...Managing Diversity at IBM Nederland (The Netherlands) 05-02-2005 A Vision on Managing Diversity The multinational IT-company IBM is convinced that it can only keep its current competitive edge by reflecting marketplace diversity in the workforce and by offering a safe work environment for all employees. The company considers workforce diversity as 'the bridge between the workplace and the marketplace'. Ambition: an Inclusive Work Environment In 1953, the CEO at that time published IBM's first equal opportunity policy letter. This letter stated simply that IBM will hire people based on their ability, "regardless of race, colour or creed." IBM's subsequent CEO's reinforced that policy throughout the years. Since then, equal opportunity at IBM has been an evolutionary journey that underscores the company's commitment to an inclusive work environment where people's ideas and contributions are welcome - regardless of where they come from, what they look like or what personal beliefs they hold. Diversity in Leadership To stress the importance of workforce diversity, IBM's worldwide headquarters employs a Vice President of Global Workforce Diversity. This official formulates global policies on managing diversity. Regional headquarters employ diversity managers. These people translate the global policies on managing diversity into regional spearheads. Next, the executive management teams of every subsidiary formulate local actions in order to increase and to make full use...
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...MANAGING WORKFORCE DIVERSITY AT IBM: A GLOBAL HR TOPIC THAT HAS ARRIVED J. T. (Ted) Childs Jr. To be successful, global companies must continue to look toward the future, and CEOs, senior line and HR management, and diversity leaders play a key role in that process. Workforce diversity cannot be delegated; it must be a partnership. Although the HR team plays the key staff role, total delegation from the top, without active involvement, is a recipe for failure. IBM considers diversity a business imperative as fundamental as delivering superior technologies in the marketplace. To ensure that talented people can contribute at the highest possible level, the company insists on a workplace that is free of discrimination and harassment and full of opportunity for all people. © 2005 Wiley Periodicals, Inc. Today, workforce diversity is a global workplace and marketplace topic. Any business that intends to be successful must have a borderless view and an unyielding commitment to ensuring that workforce diversity is part of its day-to-day business conduct. Success also must be measured as it pertains to a company’s composition and program content. A company’s management team must ask itself, “Do we look like our customers, at all levels of our business?” “Do our programs reflect an understanding of the demand for talent in a competitive worldwide marketplace?” “Is our business culture one that fosters inclusiveness and tolerance in each country where we do business?” and, most...
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...and women are seeking new ways to manage the time they spend working so they can spend more time living. In the boardrooms, executives are seeking ways to attract - and retain - the best employees so they can continue to survive and thrive in a highly competitive global economy. As companies are becoming more and more diverse it is becoming more and more important for companies to understand and manage diversity. The people of different background, races, religion creates diverse workforce. There is an importance of having diverse workforce to provide better performance. There are perspectives of managing the diverse workforce, which require organization leaders and managers of being responsible of attaining better diverse workforce. Diversity means differences, difference of age, sex, race, religion and culture etc. People with different demographic differences working in the organization makes diverse workforce. And it is becoming more important for the organizations to know about these differences and how to manage it. Diversity is also the common issue in the workforce environment, in some companies employees often get discriminated or misunderstood because of the diverse features. So it is important for the companies to manage the diversity workforce to value best performance. As differences have often been associated with discrimination, bias, unfair treatment and conflicts, managing diversity in workforce is an important task for managers today. Managing diversity in...
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...Chinese proverb says, “Women hold up half the Earth.” The corporate world is on the forefront of believing these words. Women of the world today are being acknowledged as the key to economic success. Organizations all over the globe are learning the opportunities of opening up to diversity and adding women to their boardrooms. Ignoring talent in half the population is not the best method for an organization to create a successful and effective board. Urban Outfitters Inc. has not always been a top contender in the diverse corporate world. In this report, we will investigate how Urban Outfitters Inc. reluctantly took a step in the direction of updating the faces of their executive boardroom. We will discuss the challenges and changes gender diversity in the corporate work world meets. We will look at meaningful observations of board effectiveness in the boardroom and the workforce. Introduction Boardroom diversity is highly advocated by companies and investors. Boardrooms hold the main responsibility to ensure human talent planning coincides with developing policies and procedure concerning diversity and diversity issues within an organization. Boardrooms need talent management and ultramodern thinking to build company revenue. Organizations use warm and fuzzy words about diversity, yet only give lukewarm responses in practices. Diversity was sighted as a legal issue in the past; now organizations are opening up to accepting that diversity is not a legality to deal...
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...through Diversity Edited with an Introduction by Mary C. Gentile Forward by R. Roosevelt Thomas Differences That Work: Organizational Excellence through Diversity is a collection of 16 articles from the Harvard Business Review. Many of the articles were written over 15 years ago, but their content is still relevant today. The book does not directly tell the reader how to manage diversity in the workplace, but presents situations that compel the reader to question their own reaction if confronted with similar situations. Part I of the book offered an explanation of why diversity is becoming an increasingly important topic in the workplace. William B. Johnston, in “Global Workforce 2000: The New World Labor Market” explains that workplace diversity is not just a challenge in the United States. It is a challenge faced around the globe. Developing nations are producing educated workers faster than their economies are able to employ them. Therefore, these workers are immigrating to countries where they have the greatest opportunity. (p. 5) In order to attract the most talented workers, and stay competitive in the global marketplace, employers will have to learn to value the diverse talents that their changing workforce brings to the table. They will have to use these diverse talents to their competitive advantage instead of trying to fit all workers into the same mold. If the world (not just the United States) does not learn how to deal with the expanding diversity of the...
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...Diversity Defined Diversity is generally defined as acknowledging, understanding, accepting, valuing, and celebrating differences among people with respect to age, class, ethnicity, gender, physical and mental ability, race, sexual orientation, spiritual practice, and public assistance status (Esty, et al., 1995). The CIPD (2011) argues that managing diversity involves recognizing the differences in people and valuing, respecting and using these differences to support business performance. The world’s increasing globalization requires more interaction among people from diverse cultures, beliefs, and backgrounds than ever before. 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. For this reason, profit and non-profit organizations need diversity to become more creative and open to change. Maximizing and capitalizing on workplace diversity has become an important issue for management today. About DTTL’s commitment to diversity and inclusion DTTL was a founding signatory to UN Women's Empowerment Principles (WEP), launched by the United Nations Women and the United Nations Global Compact. DTTL is also a member of the IM WEP Leadership Group, which was created to help further promote the principles. DTTL and its member firms also contribute to the ongoing diversity and inclusion dialogue via thought leadership. This year, the DTTL Center for Corporate Governance issued...
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...The textbook defines diversity as “the human characteristics that make people different from one another” (Gomez, 2010). It may also be defined as “valuing all the ways we are similar and different” (Reese 2009, p. 53). 1. First, should he or others attempt to respond to negative reactions to the composition of the new EC? What should they say? To whom? When? How? It would be wise for Voser to get in front of the negativity voiced by some members of the organization before it festers into discontent and organizational tension. “Voser did not think it appropriate to measure his commitment to diversity and inclusion by looking only at the group of eight people at the very top of Shell” (Sucher 2020, p.1). It is important that Voser points out that the creation of the new Executive Committee (EC) does not represent the efforts of the organization to be both diverse and inclusive. He should reaffirm throughout the ranks that the mission will continue to be diversity and an atmosphere that encourages inclusion. It is pretty obvious from reading the case that the committee does not adequately reflect the culture that has been devised within the Royal Dutch Shell Company. I feel that it is important that this issue of negativity be dealt with and not overlooked. If left unattended it could lead to distrust, skepticism, and low morale amongst the employees. It should be handled properly and promptly before the situation becomes critical. As a new CEO, Voser needs to quickly clarify...
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...Introduction: Diversity in the workplace is natural to Canada with its multicultural population and more than 250,000 newcomers entering the country every year (Government of Canada). One of the distinguished features of Canada’s current workforce is its growing diversity. As a concept, diversity refers to a broader set of qualities than race and gender. Its dimensions include, but are not limited to, age, ethnicity, educational background, geographic location, income, marital and parental status, religious and moral beliefs, physical abilities, working experiences, and job classifications. For example, for the first time in history, today’s workplace accommodates four different generations — the Matures, the Baby Boomers, Generation X, and the Generation Y. Each age group brings different perspectives on life and work; all of them relate differently to the same working environment; all of them bring new ideas that benefit the workplace on different levels. It is a great challenge for both employers and employees to learn to value and to embrace differences and not get caught up in stereotyping those who look, think and act differently. It is a great need to start learning about diversity by talking to people, asking questions and listening. The more we know about differences, the more we understand them and the more we can appreciate and value their contributions to the workplace. Employers need to learn how to integrate and manage their diverse workforce; employees need...
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...to increase organizational effectiveness and efficiency.(Don Hellriegel and John W. Sloucum, Jr). Some key elements to consider in an effective organizational goal setting are; Goal direct attention. That is basically focusing on all attention on what is relevant and important. Goal regulate effort, this is putting motivational tools in place foe employees and management to work towards achieving the desire goal. Goal increase persistence, this is the effort extended on a task over an extended period of time, and last but not the least is fostering a goal strategy. Allstate define inclusive diversity as the collective mixture of all of their differences in the workforce, marketplace and community. It defines who they are and what they believe in, holding each other personally and professionally accountable to welcome all as they strive to win in a diverse, global marketplace. As a result of these efforts, Allstate is bringing diverse perspectives to our workforce, providing new opportunities for small and diverse businesses, and better serving more diverse customers. Allstate insurance company has developed four specific steps for goal setting process. The first step is that of succession programming, this program is focusing on a diverse slate of candidates being identified, and developed for each...
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...BUSINESS AND ORGANIZATIONAL ETHICS PHI 369 Diversity in the Fire Service “Ethical problems that Women Present” Table of Contents Page Number Abstract 3 Review of Related Literature 4 Works Cited 11 Abstract I am going to write about diversity and integration in the workplace and how it creates room for new ideas as well as the possibility of increased conflict. Nowhere is this more apparent than in the Fire Service, where new recruits and veteran firefighters live together, eat together and place their lives on the line for a career that prides itself on tradition. Some people may learn to tolerate differences within the normal workday, but old stereotypes, unconscious behaviors and occupational stress collide in volatile ways when living with co-workers on 24-hour shifts with member of the opposite sex. To start out, I would like to give...
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...Diversity Strategy for My Organization Managing Diversity and Conflict September 18, 2012 Abstract Diversity in the workplace increases not only as the result of emigrations, but also as a significant expansion of globalization in the market place. These moves allow companies to identify, recruit, and train professionals from a diverse blend of backgrounds, cultures, and styles. Peter Senge in “The Fifth Discipline” states that only learning organizations can sustain in a high level in this highly competitive world. Today’s leaders who work in the global business must create and force the need for change. The task is not to eliminate tension associated with this process, but rather minimize its effects. This paper addresses the subject of diversity. The purpose of this paper is to provide an objective reflection of existing conditions at The Fallen Branch Studio where diversity has made significant improvements in the company’s condition. Diversity Strategy for My Organization The United States of America is the most diverse country in the world. For this reason, diversity is discussed more here then it is in the Europe. Diversity presents both challenges and opportunities for all organizations to compete for an advantage in the global marketplace. Every company looks at diversity from a different perspective. People usually associate diversity with things that they see on the surface such as age, race, ethnicity, language, religion, or sex. However...
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...individual job performance results into organizational performance. Organizations whose strategy is implemented with a conducive climate are more effective than those whose are not. People are the instruments in implementing a particular strategy and organizational climate is basically a people-oriented attempt. A top manager can play an important role in shaping the organizational climate not only by providing standards for what others do but also what he does because organizational climate is a matter of practice rather than the principle. 3. The workforce of the United States is among the most gender and race ethnically diverse in the world. This diversity presents both challenges and opportunities as organizations compete for advantage in a global marketplace Glass ceiling is the term used to describe barriers that prevent women and minorities from advancing to management positions in corporations and...
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...Motors’ Commitment to Diversity Back in the 1980s, valuing diversity was far from the minds of the leadership at General Motors. True, GM had established a program to promote minority-owned dealerships, but there were problems within the company. Women and minorities complained to the Equal Employment Opportunity Commission that the carmaker was discriminating against them. In 1984, the EEOC and GM reached a $42.4 million settlement in which GM promised to promote women and minorities into management positions. Since then, the company has never swerved from that effort at inclusiveness. Today GM garners praise as a company that far exceeds legal standards for equal employment opportunity. For GM, this commitment to diversity is a way to better serve its customers in the United States and around the world. A diverse workforce, supplier base, and dealer network show GM how to serve a diverse marketplace. And openness to diversity—what GM calls a welcoming Workplace of Choice—gives the company access to the best talent in the world, without regard to such differences as race, sex, and nationality. In the words of Alma Guajardo-Crossley, director of GM’s diversity initiatives, recruiting and hiring minorities is “business sense,” because in the United States, minority groups “are pretty much going to be the majority here pretty soon.” They have an impact because the company does not merely hire minorities, but also develops them, trains all employees to value diversity, and expects all...
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...Alcoa’s Strategies for Managing Diversity. Abstract Over the years, many organizations have been faced with the challenge on how to manage diversity. It is difficult for many organizations to understand what diversity is and what strategies to use to manage it. Managing diversity in the workplace takes an extreme amount of effort, persistence, and dedication from everyone within the organization. This paper explains the background of Alcoa, their philosophy for managing diversity, and the steps they have taken to reach their goals of managing diversity within their workplace. Also if the steps they used were appropriate and if they will work for them in the future. AlCOA’S STRATEGIES FOR MANAGING DIVERSITY. Managing diversity can be accomplished in organizations if the correct approaches are utilized and followed up with. Alcoa is an organization that is dedicated to its strategies in managing diversity in their workplace. They have various approaches that they all work together on as a team to accomplish their goals for diversity. My belief is Alcoa is a great company for anyone to be employed with. Alcoa’s Background. Alcoa is the world’s leading producer of primary aluminum and fabricated aluminum. It also is the world’s largest miner of bauxite and refiner of alumina. In1888, the enterprise was incorporated as The Pittsburgh Reduction Company. In 1907 the name was changed to Aluminum Company of America and later, in 1999, it was shortened to Alcoa. In addition to inventing...
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...Diversity in the Workplace Alain Kraussman Hall Baker College Online Human Behavior Management of Organization/BUS615 December 6, 2012 Introduction Diversity is defined as “the condition of having or being composed of differing elements: variety; especially: the inclusion of different types of people (as people of different races or cultures) in a group or organization” ("diversity," 2012). These differing elements are becoming more and more prevalent in today’s society, and especially in the business world. Emigrants from every country in the world have made their way to the shores of America, and from there, to millions of companies and organizations across the nation. From the owner of the neighborhood corner store to the CEO position at Citigroup and Pfizer, foreign-born employees are giving this country a new, diverse, face. Diversity is not just of race, but of age, gender, ethnicity, religion, and disability. In every decade since 1900, the percentage of women 16 years and older in the workplace has increased, going from just 18.3 percent in 1900 to 53.6 percent in 2010 ("Women in the," 2007). The same holds true of disabled workers. In December 1976, there were roughly 2,088,242 blind and disabled workers in the United States. Growing nearly every year since, the Social Security Administration reports that as of December 2011, there are 6,996,435 blind and disabled people in the workforce ("Ssi annual statistical...
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