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"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 boards for many organizations. Learning the how, why and when of diversity in the workplace is the next big step for companies, in particular those organizations competing in the global marketplace. Diversity in the workplace must be more than numbers and demographics, according to the literature in this paper. It is a moral imperative and in addition it should be an intelligent, insightful and practical business policy.
Diversity is not a new concept in the workforce, but…
Childs, J.T. (Ted). (2005). Managing Workforce Diversity at IBM: A Global HR Topic That
Has Arrived. Human Resource Management, 44(1), 73-77.
Demuijnck, Geert. (2009). Non-Discrimination in Human Resources Management as a Moral Obligation. Journal of Business Ethics, 88(1), 83-101.
Dijk, Hans van, Engen, Marloes van, and Paauwe, Jaap. (2012). Reframing the Business Case for Diversity: A Values and Virtues Perspective. Journal of Business Ethics, 111(1), 73-84.
Cultural diversification is a term that has become very popular in the recent years, especially among the people working in various organizations. A lot of concerns have arisen due to the flow of the immigrants into the major cities of the United States. Due to the arrival of the immigrants and the varying concerns of the people, a lot of human and civil rights organizations have started to ask the authorities to pay attention to this matter. There are many organizations where a need for the trainings and lectures regarding the cultural diversity has been felt by the officials for the employees. This trend and need has mainly taken place after the September 11 incident. Therefore, in today's world the understanding and acceptance of cultural diversity by employees in a workplace is of crucial importance for the successful management, leadership and running of an organization. Today the term…
Black Enterprise. (2001). Managing a multicultural workforce. Black Enterprise Magazine (July).
Devoe, Deborah. (1999). Managing a diverse workforce. San Mateo, CA: InfoWorld Media Group.
Esty, Katharine, Richard Griffin, and Marcie Schorr-Hirsh (1995). Workplace diversity. A managers guide to solving problems and turning diversity into a competitive advantage. Avon, MA: Adams Media Corporation.
Flagg, Alex. (2002). Managing diverse workgroups successfully. United Behavioral Health website (members only section). Available on the World Wide Web at http://www.ubhnet.com. Date visited, February 8, 2002.
A good advertisement will demand candidates with a "demonstrated ability to work effectively in a diverse work environment," and there must be an effort to recruit a diverse applicant pool from a wide range of sources, universities, and regions of the country and world (Chapter 12, University of California at Berkley, 2007). Using a panel interview format with a diverse human resources team that is representative of the company creates a positive and representative face of the company. It is also essential that appropriate accommodations are made for disabled applicants.
ithin the workplace, a real endorsement of diversity by the leadership is required. More than any other component, if employees do not feel that the leadership takes diversity seriously, they will not take diversity seriously in their endeavors. Clear mission statements reinforcing diverse values, sensitivity training, and creating mentoring and support groups are essential components of managing a diverse workforce…
Chapter 12: Managing diversity in the workplace. (2008, June 8). Guide to Managing Human
Resources. University of California at Berkley. Retrieved February 20, 2009 at http://hrweb.berkeley.edu /GUIDE/diversity.htm
Marquis, Jefferson P., Nelson Lim, Lynn M. Scott, Margaret C. Harrell, & Jennifer
Kavanagh. (2006). Managing diversity in corporate America: An exploratory analysis. The Rand Corporation. Retrieved February 20, 2009 at http://www.rand.org/pubs/occasional_papers/2007/RAND_OP206.pdf
orkplace Diversity Training
First Activity -- Feeling Different
In this activity a group of workers (from diverse cultures) are asked to participate in a diversity training session, and they arrive in a room together waiting for instructions. They are asked to take a seat. The seats are arranged in a big circle.
(One) The leader of this activity asks each participant to recall a time when they felt different from everyone else around them. Did you ever walk into a room and you were the only African-American person, or you were the only male in a room full of females? Maybe there was a time when you were the only person who spoke Spanish, or the only person who spoke English -- what was it like to experience that incident?
(Two) Each participant is asked to think of just ONE ORD that explains how it felt to be the only…
Belcher, Lynda Moultry. (2010). Diversity Ideas & Activities for the Workplace. Demand Media. Retrieved September 5, 2012, from http://smallbusiness.chron.com .
Fagnani, Stephanie. (2010). Diversity Training Activities in the Workplace. Demand Media.
Retrieved September 5, 2012, from http://smallsusiness.chron.com.
Lambert, Jonamay, and Myers, Selma. (1994). 50 Activities for Diversity Training. Amherst,
They dropped back slightly to 1.5 million in 2002" (Mason-Dreffen 2003). Those increases occurred despite the fact that age discrimination can be difficult to prove, although the Supreme Court had eased the plaintiff's burden of proof (Ormsbee 2002). Song 2001
University of California at Davis professor of computer science, Dr. Norman Matloff, noted that in the IT world, "old" can begin at age 35. In addition, "The market has become more difficult for older workers since Congress passed a bill in 1998 that doubled the number of foreign high-tech workers from 65,000 to 115,000 that could be brought into the country under 'H1-B' work visas" (Matloff, quoted by Song 2001). Since Matloff was interviewed, the cap has been raised to 195,000 (Song 2001).
Despite this, in 2000, 843,000 IT jobs went unfilled, with about 20% of those being the programming positions Matloff said were at the heart of the problem…
Besi, J.R., & Kale, B.D. (1996). Older Workers in the 21st Century: Active and Educated, a Case Study. Monthly Labor Review, 119(6), 18+. Retrieved January 27, 2005, from Questia database, http://www.questia.com .
Clogston, R. (1989, March 23). Age discrimination still plagues older engineers; many years of experience may actually be detrimental to an EE's career. EDN. Retrieved January 28, 2005 from Highbeam Research, http://www.highbeam.com .
Cohen, A. (2003, March 2). Too old to work? New York Times. Retrieved January 27, 2005 from Highbeam Research,
I would consider Sussman's model, based on Johari's window, and consider whether John is truly prejudiced or simply naive about how to talk in multicultural settings. He may be mildly prejudiced and say such things as "Why don't foreigners learn to speak proper Englsh," but only around people for whom English is their first language.
If it appears that John is significantly prejudiced, then I would direct him to cultural sensitivity training. However, if he is just culturally naive, I would then give him a few pointers so he can avoid developing a perception of him as prejudiced among people who have not had a chance to get to know him well yet. y addressing the issue in the larger context of overall performance, John would get lots of positive feedback, allowing him to take this one point as constructive criticism.
Augsberg College. "The Johari Window: A Graphic Model…
Augsberg College. "The Johari Window: A Graphic Model of Awareness in Interpersonal Relations." Accessed via the Internet 6/6/05 http://www.augsburg.edu/education/edc210/johari.html
Kunigis, Allan. 1997. "Ten steps for communicators to boost organizational diversity." Communication World, April. Communication World; 4/1/1997;
Sussman, Lyle. 1997. "Prejudice and Behavioral Archetypes: A New Model for Cultural-Diversity Training." Business Communication Quarterly, Vol. 60.
As mentioned earlier, it is good for companies to be diverse because many workers have different situations that they are dealing with. Childcare is a major issue with many workers and now there are several companies that offer onsite childcare. This option takes a lot of stress off of the parents of having to drop the children off to daycare and then rush in the evenings to pick them up before the center closes. Workers who take advantage of this option have the convenience of checking on their children during break time and even having lunch with them. There is less separation time between parent and child which makes the parent more at ease. on-site childcare is a perfect example of how employers can help their staff to achieve work/life balance.
Another thing employers are doing is allowing more time off for employees to take care of their loved ones.…
.. A series of symbols used to represent things. [and it is] a process of "coding and then decoding these symbols" (Lewis, 2006). And what must never be lost is that both speaker and listener are stakeholders in the process. Moreover, when the peaceful management of culturally diverse workers is pivotal to the success of a company, it's important to remember that "intention is not a necessary condition for communication," and one may try, but one doesn't always communicate what one intends to communicate.
It is also relevant to touch on the work of Gregory Bateson; in researching possible solutions and definitions towards the management of "complex environmental problems" (Tognetti, 1999), Bateson believed, in the paraphrase of Sylvia S. Tognetti, that "one of the major fallacies of the scientific community is the premise that it is possible to have total control over an interactive system of which oneself is a…
Brett, Jeanne, Behfar, Kristin, & Kern, Mary C. "Managing Multicultural Teams." Harvard
Business Review. (2006).
Hampden-Turner, Charles, & Trompenaars, Fons. Riding The Waves of Culture: Understanding
Diversity in Global Business. New York: McGraw-Hill, 1998.
The patients ae the one that will suffe the consequences in the fist place. This will futhe influence the hospital's image and futue activity. Eventually, the peson held esponsible fo any possible damage is the HR manage.
The HR manage also has the altenative of eopening the seach. But this does not mean that the outcome will be diffeent. It is vey unlikely to find a moe suitable candidate fo the job than D. Soysa and with less issues of debate.
As a consequence, the HR manage would find himself in the same situation as befoe. Even moe, exta esouces will have been wasted fo anothe seach. He would also have the financial aspect to explain.
In my opinion, the HR manage should hie D. Soysa as the new nusing diecto, despite the seach committee's opinion. Communication is vey impotant in this situation. The HR manage should ty to change…
But the decision is entirely up to the HR manager. Of course, he should take into consideration the search committee's recommendations and to discuss with the members his choices of candidates.
The HR manager must make proof of great tact and diplomacy in this situation. He cannot take a completely opposite stand to that of the search committee's members. Even if the decision is up to him, the HR manager must not impose his decision on the search committee's members.
This would mean that he does not take into consideration the search committee's job and recommendations. Instead, the HR manager should try to convince the search committee's members that Dr. Soysa is the best candidate for the nursing director position and he should try to focus their attention on her qualities and not on the causes of distress. He should also draw their attention towards the fact that they are discriminating the candidate.
Culture: Workplace Diversity and Managing Differences
An Experience of Sexual Harassment
Numerous definitions have been put forth to explain the term 'sexual harassment'. I, personally, think of sexual harassment as any form of degrading comments, gestures, or sounds directed at a person on the basis of their sex, even when there is no physical contact involved. A friend of mine had this male supervisor who just wouldn't stop making funny comments -- 'that skirt doesn't work for you', 'you need something shorter', 'why can't we just run off and get married?', and so on; and he would do so even when there were people around. Well, at first she considered this to be his 'unique' way of showing appreciation, but when push came to shove, she confronted him. The advances, however, still went on, and she was disturbed by the fact that he looked at her as an object and…
Lussier, R. (2008). Management Fundamentals: Concepts, Application, Skill and Development (4th ed.). Mason, OH: Cengage Learning
Masters, M.F. & Albright, R.R. (2002). The Complete Guide to Conflict-Resolution in the Workplace. New York, NY: AMACOM
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 2003, the Silent or Veteran generation workers, were ages 61 to 78. Today, according to Collins, these individuals may be working in their second or third career. Even though this particular generation contributes a small portion of the workforce, the Silent possesses years of experience, knowledge and wisdom to the workplace. "As a result of surviving the Great Depression, this generation has become discerning and cautious. Their ability to adapt to rapid change is limited; however, this reluctance provides younger…
A new study says that mandatory diversity training backfires: After looking at data from 830
workplaces, researchers discovered that sensitivity seminars and their ilk led to declines in the number of women and minorities in management. (2008). National Review.
National Review, Inc. Retrieved June 25, 2009 from HighBeam Research:
In “Managing a culturally diverse workforce: Diversity perspectives in organizations,” Podsiadlowski, Groschke, Springer, et al (2013) present two different but related studies on how Austrian workplaces manage diversity. Both studies address ways organizations conceptualize diversity and leverage diversity. The first study uses interview data to gain insight into how organizational cultures reflect either a diversity approach or resist diversity. The second study involves the development of what could become a standardized test for diversity perspectives. Goals of the questionnaire include measuring perceived threats and benefits of diversity in the workplace. The authors acknowledge the importance of diversity management, and increasing understandings of how to develop a diversity framework that reflects the organization’s mission and values. Similarly, the authors emphasize the significance of developing a framework for diversity as globalization leads to more diverse workforces.
To operationalize the definition of diversity, the authors suggest that all aspects of diversity including gender,…
Podsiadlowski, A., Groschke, D., Kogler, M., Springer, C. & van der Zee, K. (2013). Managing a culturally diverse workforce. International Journal of Intercultural Relations 37(2013): 159-175.
Recognizing diversity is one of the most important factors that managers and businesses have to face today (Wong & Chin, 2016). Diversity is a part of the human experience in the global environment that persists virtually in every setting around the world. Diversity is not just a matter of culture, however; it is also a matter of generation. As more and more generations merge in today’s workplace, understanding the differences that set them apart and the ways in which they can most effectively be managed is crucial to successful leadership. This paper will describe the issues and challenges faced by generation X while managing Generation Y, explain how Maslow’s hierarchy of needs theory can be used to improve diversity, and highlight three large U.S. companies at the forefront of effecting change through diversity and inclusion.
Issues and Challenges Faced by Generation X While Managing Generation Y
Darling-Hammond, L. (2015). Want to close the achievement gap? Close the teaching gap. American Educator, 38(4), 14-18.
Gajjar, T., & Okumus, F. (2018). Diversity management: What are the leading hospitality and tourism companies reporting?. Journal of Hospitality Marketing & Management, 27(8), 905-925.
Katz, J. H., & Miller, F. A. (2018). Diversity and Inclusion in OD. OD Practitioner, 50(4), 16-21.
Kruskal, J. B., Patel, A. K., Levine, D., Canon, C. L., Macura, K. J., Allen, B. J., & Meltzer, C. (2018). Fostering diversity and inclusion: a summary of the 2017 intersociety summer conference. Journal of the American College of Radiology, 15(5), 794-802.
Kultalahti, S., & Viitala, R. (2015). Generation Y–challenging clients for HRM?. Journal of Managerial Psychology, 30(1), 101-114.
Logan, N. (2016). The Starbucks Race Together Initiative: Analyzing a public relations campaign with critical race theory. Public Relations Inquiry, 5(1), 93-113.
Wong, N. & Chin, Y. (2016). Issues and Challenges Faced by Generation X While Managing Generation Y. International Journal of Business and Social Science, 7(2), 167-170.
A diverse workforce consists of individuals from a wide range of cultures, standpoints and background is pivotal. Organizations that generate inclusivity within the workplace setting and hearten success amongst all personnel outperform their rivals. Organizations that embrace and implement diversity have better performances in the market. Statistics indicate that for every 1 percent increase in gender diversity, there is an increase in organizational revenue by 3 percent. Furthermore, greater levels of ethnic diversity result in an increase in revenue generated by almost 15 percent. It is also imperative to note that in the present day, progressively more individuals have become cognizant and 67 percent of lively and inactive job seekers assert that when assessing organizations and job offerings, it is imperative to them that the organization has a diverse workforce. In recent times, companies across the globe are outrivaling and taking more initiative with respect to diversity hiring (McSweeney,…
McSweeney, M. (2016). Companies Around the World that are Embracing Diversity in a Big Way. Social Talent. Retrieved 23 July,2018 from: https://www.socialtalent.com/blog/recruitment/10-companies-around-the-world-that-are-embracing-diversity
Diversity MBA Magazine. (2012). Inclusion & Diversity: Accenture’s Journey Forward. Retrieved 24 July, 2018 from: http://diversitymbamagazine.com/inclusion-diversity-accentures-journey-forward
Accenture. (2018). Gender Equality Research. Retrieved 23 July, 2018 from: https://www.accenture.com/us-en/gender-equality-research
Accenture. (2018). Inclusion & Diversity. Retrieved 24 July, 2018 from: https://www.accenture.com/us-en/company-diversity
Diversity Inc. (2018). Accenture. Retrieved 24 July, 2018 from: https://www.diversityinc.com/accenture
Cultural Diversity and Motivation
Explain how cultural diversity influences motivation in learning and training, and what you might do to increase the motivation of individuals in a culturally diverse workplace.
While cultural diversity can positively influence a workplace by facilitating respect for other cultures and helping people to develop their awareness of the differences between various peoples all over the planet, it can also present an obstacle for some, if prejudice and bias are present beneath the surface. Sometimes the obstacles do not even have to be that sinister—they can simply stem from misunderstandings and miscommunication between people of different cultural backgrounds. As the Hofstede model of cultural inputs shows, people from different socio-cultural backgrounds will have different approaches to making affirmations, communicating, how gender roles should be filled, and so on (Hofstede, 1980). So in a workplace environment where there is a great deal of cultural diversity, there is…
Hofstede, G. (1980). Culture’s consequences: International differences in work-related values.Beverly Hills, CA: Sage
Holder, A., Jackson, M. A., & Ponterotto, J. G. (2015). Racial microaggression experiences and coping strategies of Black women in corporate leadership. Qualitative Psychology, 2(2), 164.
Riccucci, N. (2018). Managing Diversity In Public Sector Workforces: Essentials Of Public Policy And Administration Series. New York, NY: Routledge.
Diversity and Motivation
Human esources Manager of a good company would have an extremely responsible job on his shoulders. He would, in essence, be responsible for the well being of the employees of the company as well as for their efficient working in a manner that would bring profit for the company and not a loss. If he were to neglect his duties, the company would suffer, as would the employees. The success and proper utilization of the tremendous responsibility of the human resources manager lies in his understanding and grasp of the major concerns of the company he is working for, as well as certain management issues that would prove beneficial for the better functioning of the company. The primary concern of the manager of today must be an understanding of 'workplace diversity'.
What is diversity? It is the basic concept that no matter whom you are or what…
Employee Motivation in the Workplace" (2004) Retrieved at http://www.accel-team.com/motivation/. Accessed on 12 September, 2004
Employee Rewards" Retrieved at http://www.accel-team.com/motivation/employeeRewards_00.html. Accessed on 12 September, 2004
Executive Information Systems" Retrieved at http://www-users.cs.york.ac.uk/~kimble/research/ak/eis.html#_Toc329100790Accessed on 12 September, 2004
Improve Your Company Performance" Retrieved at http://www.gainshare.co.nz/. Accessed on 12 September, 2004
Diversity Socialisation for Newcomers
Head of Human Resources
XYZ Investment Limited
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…
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
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;…
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
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…
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.
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)
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…
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
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…
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.
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.…
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.
This helps individuals to feel as if they do not have to choose between being good parents or good employees. It gives them personal places to connect with their families and areas to de-stress and reinvigorate their minds and body over the course of the workday. Also, incorporating education about different cultures and attitudes is another effective strategy for management. This can increase the ability for work not to simply seem like work, but to be invigorating for the individual's mind and life development. On a macro level, workplace education helps the corporate organization create better employees and better teams, and also may even help with their global strategy. For example, a Japanese-American woman who can discuss, during a sensitivity training session, her parent's different attitudes to aging, health, and medicine, and gender relations might give ideas to an advertising team later on how to pitch a new product to…
diversity in the workplace and how it affects those who work at the company. The writer explores the different diverse populations such as gender, age, race and personalities and discusses the problems and benefits of such diversity. The writer also discusses solutions to various problems that may arise.
As the world continues the process of globalization workplace diversity is becoming more and more common. The world will only become grayer as cultural and geographical walls are dismantled and in their place a blended society will emerge. The diversity in the workplace is something that has been addressed in seminars and theory classes for many years but the actuality of its existence on a day-to-day basis is something that is fraught with benefits as well as negatives. Diversity in the workplace can be a positive aspect for any company if it is cultivated as a positive aspect, or it can turn…
Robert M. Roen, Q&A: Defining Workplace Diversity., EEO BiMonthly, Equal Employment Opportunity Career Journal, 02-28-1995, pp PG.
Watkins, Ed, The greening of diversity. (workplace diversity in hotel industry). Vol. 54, Lodging Hospitality, 08-01-1998, pp 10(1).
Johnson, Nancy Brown, Understanding the impact of human resource diversity practices on firm performance., Journal of Managerial Issues, 07-01-2001, pp 177.
Diversity Workplace religio
Borstorff, P., Arlington, K. (2010). The Perils of Religious Accommodation: Employees' Perceptions. Proceedings of the Academy of Legal, Ethical and Regulatory Issues, 14 (1), 1-6.
The Perils of Religious Accommodation: Employees' Perceptions attempts to analyze, and to a certain degree to quantify, the effectiveness of employers in the workplace in their allowance for differences in faith in terms of religious oservance for their employees. The primary methodology for this particular source was to conduct a voluntary, confidential online survey of 80 people with gainful employment to determine their opinions aout the effectiveness of their varying employers' work-related policies regarding religion. Significantly, the majority of those surveyed (83%) were of Christian faith. Findings revealed that employers are not doing enough to accommodate for the differences in religion found in a country (U.S.A) with increasing levels of immigration and religious diversity. Approximately half of the respondents indicated…
bibliography include discerning exactly which information is important enough to be included in the summary, and which of it should be overlooked. It is also difficult to include concepts without directly quoting or including a reference to the source. However, it should be noted that the value in such bibliographies is that they offer succinct summaries of information which correlates to a larger research project. The greatest challenge in undertaking such an assignment, however, is in the condensing of an entire journal article's worth of information, outlooks, recommendations and study methods, into a single paragraph.
Professional Demeanor and Interaction Skills are the best
While human physiology's high receptiveness to positive socializing is an established fact, this discovery's significance in the organizational context has remained largely unexamined. I can cite two personal examples in a corporate setting (dealing with meeting and socialization practices) for demonstrating the way the relationship between physiology and positive socializing facilitates fresh hypothesizing with regard to the impact of organizational contexts (practice patterns, in this instance) on physiological resourcefulness of personnel via positive socializing. For instance, some firms' socialization endeavors take the form of routine rotation of employees across different departments (EMILY D. HEAPHY & JANE E. DUTTON, 2008).
Interactions at the workplace have an effect on energy levels both in the home environment and at work; furthermore, they shape healthy behaviors. Scholars who have analyzed this aspect have found that their study participants are less patient, tolerant, and inclined to complete…
marketplace, employers recognize that success requires attracting a talented workforce. Talent comes from all sources. Doing more than simply accommodating changing demographics, successful organizations have come to value the contributions that people from differing backgrounds bring to the workplace. To recruit and maintain a diverse workforce, an employer must have a plan for creating a work environment that makes all of its employees feel welcome."
In corporate settings, demographics of the organization play a large part in the workings of that organization.
Large corporate settings by and large indicate hierarchies and bureaucracy and, in many cases, people within the organization can feel that their diverse viewpoints, needs and backgrounds are stifled or simply not heard.
Also, problems of stereotyping, sexism, racism, and lack of upward mobility are problems that affect many members of a diverse workforce.
These problems often breed inefficiency in the workplace and at times, workplace conflict.
Managing Team Conflict." December 21, 2002. http://www.eng.uttyl.edu/usr/tcrippen/home/MENG4214/Team_Conflict.html
Team Building Workshop" December 22, 2002. http://nadabs.tripod.com/team/conflict1.html .
Diversity Initiatives for the Workplace, http://www.webster.edu/sa/APATemplate/Webster%20University%20APA.doc ..
The second is the business perspective, based on the idea that diversity is beneficial to the firm. Under this perspective, demographic criteria are a proxy for concepts such as different values and belief systems. Businesses benefit from hiring more minorities not because the office looks more balanced, but because minorities offer different perspectives and ideas.
The third research question was "What role does culture play in the definition of diversity?" This is a fairly subjective question. It could be answered on the basis of the literature review, but is not addressed in the survey. The business perspective as noted in the discussion of RQ2 would imply that culture is important. To answer this question properly, however, either study of academic literature (HR journals, sociology journals or management journals) could be conducted, or businesses could be studied/HR practitioners interviewed.
The fourth research question was "Why are women, blacks, Asians, Hispanics, and…
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
Every state or a country has some ethnic minorities. These minorities are basically the groups that differ in their language, religion or…
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
Diversity in the Workplace
With globalization, different people ascribing to different cultures have crossed national borders in search of greener pastures. Similarly, multinational companies have expanded their operations across different countries bring about issues of cultural diversity in the workplace. While diversity brings about increased efficiency due to the expertise and varied methods of pursuing tasks, diversity may result into numerous challenges such as culture shock and disagreements. The following study endeavors to discuss how diversity in the workplace is related to and might be promoted to democracy.
Estlund (2003) posits that the workplace is an important site for the creation and maintenance of social capital and networks of trust and norms that aid people to pursue shared objectives. The workplace is an essential avenue establishing social connections across typical divisions of gender and race. With increased emigration, different people from different family, cultural, and religious backgrounds are increasingly working…
Levine, D. (2003). "The Ideal of Diversity in Organizations." The American Review of Public Administration, 33 (3): 278-294
Selden, S. And Selden, F. (2001). "Rethinking diversity in public organizations for the 21st Century: Moving toward a multicultural model." Administration & Society, 33 (3): 303-329
Cheney, G. (1995). "Democracy in the Workplace: Theory and Practice from the Perspective of Communication." Journal of Applied Communication, vol. 23: 167-200
Estlund, C. (2003). "Working together: How workplace bonds strengthen a diverse democracy." New York: Oxford University Press Inc.
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,…
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 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…
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
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…
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:
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…
"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:
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?
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,…
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
What is Diversity?
The term diversity refers to the combination of ethnicities, cultures, genders and ages within a large or small group of individuals.
List and discuss the six areas that Cox and Blake proposed as reasons for valuing diversity. What other reasons for valuing diversity can be added to this list?
Cost -- The failure to effectively diversify an organization's human resources almost always comes with substantial costs. Most often, minorities are overlooked in the workplace and become highly dissatisfied in their positions; thus causing high turnover rates.
Resource Acquisition -- Knowing that members of cultural minorities represent growing segments of the labor force, it is important for firms to effective consider and subsequently acquire these valuable resources.
Marketing -- An organization's capacity to appreciate its diverse workforce will directly carry over into marketing efforts to diverse consumer groups.
Creativity and Problem Solving -- People from different cultural…
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…
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
Thus it is important that diversity initiatives focus on these differences and help individuals understand one another's perspectives in order to maximize understanding and facilitate positive interactions in the workplace.
There are also many stereotypes that exist with regard to gender. There are those for example that believe that men are 'natural leaders' because they are more likely to exhibit traits including aggression and assertiveness. However most of these traits may be attributed more to gender stereotyping rather than the actual ability of a man or a woman to be an effective leader (Essed & Gircour, 1996).
It is vital that a diversity program incorporate a wide range of training mechanisms that help individuals overcome the gender roles that they might feel they are 'assigned' so that there true 'colors' may come out and they can excel as much as possible on a personal and a professional level.
Barrick, M.R., Higgins, C.A., Judge, T.A. & Thoresen, C.J. (1999). "The big five personality traits, general mental ability and career success across the life span." Personnel Psychology, 52(3): 621
Essed, P. & Gircour, R. (1996). "Diversity: Gender, color and culture." Amherst:
James, E.H. & Murrell, a.J. (2001). "Gender and diversity in organizations: Past, present and future directions." Sex Roles: A Journal of Research
Klimely, a. (1997). "Diversity programs: Coming of age." Black Enterprise, 27(12):115
We live in a world full of diverse people, and all these diverse people interact with each other. Most of the time, the differences between two people don't really matter much: it does not matter whether the person who checks out your groceries is gay or straight, black or white, male or female. However, in the classroom and the workplace, differences may complicate interactions some, leading to confusion or even arguments (Mendelson & Mendelson, 1998).
In the workplace, people tend to hold stereotypes regarding their co-workers based on all sorts of things: sexual identification, ethnicity, education, socio-economic status. While some of this may be prejudice, there are legitimate differences between groups of people. One easily spotted difference involves ethnicity. A person's ethnicity will affect personality. A person with strong Asian influence may resist answering know when someone makes a request. However, people should keep in mind that a wide…
Mendelson, Jack L., and Mendelson, C. Dianne. 1998. "An action plan to improve difficult communication (promoting diversity in the workplace)." HR Magazine, Oct.
National Apartment Association (NAA). 2004. "Diversity in the workplace: Equity Residential is on a mission." Units, Jan. 12.
Neale, Margaret A. 1999. "Why Differences Make a Difference: A Field Study of Diversity, Conflict, and Performance in Workgroups." Administrative Science Quarterly, Dec.
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 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…
2) Verizon's commitment to diversity meets the needs of America's changing demographics. Visible minority groups are becoming an increasingly large portion of the population, to the point where in some border states certain groups are projected to be the largest ethnic group in the coming years and decades.
In the face of such demographic shifts, a diverse workforce can be a powerful tool for sustainable competitive advantage. It captures a greater share of an underutilized source of talent. For example, Diversity Inc.'s top 50 employs 17% of college-educated blacks, Asians, Latinos and Native Americans, despite only employing 5% of the nation's workforce. This in turn acts as a draw for future graduates from these groups, as well as for non-graduates. Verizon's customer base cuts across all lines of race and gender, and having such a diverse workforce allows for them to better understand their customers, and thus better meet their…
Editors of Diversity Inc. April 2, 2008. The 2008 DiversityInc Top 50 Companies for Diversity.
Henry, Pamela K. Diversity and the Bottom Line: Prospering in the Global Economy. Turn Key Press. Austin.
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., 2000). It is important to validate people's values and then move on to looking at the specific behaviors that cause pain and problems within individuals.
hat's being said and how it's being said is very important to keep in mind when developing the curriculum for the diversity training program. At the beginning of the program, the trainer states their intentions of the program and asks that participants refer to the diverse issues that come up, during the session, with the…
Fisher, Anne. "How You Can Do Better on Diversity." Fortune 15 Nov. 2004: 150.10.
Karp, H.B. & Sammour, Hael Y. "Workforce Diversity: Choices in Diversity Training Programs & Dealing with Resistance to Diversity." College Student Journal 34.3 (2000): 1-8.
Rodriguez, Alicia. "A Diversified Workforce Fosters a Climate of Innovation." Florida Diversity. 2004. Infosoft Group, Inc. 7 May 2005 http://www.fldiversity.com/article.asp?pagemode=1&aid=793 .
Scully, Maureen, and Rowe, Mary. "Helping Bystanders take Responsibility for Diversity." Diversity Central. 2005. Diversity Hotwire. 7 May 2005 http://www.diversityhotwire.com/business/feature_summary.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
Cox models have be used by many organizations to deal with conflict resolution issues, including those with diverse populations. In Cox analysis, the change model for work on company diversity has provided an effective approach to establishing and maintaining diversity in workplaces. hen we review this issue, leadership is the key aspect here because this situation raises core questions about the company leadership's philosophy, vision, strategy and integration. Leadership in such situations has been found to be critical in guiding organizations during times of social change, especially with regard to dealing with diverse populations in work places. In such situations, sensitivity training has been successful if combined with a cost benefits analysis. hile it might be "nice" to treat people with respect, it has statistically been proven that such efforts are enhanced when employee stakeholders find that the issue impacts their own bottom lines. They, they have a personal stake…
Cox, Taylor. (1991). The multicultural organization. Academy of Executive Management, 5 (2), 37-47.
Facts about discrimination based on sexual orientation. (2011).
Retrieved from http://employment.findlaw.com/employment/employment-employee-discrimination-harassment/employment-employee-other-discrimination-top/employment-employee-other-discrimination-facts.html .
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…
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
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…
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.
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…
In the case of the aby oomers, they represent 76 million people. (Reeves, 2005) For many organizations, this is troubling, as they have no way of being able to replace the loss of talent that they are facing. When the workforce is more diverse, these kinds of effects are not as big of an issue, as the company can be able to hire new employees to replace those who are retiring. This will allow the business to be able to adapt, to the different challenges from the retirement of aby oomer employees. As those organizations that embrace diversity, will continue to innovate when many of their key competitors, are losing talented employees to retirement.
Clearly, those companies that can be able to embrace diversity in the workplace will be able to respond to various changes that are taking place, because of globalization. Where, the competitive pressures have become so extreme…
Diversity. (2010). Coca Cola. Retrieved from: http://www.thecocacolacompany.com/citizenship/diversity.html
Mason, A. (2009). The Future of Jobs in America. CBS News. Retrieved from: http://www.cbsnews.com/stories/2010/01/05/eveningnews/main6059551.shtml
Reeves, S. (2005). An Aging Workforce Effects. Forbes. Retrieved from: http://www.forbes.com /2005/09/28/career-babyboomer-work-cx_sr_0929bizbasics.html
One of the greatest challenges in education today is the fact that the basic demographic of the average student body has changed significantly over the last decades. This poses challenges not only in terms of cultural programs and inclusion, but also in terms of intellectual abilities and background. This is particularly the case in tertiary education. In most cases today, students come from many different backgrounds in terms of schooling and level of education. This poses challenges in terms of preparing students for the rigors of tertiary academic work. In addition to this and the great variety of cultural backgrounds represented on United States campuses today, there is also the challenge of preparing students for the world of work. Most workplaces today require some level of tertiary education. It is simply impossible to handle the rapid developments in terms of technology today without some sort of post-secondary qualification.…
ACPA and NASPA (2010, Jul. 24). Professional Competency Areas for Student Affairs Practitioners. Retrieved from: http://www.naspa.org/images/uploads/main/Professional_Competencies.pdf
Prescott, B.T. (2012, Oct. 4). What Demographic Changes Mean for Colleges and Counselors. The Chronicle of Higher Education. Retrieved from: http://chronicle.com/blogs/headcount/what-demographic-changes-mean-for-colleges-and-counselors/31958
Diversity and Environment
Diversity as an object of sociological analyzation comes from the idea that diversity is an issue that affects everyone. The way society is shaped, the way that it functions, and the way that it is structured all have histories in the way that diversity has interacted with each other (Bonacich 1973). From a sociological perspective, diversity is what defines a society. Focusing on one of its most important and influential aspects, the idea of diversity has guided the way society has formed its ideas of one another, and how its reactions vary from situation to situation, comes this idea that diversity even exists. However, diversity goes beyond that of physical differences from person to person. Diversity is a result of the implications that society has put upon every given diverse group (Smedley & Smedley 2005).
When diversity is brought up as an issue impacting economics, negative connotations…
Bonacich, E. (1973). A theory of middleman minorities. American Sociological Review 38(5), 583-594.
Clark, R., Anderson, N.B., Clark, V.R. & Williams, D.R. (1999). Racism as a stressor for African-Americans: a biopsychosocial model. American Psychologist, 54(10), 805-816.
Duster, T. (2003). The reality of race. Scientific American
Eberhardt, J.L. (2005). Imaging race. American Psychologist, 60(2), 181-190.
The Impact of Diversity on our Current Society
The workforce and the society in general, in the United States will continue to diversify among racial groups. Although many organizations are fully aware of the trend, there have been some gaps among this trend and the preparations that need to be done to manage a more diverse workforce and nation. It has been estimated that roughly two thirds of U.S. companies have some sort of diversity training. However, these programs are implemented with a varying effectiveness. This paper will provide a brief background on many of the minority movements that have gotten us to this point as well as make some predictions and recommendations about what can be done in the future to effectively deal with the upcoming issues of diversity
Background on Diversity & Civil Liberties
There has been a long and sometimes bloody struggle for minorities in the…
Ardichvili, A. (2008). Learning and Knowledge Sharing in Virtual Communities of Practice: Motivators, Barriers, and Enablers. Advances in Developing Human Resources, 10(4), 541-554.
Chrobot-Mason, D. (2012). Developing Multicultural Competence to Improve Cross-Race Work Relationships. The Psychologist-Manager Journal, 199-218.
Grosse, C. (2002). Managing Communication within Virtual Intercultural Teams. Business Communication Quarterly, 65(4), 22-38.
Minbaeva, D., Pedersen, T., Bjorkman, I., Fey, C., & Park, H. (2003). MNC knowledge transfer, subsidary absorptive capacity, and HRM. Journal of International Business Studies, 34(6), 581-599.
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…
UPS Progress Report.
UPS Press Release.
Information and relevant details gathered from, www.ups.com
Title VII of the Civil Rights Act of 1964 "bans discrimination, including sex-based discrimination, by trade unions, schools, or employers that are involved in interstate commerce or that do business with the federal government" the Civil Rights Act of 1964 prohibits discrimination in a broad array of private conduct including public accommodations, governmental services and education. One section of the Act, referred to as Title VII, prohibits employment discrimination based on race, sex, color, religion and national origin. The Act prohibits discrimination against the aforementioned protected classes in the areas of recruitment, hiring, wages, assignment, promotions, benefits, discipline, discharge, layoffs and almost every aspect of employment (Loevy 1997).
However, Title VII provides than an employer must reasonably accommodate an employee's religious beliefs and practices unless doing so would cause undue hardship on the business. As an employee were are obligated to try to resolve any conflict if possible. We would…
Religious Accommodation in the Workplace. (2012). Anti-Defamation League -- Religious Freedom Resources. Retrieved from: http://www.adl.org/religious_freedom / resource_kit/religion_workplace.asp
Loevy, R., et.al. eds., (1997). The Civil Rights Act of 1964: The Passage of the Law That
Ended Racial Segregation. State University Press of New York.
Diversity in Organizations
The Ambivalent Sexism Inventory (ASI) provides a tool to assess the attitudes and expectations of individuals in relation gender stereotypes and to generate a quantifiable score measuring the degree of latent gender hostility based on those scores. More specifically, there are two measures generated by this instrument: the first is a score of hostile sexism that corresponds to negative feelings toward women; the send is benevolent sexism that corresponds to those aspects of attitudes about gender that could be considered positive. The meaning of the hostile sexism measure is obvious and straightforward; however, benevolent sexism is also related to hostility simply because it is a product of differential expectations based on gender. Therefore, even ostensibly positive aspects of gender-oriented attitudinal difference correspond to hostility, especially in connection with deviations from gender-based roles and expectations.
Naturally, ASI scores are likely to vary considerably from culture to culture…
Healey, J.F. (2009). Race, Ethnicity, Gender, and Class: The Sociology of Group
Conflict and Change. Thousand Oaks, CA: Pine Forge.
Henslin, J.M. (2008). Essentials of Sociology: A Down-to-Earth Approach. Boston:
"Such an approach, at that time, would have meant risk taking," Smith writes. Apparently the very nature of bureaucracy tends to reject risk-taking, Smith explains. Still, in time, many of the suggestions from the 1970s have been implemented in the subsequent years.
hy does diversity affect innovation? According to Smith, diversity affects innovation because it affects "technical, organizational and institutional learning and contributes to the knowledge base of the economy" (Smith). Technical diversity suggests that because a variety of products and technologies exist and in turn they represent differing kinds of knowledge. ithout that knowledge part of the economy's knowledge base disappears along with technical options. "Diversity generates novelty and affects the learning capability of the economy" (Smith).
An article in the International Journal of Business Strategy (Bouncken, et al., 2008) states that companies wishing to "increase their innovations on international markets" can and do bring in "cross-cultural innovation teams"…
Bouncken, Ricarda B., Ratzmann, Martin, and Winkler, Viviane a. 2008. Cross-Cultural
Innovation teams: Effects of Four types of Attitudes Towards Diversity. International Journal of Business Strategy 8 (2): 26-37.
Dalton, Catherine M. 2006. The Face of Diversity is More than Skin Deep.
Smith, Janet. 1999. Equality, Innovation and Diversity. European Journal of Education 34 (4).
Diversity and Inclusion: Learning Journal
Activity One: Bias and Judgment
The workplace is becoming increasingly diverse. Numerous laws have been enacted to curb discrimination and make the workplace more inclusive of minorities; however, prejudice and bias still remain a major problem in work settings. In fact, as O'Brien (2013) points out, most people do not even know that they are biased, and so, they do not do anything to correct the same. I took the IAT test for race and gender to determine my degree of bias towards people of different genders and races. The scores and their corresponding interpretations were as follows:
ace: Preference score 2 - I moderately prefer whites to blacks
Warmth Score 6 -- harbor more warmth for whites than blacks
Gender Preference score 1 -- I strongly prefer males to females
Warmth Score 9 -- harbor more warmth for males than females
I partly agree…
Alonso, M. (2012). Best Inclusion Practices: LGBT Diversity. London, UK: Palgrave Macmillan
Community Tool Box. (2014). Strategies and Activities for Reducing Racial Prejudice and Racism. Kaplan University. Retrieved 22 March 2015 from http://ctb.dept.ku.edu/en/table-of-contents/culture/cultural-competence/reduce-prejudice-racism/main
O'Brien, R. (2013). Bodies in Revolt: Gender Disability and a Workplace Ethic of Care. New York, NY: Routledge
Stanford Encyclopedia of Philosophy. (2001). Affirmative Action. Stanford Encyclopedia of Philosophy. Retrieved 24 March 2015 from http://www.civilrights.org/resources/civilrights101/affirmaction.html
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…
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.