...policies may be influenced by the overall mindset of a company. The barriers that prevent women from achieving management and executive positions are the same barriers that prevent human resource policies and practices’ from being applied. The gaps in gender equality and wages, created by the barriers, can be discouraging to women from achieving high-level positions. Overcoming the barriers is a task in undoing the mindset that has been instilled deeply within society. Introduction Studies have shown that companies who promote female gender equality surpass their competitors on every measure of profitability, yet women are failing to attain high-level positions. Possible reasons for the persistent wage and gender gap between men and women in senior leadership positions can be found by reviewing current data on women in the workplace, studies on the correlation between gender diversity in senior management and company performance, and literature on gender behavioral differences in the workplace. Women play an increasingly significant role in today’s workforce. “Women make up almost 73 percent of the healthcare workforce, yet there still remains a significant gender gap in management and executive leadership positions” (Lantz, 2008). Even though women’s educational attainment and workforce ranks have increased, their advancements into the higher management ranks is plateauing. The four categories of barriers that prevent women...
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...A Diversity Audit in Mental Health Setting TABLE OF CONTENTS EXECUTIVE SUMMARY Page 3 INTRODUCTION Page 4, 5 BACKGROUND Page 5, 6 LITERATURE REVIEW Page 6, 7, 8, 9 BENEFITS OF MANAGING DIVERSITY Page 9, 10 PROGRESS TOWARDS MANAGING DIVERSITY Page 10, 11 RESEARCH QUESTIONS Page 11, 12 METHODS ` Page 12, 13, 14 DISCUSSION Page 14, 15, 16 LIMITATION Page17, RECOMMENDATIONS Page 17, 18 REFERENCES Page 19, 20, 21, 22 APPENDIXES A Page 23 APPENDIXES B Pages 23, 24, 25, 26 EXECUTIVE SUMMARY The purpose of this study was to determine the extent to which employees...
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...A Diversity Audit in Mental Health Setting Chantell Douglas TABLE OF CONTENTS EXECUTIVE SUMMARY Page 3 INTRODUCTION Page 4, 5 BACKGROUND Page 5, 6 LITERATURE REVIEW Page 6, 7, 8, 9 BENEFITS OF MANAGING DIVERSITY Page 9, 10 PROGRESS TOWARDS MANAGING DIVERSITY Page 10, 11 RESEARCH QUESTIONS Page 11, 12 METHODS ` Page 12, 13, 14 DISCUSSION Page 14, 15, 16 LIMITATION Page17, RECOMMENDATIONS Page 17, 18 REFERENCES Page 19, 20, 21, 22 APPENDIXES A Page 23 APPENDIXES B Pages 23, 24, 25, 26 EXECUTIVE SUMMARY The purpose of this study was to determine the...
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...A Diversity Audit in Mental Health Setting TABLE OF CONTENTS EXECUTIVE SUMMARY Page 3 INTRODUCTION Page 4, 5 BACKGROUND Page 5, 6 LITERATURE REVIEW Page 6, 7, 8, 9 BENEFITS OF MANAGING DIVERSITY Page 9, 10 PROGRESS TOWARDS MANAGING DIVERSITY Page 10, 11 RESEARCH QUESTIONS Page 11, 12 METHODS ` Page 12, 13, 14 DISCUSSION Page 14, 15, 16 LIMITATION Page17, RECOMMENDATIONS Page 17, 18 REFERENCES Page 19, 20, 21, 22 APPENDIXES A Page 23 APPENDIXES B Pages 23, 24, 25, 26 EXECUTIVE SUMMARY The purpose of this study was to determine the extent to which employees...
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...A Diversity Audit in Mental Health Setting TABLE OF CONTENTS EXECUTIVE SUMMARY Page 3 INTRODUCTION Page 4, 5 BACKGROUND Page 5, 6 LITERATURE REVIEW Page 6, 7, 8, 9 BENEFITS OF MANAGING DIVERSITY Page 9, 10 PROGRESS TOWARDS MANAGING DIVERSITY Page 10, 11 RESEARCH QUESTIONS Page 11, 12 METHODS ` Page 12, 13, 14 DISCUSSION Page 14, 15, 16 LIMITATION Page17, RECOMMENDATIONS Page 17, 18 REFERENCES Page 19, 20, 21, 22 APPENDIXES A Page 23 APPENDIXES B Pages 23, 24, 25, 26 EXECUTIVE SUMMARY The purpose of this study was to determine the extent to which employees...
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...Running head: Increasing Recruitment and Retention of Minority People in Clinical Trials Name Course Tutor Date Introduction Clinical trials are faced by numerous problems among them being difficulties in recruitment and retention of minority groups. The challenges that are faced in recruiting and retaining these groups have been well documented through various researches. In order to successfully recruit and retain minority people in clinical trials research in the health fields must undertaken beyond the traditional methods so that the barriers prevalent in the process of recruitment and retention can be overcome. Some of these barriers are related to mistrust and fear of science-based experiments following a history of atrocities committed in the name of science (Area, Alvidrez, Nery, Estes, & Linkins, 2003). This essay is going to highlight the strategies to increase recruitment and retention of minority people participation in clinical trials. Discussion Background Ethical consideration in medical research and clinical trials particularly with regard to humans came into the limelight in the first half of the 20th century following the medical experiments conducted by the Nazis on humans. These experiments saw the development of the Nuremberg code, which began a wide range of regulations that emphasized on the need for the protection of human beings who participated in trials that were prevalent in medical research. Principles...
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...CULTURAL COMPETENCE IN HEALTH CARE: EMERGING FRAMEWORKS AND PRACTICAL APPROACHES Joseph R. Betancourt Massachusetts General Hospital–Harvard Medical School Alexander R. Green and J. Emilio Carrillo New York-Presbyterian Hospital–Weill Medical College of Cornell University FIELD REPORT October 2002 Support for this research was provided by The Commonwealth Fund. The views presented here are those of the authors and should not be attributed to The Commonwealth Fund or its directors, officers, or staff. Copies of this report are available from The Commonwealth Fund by calling our toll-free publications line at 1-888-777-2744 and ordering publication number 576. The report can also be found on the Fund’s website at www.cmwf.org. CONTENTS About the Authors.......................................................................................................... iv Acknowledgments .......................................................................................................... iv Executive Summary......................................................................................................... v Introduction .................................................................................................................... 1 Findings........................................................................................................................... 3 Defining Cultural Competence ..............................................................................
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...The Arab – Israeli Conflict: Peace Building Learning Institution Student Name Introduction The Arab-Israeli conflict is not a single conflict especially when analyzing and evaluating movements towards new forms of behavior in a given conflict system (Bar-Siman-Tov, 2013: 1). The United States played in a key role in the encouragement of a creation of a conflict management framework that could be applied. It was realized that there would be a need for a further and deeper learning process to enable conflict resolution (Bar-Siman-Tov, 2013: 1). As an intrastate conflict, the Palestinian-Israeli conflict should be seen above all as a major human problem involving approximately 3 million people who have been systematically deprived of their individual freedoms and right of self-determination through nearly three decades of military occupation (Kaufman, 2012: par 5). The decision to form a truth and reconciliation commission can drastically affect the future of a society recovering from a traumatic past (Coleman, 2013: par 7). He specific conditions of the nation, culture and peoples involved must be considered carefully before deciding to form a truth and reconciliation commission (Coleman, 2013: par 3). Societies emerging from violent conflict or oppressive regime often find it difficult t recover, build a future, and prevent themselves from falling into the conflict trap (Committee, 2011: par 4).The core pillars of transitional justice are truth seeking...
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...Guidelines on Multicultural Education, Training, Research, Practice, and Organizational Change for Psychologists American Psychological Association Approved as APA Policy by the APA Council of Representatives, August, 2002 Copyright, American Psychological Association, 2002 Author Note: This document was approved as policy of the American Psychological Association (APA) by the APA Council of Representatives in August, 2002. This document was drafted by a joint Task Force of APA Divisions 17 (Counseling Psychology) and 45 (The Society for the Psychological Study of Ethnic Minority Issues). These guidelines have been in the process of development for 22 years, so many individuals and groups require acknowledgement. The Divisions 17/45 writing team for the present document included Nadya Fouad, PhD, Co-Chair, Patricia Arredondo, EdD, Co-Chair, Michael D’Andrea, EdD and Allen Ivey, EdD. These guidelines build on work related to multicultural counseling competencies by Division 17 (Sue et al., 1982) and the Association of Multicultural Counseling and Development (Arredondo et al., 1996; Sue, Arredondo, & McDavis, 1992). The Task Force acknowledges Allen Ivey, EdD, Thomas Parham, PhD, and Derald Wing Sue, PhD for their leadership related to the work on competencies. The Divisions 17/45 writing team for these guidelines was assisted in reviewing the relevant literature by Rod Goodyear, PhD, Jeffrey S. Mio, PhD, Ruperto (Toti) Perez, PhD, William Parham, PhD, and Derald Wing Sue...
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...Leading Research DeAnne Aguirre Leila Hoteit Christine Rupp Karim Sabbagh Empowering the Third Billion Women and the World of Work in 2012 Contact Information Abu Dhabi Leila Hoteit Principal +971-2-699-2400 leila.hoteit@booz.com Beirut Ghassan Barrage Senior Executive Advisor +966-1-249-7781 ghassan.barrage@booz.com Cairo George Atalla Partner +20-2-2480-1444 george.atalla@booz.com Dubai Karim Sabbagh Senior Partner +971-4-390-0260 karim.sabbagh@booz.com Milan Luigi Pugliese Partner +39-02-72-50-93-03 luigi.pugliese@booz.com Mumbai Jai Sinha Partner +91-22-6128-1102 jai.sinha@booz.com Munich Klaus-Peter Gushurst Senior Partner +49-89-54525-537 klaus-peter.gushurst@booz.com New York Reid Carpenter Principal +1-212-551-6389 reid.carpenter@booz.com Riyadh Mounira Jamjoom Senior Research Specialist +966 1 249 7781 mounira.jamjoom@booz.com San Francisco DeAnne Aguirre Senior Partner +1-415-627-3330 deanne.aguirre@booz.com São Paulo Ivan de Souza Senior Partner +55-11-5501-6368 ivan.de.souza@booz.com Shanghai Sarah Butler Partner +86-21-2327-9800 sarah.butler@booz.com Stuttgart Christine Rupp Partner +49-711-34226-916 christine.rupp@booz.com Tokyo Akiko Karaki Senior Associate +81-3-6757-8709 akiko.karaki@booz.com Booz & Company Booz & Company 1 Booz & Company wishes to thank the experts who contributed their valuable time and insights to the Third Billion Index: • Rajnee Aggarwal, President, Federation of Indian Women Entrepreneurs (FIWE) • H.E. Fatima Al...
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...Cultural diversity in Britain A toolkit for cross-cultural co-operation Phil Wood, Charles Landry and Jude Bloomfield With the current debate about ‘multiculturalism’, this study sets out a new approach to cultural diversity. It explores ways of unlocking the potential in diversity and identifies strategies to aid greater exchange between different cultural groups. The authors examine the connections between cultural diversity, innovation and thriving, prosperous urban communities, in relation to the economic, social and cultural mix of Britain’s population. They developed tools to harness the potential of diverse communities, and their powers of innovation, for use by policymakers, planners and practitioners. These include a set of indicators of openness to check the readiness of a city to take advantage of diversity, and the intercultural lens through which professionals can examine the familiar in a new light. The study evaluated six aspects of local activity: public consultation and engagement urban planning and development business and entrepreneurship schools the arts and creative industries sport. The project went further by helping participating cities to develop specific economic, social, cultural and planning policies and so to become role models for others. The study draws on local case studies and in-depth interviews with 33 intercultural innovators in seven UK cities, with comparative analysis also conducted in Europe, North America and Australasia. It is aimed...
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...What Is LGBT? LGBT stands for lesbian, gay, bisexual and transgender and along with heterosexual they describe people's sexual orientation or gender identity. These terms are explained in more detail here. Lesbian A lesbian woman is one who is romantically, sexually and/or emotionally attracted to women. Many lesbians prefer to be called lesbian rather than gay. Gay A gay man is one who is romantically, sexually and/or emotionally attracted to men. The word gay can be used to refer generally to lesbian, gay and bisexual people but many women prefer to be called lesbian. Most gay people don't like to be referred to as homosexual because of the negative historical associations with the word and because the word gay better reflects their identity. Bisexual A bisexual person is someone who is romantically, sexually and/or emotionally attracted to people of both sexes. Transgender or Trans Is an umbrella term used to describe people whose gender identity (internal feeling of being male, female or transgender) and/or gender expression, differs from that usually associated with their birth sex. Not everyone whose appearance or behaviour is gender-atypical will identify as a transgender person. Many transgender people live part-time or full-time in another gender. Transgender people can identify as transsexual, transvestite or another gender identity. Gender Identity One's gender identity refers to whether one feels male, female or transgender (regardless of one's biological...
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...permission to conduct this study. I especially acknowledge and thank physical education teachers Celeste Alfred, for welcoming me to her school, and Vickie Braud for her great help in making contacts necessary to complete my data collection. Both Vickie and Celeste were wonderful throughout my research process, helping me to observe classes and arrange student interviews at the schools. I greatly appreciate all the suggestions, insights and comments of my committee members. Thank you to all of them: Dr. Kuttruff, my external committee member, for her interest in following the steps of my dissertation; Dr. Magill, for bringing a very challenging and valuable perspective to my research; Dr. Lee, for her deep knowledge and expertise in the field of physical education; and Dr. Harrison, for his mentoring and expertise on issues of race and physical activity. Dr. Harrison, I have greatly appreciated, valued, and enjoyed all of our conversations (and in four years there were many) and sharing experiences on this topic. I want to thank my minor professor, Dr. MunroHendry, for guiding me to understand the complex world of the “Curriculum Theory Project,”...
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...AACSB Table 10-1: Summary of Faculty Qualifications, Development Activities, and Professional Responsibilities Date Range: January 1, 2007 - August 1, 2012 Accounting: Professor | | | | | | | Five-Year Summary of Development Activities Supporting AQ or PQ Status | | Name | Highest Earned Degree & Year | Date of First Appointment to the School | Percent of Time Dedicated to the School's Mission | Acad Qual | Prof Qual | Other | Intell. Contrib. | Prof. Exper. | Consult. | Prof. Develop. | Other Prof. Activities | NormalProfessionalResponsibilities | | | | | | | | | | | | | | Som Bhattacharya | Ph D, 1994 | | 100.0 | YES | | | 12 (5) | Service: 0Work: 0 | 0 | 0 | Editor/Review: 6Other:13 | UG, GR, RES, SER and ADM | Intellectual Contributions (12) Hopwood, W., Bhattacharya, S., Premuroso, R. (2011). Tasteless Tea Company: A Comprehensive Revenue Transaction Cycle Case Study. Issues in Accounting Education, 26(1), 163-179. Cao, J., Nicolaou, A., Bhattacharya, S. (2010). A Longitudinal Study of market and Firm Level Factors Influencing ERP Systems’ Adoption and Post-Implementation System Enhancement Options. 7th Annual International Conference on Enterprise Systems, Accounting, and Logistics. Rhodos: ICESAL. Behara, R., Bhattacharya, S. (2008). DNA of a successful BPO. Journal of Service Science, 1(1), 111-118. Premuroso, R., Bhattacharya, S. (2008). Do Early Members of XBRL International Signal Superior Corporate Governance and Future...
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...(1973a). Group tensions as measured by configurations of different self and transself aspects. Group Process, 5, 71-89. Abraham, A. (1973b). A model for exploring intra and interindividual processes in groups. International Journal of Group Psychotherapy, 23, 3-22. Abraham, A. (1974-1975). Processes in groups. Bulletin de Psychogie, 28, 746-758. Abraham, A., Geffroy, Y., & Ancelin-Schutzenberger, A. (1980). A method for analyzing group interaction: Development and application of a video observation grid. Connexions, 31, 145-166. Abramo, J. L., Lundgren, D. C., & Bogart, D. H. (1978). Status threat and group dogmatism. Human Relations, 31, 745-752. Abrams, D., Ando, K., & Hinckle, S. W. (1998). Psychological attachment to the group: Cross-cultural differences in...
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