traditionally the term management refers to the activities, as well as the group of people, involved in four general functions: planning,…

Reference List

BusinessDictionary.com. 2011. Management. [online] Available at:  http://www.businessdictionary.com/definition/management.html  [Accessed 19 July 2011].

Clemmer, J. 2010. Management vs. Leadership. [online] Available at:  http://www.jimclemmer.com/management-vs.-leadership.php  [Accessed 19 July 2011].

Jones and Bartlett. 2011. Today's Concept of Organizational Management. [online] Available at:  http://www.jblearning.com/samples/0763746177/46177_CH03.pdf  [Accessed 19 July 2011].

McNamara, C. (n.d.). Introduction to Organizations. [online] Available at:  http://managementhelp.org/organizations/index.htm  [Accessed 19 July 2011].

Organization Behavior

Managing the Modern Workforce

Grade Course

Date Here (Day, Month, Year)

When an organization expands its operations into international markets, it hires individuals from different nations and cultures. These individuals are culturally diverse and need to be managed effectively. Numerous researches have been conducted to elucidate this important issue of the business world; each of them has some application for the modern management practices. Although workforce diversity is more an issue of the 21st Century, but massive of researches have been conducted in the late 80's and 90's.

The literature has some limitations which entice the modern researches to work on this issue and broaden the basis of knowledge for the future studies. The biggest limitation is the unclear definition of workforce diversity. Every researcher has given his own definition for this concept; however the most common definition is explained in the context of 'culture'. Most of the…

REFERENCES

Darmadi, S., 2010, Do Women in Top Management Affect Firm Performance? Evidence from Indonesia. Indonesian Capital Market and Financial Institution Supervisory Agency (Bapepam-LK), pp. 2-5 Available at

Ferro, N., 2004, Cross-Country Ethical Dilemmas in Business: A Descriptive Framework. Fondazione Eni Enrico Mattei, Working Paper No. 28, pp. 16-22. Available at

Guidroz, A., M., Kotrba, L., M., & Denison, D., R., 2009, Workplace Diversity: Is National or Organizational Culture Predominant? Linkage, Denison Consulting, LLC, pp. 1-5

Huckman, R., S., & B., R., Staats, 2010, Fluid Tasks and Fluid Teams: The Impact of Diversity in Experience and Team Familiarity on Team Performance, Harvard Business School Technology & Operations Management. Unit Working Paper No. 09-145, pp. 2-10. Available at

Generational Diversity: Managing Different Generations in the Workplace

Every generation is defined by their experiences, and understanding these experiences is essential for one to appreciate who they are and what they believe in. Among the many changes the American workforce has had to deal with, the management of different generations in the workplace has proven to be one of the hardest tasks for managers - they have to be mindful of their differences and at the same time channel their efforts towards an inclusive and cohesive work environment. This text analyses a scenario that clearly brings out the extent to which generational differences can cause problems in an organization. It identifies the major issues and also provides guidelines on how both the managers and employees can contribute towards effective management of generational diversity.

Managing Different Generations in the Workplace

In the last century, the American workplace has experienced a lot…

References

Dorset, J.G. (2008). The New American Workplace -- Generational Diversity from Four Participating Cohorts Offering Challenges, Obstacles, and Opportunities for Success. University of the Rockies Library. Retrieved 17 March 2015 from http://search.proquest.com.proxy-campuslibrary.rockies.edu/docview/89279729/FF61D25F5D294D92PQ/4?accountid=39364

Harvey, C. P & Allard, M.J. (2014). Understanding and Managing Diversity: Readings, Cases and Exercises. Hoboken, NJ: Pearson Education, Inc.

Lott, B. (2010). Multiculturalism and Diversity: A Social Psychological Perspective. Malden, MA: John Wiley & Sons, Inc.

Schmit, K (2014). Working With Different Generations. Credit Union Management. Vol. 37(1) 24-26. Retrieved 17 March 2015 from http://search.proquest.com.proxy-campuslibrary.rockies.edu/docview/1492664006/A5F4B819373F4092PQ/5?accountid=39364

Kizilos and others showed that diverse organizations portrayed reduced pro-social organizational behavior compared to homogenous groups, and Pelled and others, showed proof that increased standards of ethnic diversity are linked to more emotional contradiction in organizations. iordan and Shore showed that in diverse organizations, employees are less considered to be committed or view that they are prone to grow in the organization. (Pitts; Jarry, 2005)

With this contextual understanding we could have a comprehension of the 'Social Identification and Categorization Theory'. The social identification theory shows that people involve in several social comparisons to others on the basis of ethnicity, gender, religion, and socio-economic standing, amongst others. Empirical research has indicated that people mostly accord negative features to members of the out-group due to this process, understanding the out-group to be consisting of persons who are less honest, faithful, and cooperative or being intelligent. The procedures of categorization mostly include…

References

Dessler, Gary. (2002). "Human Resource Management."

Prentice Hall

Ely, Robin J; Thomas, David a. (2001, Jun) "Cultural Diversity at Work: The Effects of Diversity Perspectives on Work Group Processes and Outcomes" Administrative Science Quarterly, vol. 46, no. 2, pp. 229-273.

Fine, Marlene G. (1996) "Cultural Diversity in the Workplace: The State of the Field" Journal of Business Communication, vol. 33, no. 4, pp: 485-502.

Human esources

Diversity in Organizations

Workforce diversity recognizes the truth that people differ in many ways, noticeable or unseen, mainly age, gender, marital status, social status, disability, sexual orientation, religion, personality, ethnicity and culture. HM is a set of distinct actions, tasks and procedures that are aimed at drawing in, directing and continuing an organization's human resources. The H function has grown considerably over the past few decades and now covers the whole range of people management processes. There are dissimilar views about the nature of HM and there exists a massive variety of H practices accepted by various organizations. Nonetheless, it is broadly accepted that the key practices of HM include recruitment and selection, training and development, performance management and pay (Shen, Chanda, D'Netto & Monga, 2009). In order for a company to be successful they must have a workforce diversity program in place (Kramar, 2010).

ecruitment and Selection…

References

Klie, S. (2009). Diversity makes employers more attractive to candidates. Canadian HR

Reporter, 22(8), 20-20.

Kramar, R. (2010). What is the Australian model for managing cultural diversity? Personnel

Review, 39(1), 96-96-115.

P&g

To help establish Procter & Gamble's diversity initiative, it is important first to determine some metrics for measuring diversity, as a means of understanding where the company is today. As a starting point, it is important to remember that there are many different types of diversity and that not all diversity has been conclusively demonstrated to be positive for organizations. For example, ichard (2000) showed that in general racial diversity does add to firm value, but when H takes it as a given that "diversity is good," and then does nothing else, this creates a situation where often the benefits of diversity fail to accrue (obinson & Dechant, 1997). This is why a company needs to utilize a strategic approach to diversity management.

One way to conceptualize diversity is to split diversity between surface-level and deep-level. emember than an underlying assumption of far too much diversity research is that…

References

Harrison, D., Price, K., Gavin, J. & Florey, A. (2002). Time, teams and task performance: Changing effects of surface- and deep-level diversity on group functioning. Academy of Management Journal . Vol. 45 (5) 1029-1045.

Mohammed, S. & Angell, L. (2004) Surface- and deep-level diversity in workgroups: examining the moderating effects of team orientation and team process on relationship conflict. Journal of Organizational Behavior. Vol. 25 (2004) 1015-1039.

Phillips, K. & Loyd, D. (2006). When surface and deep-level diversity collide: The effects on dissenting group members. Organizational Behavior and Human Decision Processes. Vol. 99 (2) 143-160.

Richard, O. (2000). Racial diversity, business strategy, and firm performance: A resource-based view. Academy of Management Journal. Vol. 43 (2) 164-177.

organizational culture and diversity helps me to understand my current workplace and the issues we face. All organizational theories provide some insight into the organization, with diversity theories and organizational culture and management theories being especially relevant because we are a small company with a diverse workforce. In spite of the tremendous benefit and opportunities presented by diversity in the workplace, I do not see that our current owner/chief executive understands well enough how to capitalize on diversity. The chapter on diversity in the text points out how diversity management is fast becoming a critical management strategy not just because of ethics and social justice, but also because diversity is good for business.

A business-focused diversity management strategy would help our small private ambulance/paramedic company improve our branding, attract a broader clientele, and expand the business. Equally as important, a cohesive diversity management strategy would help our company retain top…

References

Arvinen-Muondo, Raisa, and Stephen Perkins. Organizational Behaviour. Kogan Page. 2013.Skillsoft. (Accessed May 16, 2017)

The Foundation called specific attention to the prospect of institutional and policy-level strategies to increase the participation of under-represented minorities in the health professions. In response, the Institute Committee on Institutional and Policy-Level Strategies for Increasing the Diversity of the U.S. Healthcare Workforce came out with a report, entitled "In the Nation's Compelling Interest: Ensuring Diversity in the Health Care Workforce." The Committee consisted mostly of academicians, two of whom represented the nursing profession.

In its report, the Committee recognized the importance of increasing racial diversity among health professionals in order to improve access to care, greater patient choice and satisfaction and better educational experiences for practitioners, among other benefits. It also recognized the lack of strategies in reducing institutional and policy-level barriers among health profession educational institutions or HPEIs. In response to the lack, the Committee recommended that health professions education make a clear stand and mission on the…

BIBLIOGRAPHY

AHRQ (2007). The national healthcare disparities report, 2006. Agency for Healthcare

Quality and Research, Medscape. Retrieved on June 18, 2009 from  http://www.medscape.com/viewarticle/552271 

www.medscape.com

Alabama Nurse (2004). ANA Review: Institute of Medicine report on workforce diversity,

Management Technology

Principles of Management and Technology

Multiculturalism and Diversity

"Diversity is desirable for innovation, flexibility, and organizational success."

Diversity can be a valuable asset for any organization. Having people from different backgrounds and cultures offers a broader range of different perspectives and different opinions. Having this as an asset can spawn higher levels of innovation and flexibility because of the depth of perspective -- more people with different ideas can collaborate in a way that ultimately leads to organizational success. Today's most successful organizations embrace diversity however the results of diversity are not always successful. hile many organizations have sought to increase the diversity of their workforces, researchers have found both positive and negative effects of demographic diversity on organizational outcomes (Olsen & Martins, 2012).

New Business Ventures

Discuss the reasons why small businesses are so important to the U.S. economy.

Small business accounts for the bulk of the…

Works Cited

Olsen, J., & Martins, L. (2012). Understanding organizational diversity management programs: A theoretical framework and directions for future research. Journal of Organizational Behavior, 1168-1187.

SBA. (2012, September). Frequently Asked Questions. Retrieved from Small Business Association:  http://www.sba.gov/sites/default/files/FAQ_Sept_2012.pdf

Diversity Consciousness

Expanding Diversity Consciousness

Diversity can be viewed in many ways and it can be experienced in both outer and inner phenomena. We find that diversity of people is present in our dreams, feelings, states, religions, thoughts, ethnicities, ages, political views, sexual orientations and physical abilities. A life can become more sustainable and richer through these differences. We all know that there is not one kind of vegetable, person or point-of-view. In simple words diversity can be defined as a welcoming attitude and an integration of diverse people and elements. This research paper is based on learning, identifying and evaluating diversity practices in any place. I want to explore how the environment and places help people to create and compare their intended purposes.

Expanding Diversity Consciousness

Introduction

Every state or a country has some ethnic minorities. These minorities are basically the groups that differ in their language, religion or…

References

Bestelmeyer, B.T., Miller, J.R., & Wiens, J.A. (2007). Applying Species Diversity Theory to Land Management. Ecological Applications, 13, 1750-1761.

Cox, T., & Nkomo, S.M. (1990). Invisible men and women: a status report on race as a variable in organization behavior research. Journal of Organizational Behavior, 11, 419-431.

Harrison, D.A., Price, K.H., & Bell, M.P. (1998). Beyond relational demography: time and the effects of surface- and deep-level diversity on work group cohesion. Academy of Management Journal, 41, 96-107.

Janofsky, M. (2005). Gay Rights Battlefields Spread to Public Schools. Retrieved July 21, 2012, from  http://www.nytimes.com/2005/06/09/education/09clash.html?pagewanted=all

Managing Changing

Managing Change

reflect critically personal perspective philosophy managing change changed ( ) semester Drawing learning experiences semester (group case study, relevant change management theory, reflections relevant personal experiences organisational change), reflect critically personal perspective philosophy managing change changed ( ) semester.

Managing change

The world we are living in is always changing. The nature of the business world today is very different than the way it was decades ago. Change is inevitable. This is because, as people are always faced with new problems and as such, come up with new ways of doing things in order to better their lives. The people therefore come up with new technologies to meet this needs. For an organization to remain relevant, it must be flexible enough to change with the changing times. Resisting to the wind of change will make the organization obsolete and lead to their collapsing Zilwa, 2010.

Nevertheless,…

SINGH, M. & WADDELL, D. 2004. E-business innovation and change management, Hershey, Idea Group Publ.

WILLIAMS, A.P.O., DONBSON, P. & WOODWARD, S. 2002. Managing change successfully: using theory and experience to implement change, London, Thomson.

ZILWA, D.D. 2010. Academic units in a complex, changing world adaptation and resistance, Dordrecht, Springer.

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 and provides direction as to the optimum approach to modifying the diversity climate within an organization.

A Time magazine article reported on the efforts of researchers who sifted through decades of federal employment statistics provided by companies (Cullen, 2007). Their analysis showed that there was no real change in the number of women and minority managers after companies began diversity training. When the study results are analyzed more closely, one finds that how well companies promoted a…

Reference List

Cullen, L.T. (2007). Employee Diversity Training Doesn't Work, Time. Retrieved from  http://www.time.com/time/magazine/article/0,9171,1615183,00.html 

Vedantam, S. (2008, January). Most Diversity Training Ineffective, Study Finds. The Washington Post. Retrieved from  http://www.washingtonpost.com/wp-dyn/content/story/2008/01/19/ST2008011901990.html 

Scheide, C. (2010, July). How to Develop a Diversity Program, eHow. Retrieved from http://www.ehow.com/how_6796691_develop-diversity-program.html

Williams, S. How to Develop a Diversity Training Program, eHow. Retrieved on 3/26/2011 from http://www.ehow.com/how_5118472_develop-diversity-training-program.html

Companies will need to look at regional and national differences, and draw on the similarities between countries to enhance their competitive advantages (Powell, 2005). It is clear that as company, like WTI grows globally, they will benefit from a multicultural workforce. They must put managerial, educational, and cultural proactiveness in place, which will not only improve their opportunities for greater worldwide competition, but by bringing establishing a multicultural workforce, they also improve the interrelationships between their employees. Employees who do this, learn to communicate and other points-of-view and opinions. By doing this WTI, and other large companies, poise themselves to become successful in the emerging globalize culture of the 21st century.

Using Innovative Human Resource Techniques to Manage Diversity - Human resource management, whether specifically titles or not, has been a part of any organization's management since groups banded together for specific tasks. Ancient armies, projects, and even educational and…

Figure 2 -- Simple life cycle utilizing eHRM for employee (Armstron, 2006; Boudreau).

Thus, this simple figure shows that starting with the potential employee's entry of their resume into the electronic system, how the data begins to manage itself and becomes available to those who need it most. Employees and managers all have access to the data, and the employee can update the resume when new skills are acquired, apply for internal jobs by simply sending a note to the manager, manage their payroll, sick-leave, vacation, and retirement data, and work with their own professionals to plan and execute their career.

For managers, the system focuses on skill management and the ability for individual managers to do skill-based strategic planning and what if scenarios without the need to access hundreds of man-hours of time from another department. The manager can quickly see both who within the organization, and on resumes on file, might have a particular desire or skill set which the company is in need of. For the employee

Diversity Education

The American workplace has become increasingly diverse, a reflection of the American urban environment. Diversity training serves a few different purposes in organizations. The first is that it promotes an atmosphere of tolerance in the company, but many scholars have also made a business case for diversity. Some earlier writings on the subject outlined that diversity training helps to resolve internal conflict, improve communication flows within the company, align the company better with its market, and can also help improve organizational creativity by introducing new ideas to organizations (Cox & Blake, 1991). Later writers noted that the effects of diversity were complex, something that should be reflected in the way that the organization trains for diversity (Milliken & Martins, 1996).

As awareness of diversity grows, and the case for diversity training increases, it is evident that more companies are including a diversity component in their training programs. Initially,…

References

Anand, R. & Winters, M. (2008). A retrospective view of corporate diversity training from 1964 to present. Academy of Management Learning & Education. Vol. 7 (3) 356-372.

Cox, T. & Blake, M. (1991). Managing cultural diversity: Implications for organizational competitiveness. Academy of Management Executive. Vol. 5 (3) 45-56.

Milliken, F. & Martens, L. (1996). Searching for common threads: Understanding the multiple effects of diversity in organizational groups. Academy of Management Review. Vol. 21 (2) 402-433.

Swoyer, C. (2003). Relativism. Stanford Encyclopedia of Philosophy. Retrieved November 23, 2014 from  http://plato.stanford.edu/entries/relativism/#2.5

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 of top talent, particularly where that talent is minority in origin (Price et al., 2005). Hicks-Clarke & Iles (2000) also showed that improving the diversity climate of an organization delivers superior human resources outcomes.

The first step to improving an organization's diversity climate is to develop a procedure for analyzing diversity in the organization. The Loden and Rosener's Four Layers of Diversity Model can be used to better understand an organization's diversity. The first layer is related to work status…

Works Cited:

Price, E.; Gozu, A.; Kern, D.; Powe, N.; Wand, G.; Golden, S. & Cooper, L. (2005). The role of cultural diversity climate in recruitment, promotion and retention of faculty in academic medicine. Journal of General Internal Medicine. Vol. 20 (7) 565-571.

Hicks-Clarke, D. & Iles, P. (2000). Climate for diversity and its effects and organizational attitudes and perceptions. Personnel Review. Vol. 29 (3) 324-345.

Custom Book for Ashford: Organizational Behavior (p.127)

Jackson, T. (2011). Building a diversity training program. Profiles in Diversity Journal. Retrieved May 4, 2011 from  http://www.diversityjournal.com/corporate/diversity-training/building-a-diversity-training-program/

Diversity Health Care

OBSERVATION OF DIVERSITY IN THE WORKPLACE:

Does the healthcare workforce reflect the faces of the community they serve?

The health care workforce is now beginning to reflect the faces of the communities in which they serve. Natural demographic changes in the United States make it necessary for the communities to reflect the changes in the underlying demographics. Hispanics are now the fastest growing population within the United States with nearly 37% of these individuals under the age of 18. The communities, in which the healthcare workforce interacts with, will undoubtedly change to reflect this demographic. Asian-Americans and African-American are also growing at a rapid interval. However, the changes have occurred in upper level management which reflects the changes in demographic composition. In addition, many of the lower level positions reflect the changes occurring in the broad macro level environment.

Is there diversity in the management team?

There…

7) Ensure that appropriate accommodations are made for disabled applicants. 8) Know your own biases, including what stereotypes you have of people from different groups and how well they may perform on the job, what communication styles you prefer, and acknowledge that what one may consider to be appropriate or desirable qualities in a candidate may reflect more about personal preferences than about the skills needed to perform the job (UCSF, NDI).

In order to facilitate tolerance in the workplace organizations should institute programs related to diversity training for both employees and managers. These programs should focus on raising awareness of the current demographics in the organization as well as the community and the industry. Sometimes it may be necessary to institute a policy of affirmative action. Affirmative action focuses on specific groups of historical discrimination and emphasizes legal necessity and social responsibility. Organizations face enormous responsibilities for helping women,…

References

Bear, J.B., & Woolley, a.W. (2011, June). The role of gender in team collaboration and performance. Interdisciplanary science reviews. Vol. 36, Issue 2, 146-153. Retrieved February 26, 2012, from http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=aa10aca0-9710-4ddf-82ca-36d1d2518fd5%40sessionmgr10&vid=4&hid=12

Jonas, M. (2007, August 5) the downside of diversity. The New York times. Retrieved February 26, 2012, from  http://www.nytimes.com/2007/08/05/world/americas/05iht-diversity.1.6986248.html?pagewanted=all 

Kurtz, D.L. (2010). Contemporary business. 13th Ed. Hoboken, NJ: John Wiley & Sons Inc.

UCSF. (NDI) Chapter 12: Managing diversity in the workplace. Guide to managing human resources. University of California, San Fransico. Retrieved February 26, 2012, from http://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/chapter-12-managing-diversity-in-the-workplace/

Diversity and Culture

For any organization with the entire globe as its marketplace, the relevance of having a common understanding of culture, beliefs and values cannot be overstated. This is more so the case given that what might work in one country may not work in another. In this text, I come up with a concise definition of diversity. Further, I will amongst other things also discuss the various ways in which an organization can establish a performance culture with an aim of enhancing its chances of achieving organizational goals and objectives.

Diversity: A Concise Definition

For the last two or so decades, gender and race have according to Griffin and Moorhead (2011) been regarded the primary dimensions of diversity most particularly in the U.S. However, as the authors point out, the issues entailed in diversity are broader than this. In basic terms, diversity does not have an assigned definition.…

References

Daft, R.L. (2009). Organization Theory and Design (10th ed.). Mason, OH: Cengage Learning.

Griffin, R.W. & Moorhead, G. (2011). Organizational Behavior: Managing People and Organizations (10th ed.). Mason, OH: Cengage Learning.

Diversity Proposal

Consideration Ethics Diversity Proposal Choose ethical considerations diversity considerations affecting division. Write a proposal HR director. Provide details considerations. Justify important strategic HRM planning process.

Two ethics proposals: Diversity consideration

This organization is an EEOC-compliant employer and strives to incorporate diversity into its hiring practices and general worldview. Diversity is an important, stated goal for the organization and is a factor that is taken under consideration when making hiring decisions. The organization takes an active role in recruiting from colleges with substantial minority populations and its promotional literature paints an inclusive portrait of the organization, visually and verbally.

However, one problem with our organization is that while it has a strong record in recruiting minority candidates, it is lacking in terms of its capacity to retain them. This means at the upper levels of management, minority candidates are not represented in the corporate hierarchy. This creates, to some…

Certain people are difficult to work with because they are unhappy in their lives or because they lack the necessary social skills and perceptions required to work with others. In many cases, difficult individuals can undermine morale and productivity of the working group if other members of the group react defensively or forget that it is not necessary to respond to every issue that is not directly related to the team's working objectives and goals.

Controlling Gut Reactions

I realize that I have limited patience for dealing with difficult individuals and that I tend to respond reflexively from my gut instincts in many situations. In the vocational environment, that can be counterproductive to the needs of the working group and the organization. By studying communications, I hope to learn to control my gut reactions to people and circumstances and to learn conflict resolution techniques that will enable me to work…

Management Theories

Historical records show that people always organized themselves in order to work together towards a common objective and they coordinated their efforts to achieve this objective (Accel-Team 2004). It was not until the latter part of the 19th century that the concept of scientific management entered history during the Industrial evolution, but management skills existed long before the 19th century. Ancient Egyptians built the pyramids, ancient Chinese erected the Great Wall of China, the Mesopotamians irrigated their lands and walled their cities and the omans of old put up their roads, aqueducts and notably Hadrian's Wall not without established and superb management standards of their leaders (Accel-Team) and massive obedience and coordination among the followers. The pyramids of Egypt, wonders of the world, each measure 75,600 square feet at the base, 480 feet high and consists of more than two million blocks of stone, each weighing 2.5 tons.…

REFERENCES

1. Accel-Team. (2004). Developments from Ancient History. Accel-Team.com. http://www.accel-team/scientific

2. Allen, G. (1998). Management History. Supervision. http://allie.dcccd.edu.mgnmt1374

3. Geocities. (2004). Human Behavior. http://www.geocities.com/the sydication/hr.html

4. McNamara, C. (1999). Very Brief History of Management Theories.  http://www.mapnp.org/library/mgmnt/history.htm

"The most important issues which have to be addressed here are precise monitoring (diagnosis) of current results and their comparison with what has been planned. Effective managerial control must always be followed by feedback for correcting initial plans " (http://www.bashedu.ru/konkurs/ibatullina/eng/function.htm).

The observation of the way in which people within an organization behave is of extreme importance. ut leaders and managers obtain feedback not just from observations, but directly from people. This provides them with a better understanding of the relation between the actions performed by the individuals and the beliefs which guide their behaviour. An efficacious control upon these factors implies the contribution to the creation and maintenance of a healthy organizational culture.

There are various strategies that an organization can choose to implement in order to make sure it preserves a healthy organizational culture. Among them we can mention the adoption of various principles, such as the following: a…

Bibliography

Baker, Kathryn (2002), Organizational Culture, 19 May, 2007, <

Four Management Functions, 19 May, 2007,  http://www.bashedu.ru/konkurs/ibatullina/eng/function.htm 

Schein, Edgar, H (1992), Organizational Culture and Leadership, San Francisco: Jossey -Bass Publishers

A manager's duty is not to be liked but to be effective; a manager remains firmly committed to the health of his or her organization by following rules, regulations, and guidelines. "A leader is someone who people naturally follow through their own choice, whereas a manager must be obeyed," ("The Difference between Management and Leadership," 1997). Effective managers and leaders both motivate and inspire people to reach their highest potential.

In order for a manager to create and maintain a healthy organizational culture, he or she should develop strong interpersonal awareness, including mediation skills and respect for diversity. As a director of development at a private Catholic high school, I work in a stimulating environment that requires ascription to rational and financial goals as well as to spiritual, ideological, and interpersonal goals. With a diverse student body and a diverse staff, I must retain a strong emotional as well as…

References

The Difference between Management and Leadership." (1997). Retrieved August 20, 2005 online at http://www.see.ed.ac.uk/~gerard/MENG/ME96/Documents/Intro/leader.html

Leading vs. Managing -- They're Two Different Animals." (2001). Online Women's Business Center. Retrieved August 20, 2005 online at http://www.onlinewbc.gov/docs/manage/leading.html

Maccoby, Michael (2000). "Understanding the Difference between Management and Leadership." Research Technology Management. Volume 43. No. 1. January-February, 2000. pp 57-59. Retrieved August 20, 2005 online at http://www.maccoby.com/Articles/UtDBMaL.html

Managing Across Cultures

Internationalization of the economy has influenced companies to operate their business globally. The global operation has impact managers with several challenges. Market, product, and production plans must be coordinated on a worldwide basis. The global operation necessitates organization structure to balance centralized home-office control with adequate local autonomy. As companies have started their business operation on the international front, the number of their employees has increased. Increase in the employee's abroad management is faced with new global challenges. The three broad international business management challenges were identified by the management gurus as follows (obert, Kossek & Ozeki, 1998):

a) Deployment: To get the right skills where it is required in an organization regardless of the geographical location.

b) Knowledge and creativity distribution: Spreading the knowledge and practices throughout the organization regardless of where they have actually originated.

c) Talent identification and development on global basis: To identify…

References

Drucker, P. (1988) The Coming of the New Organization. Harvard Business Review issue

January-February 1988

Fadel, J. & Petti, M (1997). International HR policy basics.

Global workforce issue April 1997, pp. 29-30

' The researchers did include one anecdote of a South African woman of Indian ancestry, and how she dealt with the unconscious racism of her colleagues, drawing upon a positive sense of community solidarity and avoiding some of the negative emotions such conflicts spawned in others. But other than her comment that professionalism and a strong sense of family identity was helpful in emotionally coping with racism, her remarks were not specifically insightful about working in a global, international organization in a formerly segregated area of the world.

Conclusion

The conclusions of the article regarding what organizational forces positively impact and do not impact identity seem fairly vague and generalized, despite the advantage that a case study format can have in terms of studying a highly specific context. Communication is suggested as the key to broaching identity conflicts, as well as having formal sensitivity training and grievance procedures. Although these…

Reference

Mayer, Claude H. (2009). Managing conflicts through strength of identity. Management Revue.

Retrieved through FindArticles.com on January 21, 2011.  http://findarticles.com/p/articles/mi_qa5454/is_200907/ai_n42039398/

The attitude of the followers toward the leader is another significant indicator of leader effectiveness.

esearch on performance-oriented and relationship-oriented behavior gave evidence that both the dimensions of behavior are necessary for leadership effectiveness (Dhar & Mishra, 2001, p.256). One thing that has proven consistent throughout the research of Dhar & Mishra is that regardless of the level of management there are certain characteristics that are necessary throughout in order for that person to be an effective leader. The characteristics that are consistent regardless of managerial level are Ability to facilitate, ability to influence, ability to be accountable, ability to build teams, ability to negotiate, ability to reward, ability to manage time, interpersonal orientation, and analytical skills. In contrast, there was a list of skills stated to be necessary depending on ones organization (Dhar & Mishra).

In conclusion, one could state that even though there are different levels of management…

Reference

Dhar, U., & Mishra, P. (2001, September-December). Leadership Effectiveness: A study of Constituent Factors. Jornal of Management Research, 1(4), 254-266.

Diversity Employment at IBM Proposal

Diversity at IBM

Selection of Corporation to Research

Diversity, Inc. recognizes corporations with awards for workplace diversity, where diversity is defined y a numer of characteristics descriing employment for all demographics not included in the group with the highest asolute employment and highest earnings (DiversityInc, 2011a). The fifty top companies for employment, earnings, retention and seniority among other categories are compared across demographic characteristics like race and ethnicity; sex and gender; age; disaility and educational ackground, among others. This proposal selects IBM as case study ecause of the historical leadership that firm has shown implementing equal opportunity in employment, as supported y a review of the literature (elow). IBM promotes its hiring, promotion and retention diversity on its corporate We site (IBM, 2011) and the academic and usiness literature seems to support that assertion.

Building Research Methodology from Precedent

DiversityInc's We page "Methodology" descries their…

bibliography justifies selection for supporting, justifying and providing precedent for research

If the right employee is chosen then the knowledge that they gain while abroad can be a valuable asset when they return home. They develop an intimate relationship with a different market than the parent company. This knowledge can help the parent company expand to meet the needs of a more diverse group of clients. There have not been many studies in this area at all. This study has a strong theoretical background based on a synthesis of existing knowledge in the field. It focuses on recent peer reviewed articles as the basis for its constructs. The study found that in order for repatriate knowledge to be useful, the company had to first have a sound knowledge management system in place. In addition, it had to have a strong multicultural knowledge management. This study used a study group of 16 expatriate employees to draw its conclusions.

The study focused on…

Selden, S. (2005). Human Resource Management in American Counties, 2002. Public Personnel Management.34 (1), 59-90.

Many studies in human resource management have focused on the federal and state level. This study was unique in that it focused on the county level. It focused on county government issues rather than those dealing with the private sector. The study focused on structural and political changes. The purposes of the study were to provide data that could be extrapolated to the general population in America. However, it focused on Los Angeles and surrounding counties. This area has a unique political, social and economic landscape. However, the uniqueness of this area was not addressed by the study. This data is only applicable to areas that are identical, or substantially similar to the counties in the study. It does examine some of the topics and concerns that could effect county governments in the rest of the country, but further examination of these areas would have to be conducted to determine their similarities and differences to the counties examined in this study. It is useful to this research because it does bring to light several issues that might be of concern in other areas of the country as well. However, extrapolating the data from this study alone would lead to skewed conclusions about the other county.

This study found that there are several barriers to county governments that place a damper on their ability to function as efficiently as possible. One of the key constraints is a tight labor market. Other factors that effect the ability to operate effectively are uncompetitive county salaries, budget constraints, procedural constraints, residency requirements, slow hiring processes, background checks and collective bargaining agreements. Many of these factors would apply to any county government and would result in similar difficulties. However, the key complaint about this study is that it failed to recognize differences in counties. For instance, Los Angeles County has a high population center. This type of county could not be compared to a rural county with a significantly lower population and different industry profile. This was an excellent study on counties in Southern California counties, but is cannot be applied to all counties in America, as the title implies. Diversity in County government was higher than in other counties around the country. This was another factor that cannot be extrapolated to other parts of the country.

Diversity Consciousness

Personal Growth

My reasons for taking this course include personal interest in diversity issues and especially in how diversity impacts social justice.

My diversity awareness has improved significantly after taking this course. The biggest impact the course has had is on opening my eyes to social injustices that continue to occur in the United States. I am more aware of both the causes and effects of injustice, and am more aware of the ways we can improve the society. I have also become aware of different types of diversity, including sexual orientation, gender, socio-economic class, and culture.

My diversity understanding has improved immeasurably. I understand the way a lack of diversity can harm an organization, as it is less capable of making sensible decisions. I also understand that diversity has a positive impact on all types of societies and organizations because people need to be exposed to different…

References

"Benefits of a Diverse Workplace," (n.d.). One Workplace Equal Rights. Retrieved online: http://www.oneworkplace.org.uk/controller6e39.html?p_service

Green, K.A., Lopez, M., Wysocki, A. & Kepner, K. (2012). Diversity in the workplace. EDIS. Retrieved online: http://edis.ifas.ufl.edu/hr022

Mayhew, R. (n.d.). Communication and diversity in the workplace. Houston Chronicle. Retrieved online:  http://smallbusiness.chron.com/communication-diversity-workplace-11389.html 

Phillips, K. (2009). Diversity helps your business: But not the way you think. Forbes. Retrieved online:  http://www.forbes.com/2009/06/02/diversity-collaboration-teams-leadership-managing-creativity.html

According to these authorities, "Workplace stressors often have detrimental effects on faculty job satisfaction and may lead to decisions to leave the institution or to leave higher education entirely. Although some degree of turnover is inevitable and perhaps desirable, high rates of faculty turnover can be costly to the reputation of an institution and to the quality of instruction" (p. 776). In many cases, the very faculty members that are adversely affected in this fashion are those the school district can least afford to lose, with a concomitant negative effect on those teachers who remain: "Too often the faculty who leave are those the institution would prefer to retain. Additional negative consequences of faculty turnover include costs for recruiting replacements, reduced integration within the academic department, disruption of course offerings, and diminished morale among those employees who remain in the organization" (Daly & Dee, p. 777).

In reality, the outcomes…

References

Aper, J.P. & Fry, J.E. (2003). Post-tenure review at graduate institutions in the United States: Recommendations and reality. Journal of Higher Education, 74(3), 241.

Becton, J.B. & Schraeder, M. (2004). Participant input into rater selection: Potential effects on the quality and acceptance of ratings in the context of 360-degree feedback. Public Personnel Management, 33(1), 23.

Broadnax, W.D. (2000). Diversity and affirmative action in public service. Boulder, CO: Westview Press.

Brownell, M.T., Ross, D.D., Colon, E.P., & Mccallum, C.L. (2005). Critical features of special education teacher preparation: A comparison with general teacher education. Journal of Special Education, 38(4), 242.

Microsoft contributes money, time, effort, and energy into supporting the value of diversity. Of course, it might be cynically observed that as a major international corporation, it is in Microsoft's interest to have a strong public relations image that is supportive of diversity, especially as computer science tends to be dominated by white males. But as a company with global ambitions, a diverse workforce can provide input into the needs and cultural assumptions of the various places where Microsoft is located or sells its goods and services. A diverse company also requires support structures to make the employees feel welcome, and the company's mentorship programs and other efforts create an atmosphere of diversity that cannot be bought, even though Microsoft has channeled considerable funds into its diversity and recruitment efforts.

Microsoft's attempts to interest young people in computer science are also useful, because they will fuse the Microsoft name with…

Works Cited

Fagerberg, Paul. "Microsoft: Numerous outreach and diversity programs are a hallmark of the company's commitment to inclusiveness." Black Collegian. 2003. 17 Mar 2007.  http://www.black-collegian.com/issues/1stsem03/microsoft2003-1st.shtml 

Microsoft Diversity Efforts Open Doors for Minority Students." Press Pass. Microsoft Website. Feb. 7, 2005. 17 Mar 2007. http://www.microsoft.com/presspass/features/2005/feb05/02-07Diversity.mspx

Young women meet it at Microsoft's DigiGirlz Camp." Diversity Careers.

Aug-Sept 2006. 17 Mar 2007. http://www.diversitycareers.com/articles/pro/06-augsep/dia_microsoft.htm

UPS has also started providing healthcare tools to its employees.

The company offers career development opportunities to its employees.

The company offers compensation and benefit plans to its employees, irrespective of their seniority.

Employees with relevant years of experience are rewarded and their services are recognized with pride, the employees are best viewed as invaluable resource for the company.

UPS has recently launched workplace flexibility initiatives.

New employees are trained according to their job requirement.

Launch of Employee Communication program, which offers employee with a chance of communicating with other staff via deployment of world wide employee portal.

Messages from Chairman and CEO are televised annually so that the employees can better understand the challenges and plans that company intends to pursue in near future.

UPS adopted human resource initiatives are internationally acclaimed. The company's major initiatives include Welfare to Work, School to Work, Earn and Learn, and the Community…

References

UPS Progress Report.

UPS Press Release.

Information and relevant details gathered from, www.ups.com

Diversity Training

The school aims to recruit students that will balance the spectrum of diversity. Before this can be accomplished however, existing and future employees of the university will need to be prepared. "Diversity is about encouraging and enabling all employees to draw on their talents, skills, and experience for the benefit of the business." (Bruno, 2004) Schools that are diversity sensitive will more often be prepared for the competitive recruitment markets and thus attract higher potential students and employees. The school has implemented the necessary training that will bring the entire student recruitment process together.

No matter what the level of need, a good diversity training program will maintain the most important aspects of the school's initiative. Diversity training has been proven to reduce the potential for misunderstandings, conflict and litigation which is often related to basic differences in communications and expectations. "All of the admissions staff has been…

Works Cited

Bruno, Jeanne-Marie (2004). "Implementing Diversity in a Meaningful Way." American Works Association Journal, Vol. 96(10), 47.

Lehigh University (2005). Lehigh University Home Page. Retrieved on 8 February 2005, from  http://www3.lehigh.edu/path/visitors.asp .

Lehigh President's Speech. (n.d.) "Diversity Speech."

Diversity

And more women and people with disabilities will be on the job." (Cited on "Building and Maintaining a Diverse and High Quality orkforce," 2000, Diversity Guide Homepage)

Cons

The difficulties of creating a diverse workforce in proportion to the larger population should not be underestimated, however necessary a more representational workforce may be. First there is the question of what 'America' is the workplace mirroring -- that of the regional population, if it is a small company, or that of the international community that a multibillion dollar enterprise strives to serve? Proportional representation must be judged in relation to the type of company, its outreach, and the pool of available competent workers.

Secondly, a highly diverse environment may undercut the benefits of a cohesive organizational culture, if steps are not taken to continue to create a sense of common purpose. Thirdly, too strictly relying upon proportionality can result in hiring…

Works Cited

Michael Boyd. (2006) "Achieving Diversity in the Workforce." CIO Magazine. Retrieved 12 Aug 2006 at  http://www2.cio.com/analyst/report310.html 

Building and Maintaining a Diverse and High Quality Workforce." (25 Jun 2000) Diversity Guide Homepage. Retrieved 12 Aug 2006 at  http://www.opm.gov/Diversity/diversity-2.htm#sec2-1 

Melissa Lauber. (1998) "Studies show Diversity in the Workplace is Profitable." Retrieved 12 Aug 2006 at  http://www.villagelife.org/news/archives/diversity.html 

Wentling, R.M. & N. Palma-Rivas. "Current Status and Future Trends of Diversity Initiatives in the Workplace: Diversity Experts' Perspectives." MDS-1082 Study. Retrieved 12 Aug 2006 at http://vocserve.berkeley.edu/Summaries/1082sum.html