...the importance of representing constituents, to “doing the right thing,” which is characterized by opponents as “political correctness,” to the current widely held view that a nondiverse board is missing key potential donors and opinion leaders. Diverse leaders can expand knowledge, create new resources, and open doors to partnerships necessary to fulfill an organization’s mission. Recommended strategies for board diversification must be understood in the context of the deeply divided society of the United States. Although North American cultural issues are the result of a unique history, most elements of diversity planning will apply in other countries as well. By the year 2015 the nonwhite portion of the U.S. population is expected to increase to 30 percent NEW DIRECTIONS FOR PHILANTHROPIC FUNDRAISING, NO. 34, WINTER 2001 © WILEY PERIODICALS, INC. 77 78 DIVERSITY IN THE FUNDRAISING PROFESSION (Changing Our World, 2001). In many communities, including large areas of California, the nonwhite population is already at 50 percent (Changing Our World, 2000). Despite heroic efforts on the part of diverse public and nonprofit sector leaders and their allies, gaps between rich and poor, and between people of color and whites, have increased over the past decade: • Poverty rates for full-time U.S. workers have stayed...
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...2008 DIVERSITY ACTION PLAN March 17, 2008 Goal 1: Advocacy Item 1: All newly hired employees will be provided with a copy of the Diversity Plan and receive a brief introduction to diversity awareness during their orientation training. Each employee will also receive more intensive diversity awareness training, which must be completed prior to the end of their original probationary period: ongoing. Continue the development of a diversity network to ensure that diversity initiatives and information are distributed throughout the organization: include articles on diversity initiatives and the progress of the Action Plan in the Circulator, the staff newsletter; inform the Board and District staff of diversity activities through formal monthly reports made for Board meetings; and post activities on the District’s web site: ongoing. Provide supervisors and managers with training on how to manage diversity in the work environment. Training will be conducted by an external diversity trainer: ongoing. Reevaluate and update the District’s Diversity Plan for possible revisions. Continue to monitor Action Plan accomplishments on a quarterly basis: ongoing. Implement District Strategic Plan objectives by establishing additional communication tools to promote cultural awareness. Develop a diversity Web page that will provide all-inclusive information on District cultural activities, community organizations and agencies, cultural heritage information and resources, District diversity awards...
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...Analysis of Topic – Pg. 3-9 References – Pg. 10 Appendix – Pg. 11-12 Diversity is important for workplaces to retain a competitive advantage in today’s global economy. “Diversity enriches the workplace by broadening employee perspectives, strengthening their teams, and offering greater resources for problem resolution” (Cox). Diversity is becoming a more common aspect of the business world, but the importance of diversity is often undervalued. “Up to 79% of organizations indicated that they use some form of diversity training” (Madera). Diversity training helps to inform employees about the benefits of diversity, and how you can achieve diversity. According to Barb Peluso “diversity training is becoming a bigger part of the workplace as economies and marketplaces become globally intertwined”. Diversity is a necessary entity in order for a company to achieve a competitive advantage in the economy. Diversity can often have many different definitions. For this paper I will be using the University of Tennessee’s definition. “Diversity is a commitment to recognizing and appreciating the variety of characteristics that make individuals unique in an atmosphere that promotes and celebrates individual and collective achievement” (University of Tennessee). Diversity can be experienced in numerous different ways. Any individual characteristic that makes a person different leads to diversity. Some common diversity issues include age, language, race, religion, and gender. Diversity’s most...
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...Abstract Diversity management practices are specific activities, programs, policies and any other formal processes designed to improve management of diversity via communication, education and training, employee-involvement, career management, accountability and cultural change. Overall, diversity management places emphasis on the development of organizational strategies and cultures that are not only tolerant of diversity but actively encourage flexibility and inclusion (Burke & Ng, 2006; Childs, 2005). Workforce diversity is increasing and managers need to develop ways to effectively manage the different views and characteristics of the new, diverse workforce. While there has been considerable research exploring the ‘value-in diversity’ approach, many questions remain unanswered. The evaluation of diversity programs remains an area for attention. While many firms have implemented diversity practices, it is difficult to measure the relationship between diversity practices and organizational performance outcomes. Recent research has explored the factors that moderate the relationship between diversity and performance (Grimes & Richard, 2003; Richard, 2000). Richard (2000: 174) concluded that diversity does add value to a firm but the effects of diversity “are likely to be determined by the strategies a firm pursues and by how organizational leaders and participants respond to and manage diversity”. Introduction Diversity is a commitment to recognizing...
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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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...Diversity in the Workplace Sodexo Introduction: The company I have chosen to conduct my research audit on is Sodexo. This paper will discuss and examine a diversity audit on Sodexo Company. This audit will consist of the company’s background, criteria’s that companies should follow, and how Sodexo uses the creteria’s to maintain diversity. The findings will also consist of what the company truly practices through ten researched questions. The question consists of findings from articles that were provided by Empire States Library resource and other online materials. The purpose is to examine how much Sodexo is considerate of diversity within their organization. History: The organization had once been a ship supply company in Marseilles, France in 1895. In 1966, family member, Pierre Bellon was responsible for the change in the company. Bellon shifted the company to become a major food and hotel service provider to France (Sodexo, W., 2012). Bellon changed the company’s name to “Societe d’Exploitation Hoteliere.” The company was initially established to have served for restaurants, schools and hospital within certain areas of France. Throughout the 1970’s-80’s, the company focused its expansion and establishment internationally to such countries as Belgium, Africa and Middle East. Eventually between 1985-93’, Sodexo established with other countries as North America, South America, Japan, South Africa and Russia (Sodexo, W., 2012). The company eventually changed its name...
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...Assignment 8 - Diversity Planning Sidney Whitt Brandman University Cultural Dimensions of Global Leadership OLCU 618 Dr. Craig M. Brewer June 29, 2014 Assignment 8 - Diversity Planning Introduction A hospital that neglects the need to provide diversity training for its employees could open itself to unexpected and undesirable employee-related issues. When a climate exists where employees feel slighted, misunderstood, disrespected or misunderstood due to conflicts or differences with other workers, productivity and morale are sure to suffer. Hospitals are subjected to lawsuits from many different avenues, but they can avoid discrimination-related lawsuits by the establishment of an effective diversity-training program. “The benefits of business diversity include the ability to communicate with a wider audience, multiple perspectives in decision making and--as a result--increased productivity. The road to diversity is challenging because people often carry a natural resistance to change, and issues like language barriers and implementation can slow down the process. However, with an adequate diversity training plan in place, you can streamline the process” (Holt, 2012, p. 4). Analysis Stimulate employee involvement in the attainment of diversity goals. The first step in the initiation of a diversity-training program is the identification of the program sponsors and stakeholders. Program sponsors and stakeholders should be interviewed, focus groups conducted...
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...U.S. population diversity. Workplace issues related to employee diversity in terms of gender, race or ethnicity, socioeconomic class, and cultural background are emphasized. Policies Faculty and students will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Harvey, C. P., & Allard, M. J. (2009). Understanding and managing diversity (4th ed.). Upper Saddle River, NJ: Pearson. Schaefer, R. T. (2011). Racial and ethnic groups (12th ed.). Upper Saddle River, NJ: Pearson. All electronic materials are available on the student website. |Week One: Workplace Diversity | | |Details |Due |Points | |Objectives |Recognize the dimensions of diversity. ...
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... |SOC/315 Version 4 | | |Cultural Diversity | Copyright © 2010, 2005, 2004 by University of Phoenix. All rights reserved. Course Description This course focuses on the issues, challenges, and opportunities presented by U.S. population diversity. Workplace issues related to employee diversity in terms of gender, race or ethnicity, socioeconomic class, and cultural background are emphasized. Policies Faculty and students will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Harvey, C. P., & Allard, M. J. (2009). Understanding and managing diversity (4th ed.). Upper Saddle River, NJ: Pearson. Schaefer, R. T. (2011). Racial and ethnic groups (12th ed.). Upper Saddle River, NJ: Pearson. All electronic materials are available...
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...Diversity Audit DeVry University Kinect Orlando The diversity study will examine a localized organization within DeVry University. There have been perceptions by many of the employees in this organization that there has been blatant reverse discrimination by the management, who at the time were African American. The situation has changed considerably as this organization has grown, however the events of a couple of years ago are worth a closer examination. DeVry University’s new online student enrollment is handled by their Kinect Division. This organization has over five hundred employees located mainly in the Chicago area and a remote center in Orlando constituting nearly one hundred employees. There are current plans to add an addition four hundred enrollment advisors in DeVry’s new building located in downtown Chicago. . This paper will discuss the challenges which the Orlando location has experienced. Currently the Orlando location consists of nearly ninety Admissions Representatives, seven Assistant Directors of Admissions (front line management running teams of approximately ten representatives apiece), three Directors of Admissions and one Senior Director of Admissions. The site also has a support staff of six, however, they will not be considered in this paper due to the negligible impact this team has upon the subjects being discussed. The responsibilities of the admissions advisors are vast and varied, perhaps the best...
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...------------------------------------------------- Chapter 13—Managing Diversity TRUE/FALSE 1. Today, organizations recognize that diversity is a business imperative and perhaps the single most important factor of the twenty-first century for organization performance. ANS: T PTS: 1 DIF: Difficulty: Moderate REF: 420 OBJ: LO: 13-01 NAT: BUSPROG: Analytic STA: DISC: Individual Dynamics KEY: Bloom's: Knowledge 2. The genuine efforts to accept and manage diverse people in North America are a phenomenon that emerged in the 1800s. ANS: F PTS: 1 DIF: Difficulty: Moderate REF: 421 OBJ: LO: 13-01 NAT: BUSPROG: Analytic STA: DISC: Individual Dynamics KEY: Bloom's: Knowledge 3. Today's workforce is growing older with an average age of 40.8 years in 2006 and it is expected to increase to 42.1 years in 2016. ANS: T PTS: 1 DIF: Difficulty: Difficult REF: 421 OBJ: LO: 13-01 NAT: BUSPROG: Analytic STA: DISC: Individual Dynamics KEY: Bloom's: Knowledge 4. In 1970, Joseph Searles became the first African American member of the New York Stock Exchange. ANS: T PTS: 1 DIF: Difficulty: Difficult REF: 422 OBJ: LO: 13-01 NAT: BUSPROG: Analytic STA: DISC: Individual Dynamics KEY: Bloom's: Knowledge 5. In 2010, PepsiCo appointed its first female CEO. ANS: F PTS: 1 DIF: Difficulty: Easy REF: 422 OBJ: LO: 13-01 NAT: BUSPROG:...
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...Diversity and Inclusion SOC315 May 6, 2013 Jami Imhof Diversity and Inclusion What are the dimensions of cultural diversity? Identify and briefly explain the dimensions by referencing both text books. According to Understanding and Managing Diversity there are primary and secondary dimensions of cultural diversity. The primary dimensions are age, gender, mental and physical abilities, race, ethnic heritage, and sexual orientation. The secondary dimensions are geographical location, military and work experience, family status, income, religion, first language, education, organizational role and level, communication, and work style (Harvey & Allard, 2009). The dimensions of diversity can be broken into the following layers: Organizational, internal, external, and personality. Organizational dimension would include areas such as places of employment and the development and promotion opportunities. Internal dimensions are areas we have no control over, such as race or gender (although today people are able to make gender changes), typically gender is out of our control. External dimensions are controllable aspects of diversity. It would include areas like friendships or our career choices. Finally personality dimensions would include aspect such as religion, personal values as wells as an individual’s like and dislikes. With what ethnic, cultural, or other groups do you identify? Describe what members of your social circle have in common. I am an African-American...
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...Thinking about diversity and inclusion 1. What are the dimensions of cultural diversity? Identify and briefly explain the dimensions by referencing both textbooks. The dimensions of cultural diversity consist of in the diverse cultures in the world. The diversity is the different race, gender, age, ethical, language, religion, education, and more. The geographic region and the social roll are the result of the cultural diversity in the world. The diversity is variable and depends of the human’s need and it has changed through human evolution. Countries that were pioneer on a cultural growth got behind and others countries progressed in art, technology, and science over the time. The immigration also interferes in the cultural diversity. The United States has a large amount of immigrants from many countries in the world. Immigrants try to preserve their cultural traditions to the future generations and over the time their cultures have influenced in the art, music, and the way to affront political issues of the United States. Cultures exist to serve the vital, practical requirements of human life (Harvey & Allard, 2009, p. 77). 2. With what ethnic, cultural, or other groups do you identify? Describe what members of your social circle have in common. Ethnic group is categorized to be integrated by people from other countries that speak different languages, cultural roots, and attitudes. The writer of this paper identify with the Hispanic group.The Hispanic social circle members...
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...DIVERSITY TRAINING: THE POSITIVES AND NEGATIVES Human Resources Management El Paso Community College Fall 2015 ABSTRACT Office diversity signifies a variety of differences between personnel in an organization. It may sound simple enough, but diversity embodies race, gender, ethnic group, age, personality, cognitive style, tenure, organizational function, education, background and even more. Diversity not only implicates how people identify themselves, but also how they view others. It is these perceptions that affect their working relationships. Attracting, maintaining and motivating the most talented is essential to an organization’s success. If an employer wants their employees to represent their consumer and public then must attract and maintain an assorted range of talented personnel, not just those apt to fit in with the personnel already employed. It is for this reason that much diversity training efforts focuses on telling people what not to do, say or believe. Influential approaches to managing diversity is centered on assisting personnel to work out what they can do or how they can proactively shape an all-encompassing work environment. To steer away form this approach can cause negative and pain-staking results. Introduction Diversity training signifies the opportunity for employers to educate their staff about diversity. While diversity training cannot entirely change an individual's views, it does have the ability to expand awareness, impart understanding...
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...Diversity in Organizations Jessica Luther BUS 610 Charlene Anderson February 15, 2012 Diversity in Organizations Organizations of today are more diverse than ever. Diversity is defined as “the host of individual differences that make people different from and similar to each other.” (Kinicki and Kreitner, 2010) Organizations have to find ways of integrating the differences of the people that work for them into a “common objective” that represents the organization as a whole. Diversity is about the “individual characteristics” that identify the way a person will perform a particular task within the organization. Individuals encompass a myriad of dimensions that make them unique. This paper will identify methods and procedures for analyzing diversity and how they can be used in a cultural diversity program. There are four layers of diversity that differentiate the influential way in which people differ. These four layers are identified as: personality, internal dimensions, external dimensions, and organizational dimensions. Personality is characteristics that make up a person’s identity. Personality is the foundation of the other three layers. The second layer of diversity is internal dimensions. Internal dimensions are classified as characteristics that are uncontrollable such as age, race, gender, social orientation, ethnicity, and physical ability. The third layer of diversity are the external dimensions such as geographic location, income, personal habits...
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