...____________________________________________ Dr. Robert B. Donaldson Date: TABLE OF CONTENTS PAGE ABSTRACT………………………………………………………………………….....4 INTRODUCTION…………………………………………………………………...….5 WHAT IS DIVERSITY ……………………………………..........................................6 WHAT IS WORKPLACE DIVERSITY ………………….………………….….…….7 Corporate Culture and Diversity ………………………………….……………9 DIVERSITY POLICIES AND PRACTICES IN THE WORKPLACE………………14 Workplace Discrimination ……………………………………………………14 Glass Ceiling ………………………………………………………………….15 Affirmative Action…………………………………………………………….16 Equal Employment ……………………………………………………………17 FROM VALUING DIVERSITY TO MANAGING DIVERSITY …………………...18 MANGING A DIVERSE WORKFORCE: A Multicultural Approach ………………18 DIVERSITY FACTOR (THE ISSUES)………………………………………………21 Cultural Collision ……………………………………………………………..22 Benefits ……………………………………………………………………….22 Challenges……………………………………………………………...……..24 IMPLEMENTATION OF A MORE DIVERSE WORKFORCE………...…………..25 Building a Diverse, High-Quality Workforce…………..…………………….25 Recruiting and Retaining a Diverse Workforce………………………………26 MEASURING DIVERSITY………………………………………………………….27 How is Diversity Initiative Being Measured...
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...TEAM BUILDING WHAT IS A TEAM? A TEAM comprises a group of people linked in a common purpose. Teams are especially appropriate for conducting tasks that are high in complexity and have many interdependent subtasks. A group in itself does not necessarily constitute a team. Teams normally have members with complementary skills and generate synergy through a coordinated effort which allows each member to maximize his or her strengths and minimize his or her weaknesses. DEFINITION There is no universally accepted team definition. Everybody defines teams based on his perspective by emphasizing the aspects of the teams that are considered most important. However, we will use a single team definition, which we provide below, throughout the study in order to help readers understand more easily and be more consistent. “A team is a small number of people with complimentary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable (Katzenbach & Smith, 1993)” This team definition phrases above and beyond an everyday definition. It gives more than just wording the term of team. It brings all significant aspects of the team building process out to the surface. Another important point is that the inevitable integration necessity among these aspects. To be able to talk about a real team, we need to have all these aspects working together with harmonization. None of these aspects is more important than the...
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...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 to recognize the challenges diversity brings and to be more flexible and adaptable. It is a process of cooperative efforts where everyone wins while acquiring new knowledge leading to new opportunities. As it is not possible to add fractions without finding a lowest common denominator, it is not possible to find effective workplace solutions without recognizing differences and finding...
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...Member of CII Award for Human Excellence, Jury Member, QIMPRO Platinum Award for Quality. And Author 2: Prof. Arun Mishra Assistant Professor, VNS Business School, Neelbud, Bhopal Mobile: 9893686820 Email: arunjimishra@gmail.com ABOUT AUTHOR 2: Author is an MBA from FMS, Dr. Hari Singh Gour University, Sagar (M.P.). He is having total 9 years of work experience. Since 2 years he is in academics. Earlier to this he has served in various corporate in various capacities for 7 Years which include ICFAI, HDFC Bank, Wander Ltd. Wockhardt Ltd. etc. ABSTRACT Old-fashioned command-and-control companies were merely trying to manage the "white space" in their organizational charts. Today's companies must manage the white space in entire value chains. Value chain is a high-level model of how businesses receive raw materials as input, add value to the raw materials through various processes, and sell finished products to customers. A critical pre-requisite for success in digital economy is the implementation of an integrated value chain that extends across - and beyond - the enterprise. The old principles no longer work in the new economy. Businesses have reached the old model's limits with respect to complexity and speed. The real problem...
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...and that say’s a lot about the organization. Nike is a strong advocate of formulating business strategies, creating market-driven incentives as a primary driver of change. For Nike, these core values are: Authenticity: Nike is authentic in everything it does. Athletic: Nike appeals to serious athletes. Performance: Nike’s products must meet the highest specs. From this three-legged model, Nike identified its widest access point: the joy in sports fitness that’s available to everyone. In other words, “Just do it” (www.extremekindness.com). From our analysis Nike focused on creating an image of ‘performance, competition, achievement, by doing its personal best; by promoting good work culture. Values are very important to our life, implementing them strengthens everything that concerns us. On the contrary it’s been established, however, Nike is running efficiently in all aspects. The company has marketed itself so methodically that it has figuratively become a household name. Now on the flip side, Nike was providing jobs too many who would other wise not have one; paying “a measly $1.60 a day to Vietnam factory workers while living wages are or were at least $3 a day” Another concern, is that Nike faced with a dispute over the unsafe conditions Nike was providing its factory workers. However, the organization still achieved continual success through effective operation and strategic planning. This paper will explain how individual values drive the actions and behaviors...
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...improvement in quality may improve a company’s competitive ability.Return on quality _____ are those things that a business owns which have value.Assets _____ is simply the money owed the firm by customers because they’ve purchased goods or services on credit. Accounts receivable ______ gives owners the security of a sales contract but permits them to stay at the “helm” for several years.The two-step sale ______ is a small number of customers to give you feedback on specific issues in your business—quality, convenience, hours of operation, service, and so on.Focus Group ______ is not a primary goal of a competitive intelligence program: All these are primary goals of a competitive intelligence program ______ is the process of creating and delivering desired goods and services to customers, and involves all of the activities associated with winning and retaining loyal customers. Marketing ______ publishes Annual Statement Studies, showing ratios and other financial data for over 650 different industrial, retail, and wholesale categories. Robert Morris Associates ______ puts the customer at the center of a company’s thinking, planning, and action and shifts the focus from a product or service to customers and their needs and wants. Customer Relationship Management (CRM) _______ are negative external forces that inhibit the firm's ability to achieve its objectives. Threats _______ are positive internal factors...
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...Running head: PERSONAL LEADERSHIP Personal Leadership Development Plan Angelica Doloroso University of Phoenix Nursing 587/Leadership and Management in Nursing and Healthcare Marcia Lyles, MSN, EDD, PhD. January 5, 2006 Personal Leadership Development Plan It has been my experience that health care professionals as well as consumers are becoming more verbal about the inadequacies of the health care system. It is clear that improvement is necessary. There are many roads to improvement of the system, one of which is the proper use of the Advance Nurse Practitioner. With this role properly developed, the Advanced Nurse Practitioner can effect many changes both in and out of the hospital setting. It is for this reason that I chose to advance my practice as a nurse. As an advanced practice clinician, I will be able to make a difference in the community by contributing to the enlargement of the primary care workforce to meet the population’s primary care needs. Within the next five years, I view myself in an advanced practice role, that of a Nurse Practitioner serving the adult population in an outpatient clinical setting. As an advanced practice clinician and leader, my efforts will be directed at ensuring that effective health care is provided to the patients that will result in improved quality and health outcomes. At the local level, I will have a strong influence on my team in my area of clinical practice. This involves identifying the steps required to develop...
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...process used to determine the quality of a performance--a high score aligns with effective performance. Measure. A measure is the tool for assigning a number to quantify level of performance. A measure reveals and organizes specific factors that undergird masterful performance. Improvement. Improvement is the process of examining present levels of performance and then taking specific actions that lead to progressively improvements. Levels of Performance. There are five levels of performance, Level 1 to Level 5. The three anchors for levels of performance are: • Beginner (L1 = Level 1)--Performers have valuing and knowledge of factors that undergird high performance and they are beginning to apply these factors. • Proficient (L3)--Performers are achieving solid performance by executing most factors that undergird high performance. In slang, performance is rocking! • Master (L5)--Performers integrate factors of high performance into their way of being. That is, performance is at the virtuoso level. Contextual Information Purpose. When performance can be measured, it can be improved. Improvement in performance meets a basic human need--we want to become better at what we do and ultimately become high performers. People. Measurement & improvement of team performance is done by the team. When? Begin measuring and improving team performance early in the life cycle of the team. Continue the process over the life of the team. Assess on a regular basis, but not too often--the idea is to maximize...
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...Interviewee names: Codie and Mitch. Q1. Explain the resources you think you have relied on the most and were they as effective as you thought they would be? Codie discovered that by effectively managing her schedule, dedicating focused practice sessions to her academic pursuits, and diligently jotting down crucial information, she significantly boosted her academic performance. These well-thought-out strategies not only facilitated her memory retention but also played a pivotal role in alleviating her overall stress levels, leading to a more balanced and successful academic life. Conversely, Mitch favoured a different approach, opting to meticulously cross-reference his workbooks with online resources to validate the accuracy and comprehensiveness of his notes and study materials. Emphasising the significance of allocating substantial study time, particularly in readiness for the demanding HSC examinations, Mitch...
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...INTRODUCTION ABC Telecommunications is a publicly traded, global, manufacturing telecommunications company who primarily sells copper and fiber products to customers like Verizon and AT&T/Cingular. Like many other telecommunication companies, ABC went thru a significant down-turn around 2000. Not only did offices and manufacturing plants get shut-down throughout the world, the morale and culture of ABC changed. ABC lost a lot of their highly skilled, highly valuable employees. They have consciously tried to hire “the best of the best” but yet they are not willing to provide the salaries and benefits to get those individuals. In fact, ABC has really been focusing on cost-cutting measures the last couple of years. Employee recognition and rewards are very rare, bonuses were not given last year, locations in the US continue to get shut down, and layoffs are frequent in order to get headcount and employee expenses down. Purchases of new computers and other technology equipment are considered an unnecessary expense. Understandably, turnover is high and those who stay tend not to be satisfied. Many leave quickly; others just complain and talk about how much better the company used to be. ABC was the organization reviewed in my OCI paper. ABC’s highest style rating was conventional and their second highest style was approval. Most employees feel the need to conform, to not get involved in any disagreements, and to have superficial relationships with their co-workers so...
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...Global Leadership Concerns for the Future It is my belief that the powerful driving forces that will impact my future business will be online and mobile communication, globalization, attitudes to the environment generational change, rising customer expectations, technologically savvy and many more issues will raise vital challenges for the company. In the world of business, increasing globalization of commerce and trade has created new challenges for business leaders throughout the marketplace (Goldsmith et al, 2003). As a leader my concerns for the future will be first to, understand how both foreign and domestic trade policy will affect a particular business structure. For instance, a Limited Liability Company (LLC) will have different guidelines to follow under Federal Law than a C-corporation, which also will have varied guidelines to follow if conducting business outside the U.S. or with other countries. Look at trends in emerging economies. Many developing countries such as India and China are becoming some of the largest and fastest-growing economies in the world (Ernst & Chrobot-Mason, p. 2011). A leader must be aware of the company's exposure to other cultural concerns. The international relations between a company's country of origin and the other nations we conduct business with are important to the livelihood of the business. Second, my global leadership concerns for the future are diversity training and development; there is not enough. According to Goldsmith...
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...collaboration? As our society becomes more culturally diverse, organizations are understanding the need to work with other organizations in order to "turn up the sound," so their voices are heard and their issues will be addressed. This means that individuals and institutions can no longer deny the sometimes uncomfortable realities of cultural diversity. Organizers and activists are realizing that we have to come to grips with our multicultural society, or we won't get anything done. But how do we do that? One Wisconsin labor activist says, "We want to include communities of color, but we just don't know where to begin. We hold open meetings, but no people of color even show up." A neighborhood organization member in South Los Angeles, says, "Last year, we decided to move toward organizing in the Latino community for the simple reason that we have a lot of new immigrants from Central America in the neighborhoods. We wanted to make an authentic multicultural organization, but we learned an important lesson -- it doesn't just happen." Many organizers have begun to come to grips with diversity issues, even though they may not have all the answers. These organizers realize they have to develop new strategies and tactics to attract multicultural interest in their collaborative initiatives. They also know there will be problems to solve if their collaborations are to be effective. This section will discuss how to help organizations collaborate effectively with people of different cultures...
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...Module 6 Organizational leadership 3 marks 1) What do you mean by “charisma”? Ans: Charisma is a trait found in individuals whose personalities are characterized by powerful charm and magnetism (attractiveness) and superior capabilities of interpersonal communication and persuasion. According to Weber, charisma is a pure form of authority based on the gift of divine grace. The term charisma is applied to a certain quality of an individual personality by virtue of which he is considered extraordinary and treated as endowed with supernatural, superhuman, or at least specifically exceptional powers or qualities. 2) Who is a charismatic leadership? Ans: Charismatic leadership is a leadership based on the leader’s ability to communicate and behave in ways that reach followers on a basic, emotional way, to inspire and motivate. 3) Define the term “transactional leadership”. Ans: A transactional leader is one who guides and motivates his follows in the direction of establish goals by clarifying role and task requirements. It involves exchange relationship between leader and the followers. It is a perception for mediocrity and that transformational leadership leads to superior performance in organization facing demands for renewal and change. 4) Differentiate between transformational and transactional leadership...
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...If there are images in this attachment, they will not be displayed. Download the original attachment From this 3 days course on the 7 habits of highly effective people, I had gained knowledge and how to diligently apply these habits in my workplace as well as improving the quality of life. It may take several weeks of concentrated effort to break free from the "gravity" if old habits until new habits "kick in". Once developed, however, habits come naturally with little energy expended. In order to develop the habits, there is the maturity continuum where it shows the relationships among the 7 habits. It illustrates the stages of progression, how to become highly effective through moving from dependence to independence. For instance, we experience the private victory when we learn self-mastery and self-discipline (Habits 1-3). We then experience the public victory when we build deep, lasting, highly effective relationships with other people. (Habits 4 - 6). Habit 1 which is the habit of choice. It also means to be proactive in whatever we do.It results in increased influence, more self awareness, to become more initiative and to become the creative force of my life .The principle behind this habit is that one is free to choose and am responsible for the choices. By using proactive behavior instead of reactive behavior, the respond made will be based on principles and desired results rather then allowing outside influences to control their response. In my workplace, for...
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...but how they perceive others. Those perceptions affect their interactions. For a wide assortment of employees to function effectively as an organization, human resource professionals need to deal effectively with issues such as communication, adaptability and change. Diversity will increase significantly in the coming years. Successful organizations recognize the need for immediate action and are ready and willing to spend resources on managing diversity in the workplace now. Benefits of Workplace Diversity An organization’s success and competitiveness depends upon its ability to embrace diversity and realize the benefits. When organizations actively assess their handling of workplace diversity issues, develop and implement diversity plans, multiple benefits are reported such as: Increased adaptability Organizations employing a diverse workforce can supply a greater variety of solutions to problems in service, sourcing, and allocation of resources. Employees from diverse backgrounds bring individual talents and experiences in suggesting ideas that are flexible in adapting to fluctuating markets and customer demands. Broader service range A diverse collection of skills and experiences (e.g. languages, cultural understanding) allows a company to provide service to customers on a global basis. Variety of viewpoints A diverse workforce that feels comfortable communicating varying points of view provides a larger pool of ideas and experiences. The organization...
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