David Cooley Organizational Structure

organization’s goals and vision as it relates to diversity; (3) Recruitment and Retention serve as a

employee rights, and finally CVS is known fostering an inclusive work environment that valuing diversity (CVS, 2010).

We encourage our employees’ differences in age, color, disability, ethnicity, family or marital status, gender identity or expression, language, national origin, physical and mental health ability, political affiliation, race religion, sexual orientation, socio-economic status, veteran status

We embrace and reassure our employees’ differences in age, color, disability, ethnicity, family or marital status, gender identity or expression, language, national origin, physical and mental ability, political

We value the diversity of our staff and service users and promote a culture in which everyone can express their potential.

They give us their best and we will give them our best. We will begin by treating them right and fair. This is done by instilling a commitment to grow and developing a business with express goal of making a meaningful, positive impact on the lives of our customers, employees, business associates and community. (Crisafulli, 2009) We invest in our employees by offering extra training, tuition reimbursement and profit-sharing in the retirement.

We embrace diversity and diverse opinions; we treat people with dignity and respect to support our inclusive culture. This allows us to retain and attract the world-class talent and supplier base we need to develop the innovative solutions our global customers depend on. We view our diversity as a competitive advantage as a key enabler of our growth.

“The Board has adopted a diversity policy which aims to, among other matters, address the representation of women in senior management positions

Traditionally, companies have been relying on managing diversity and inclusion through the focus on targeted recruitment, education and

The general line of reasoning is that if we learn to incorporate each other’s diverse traits and characteristics in the workplace, we can then use these differences to foster an innovative environment, which will give the company a competitive advantage over the competitors that do not accept workforce diversity. According to the Allied Academies International Conference, “Diversity is rapidly becoming a common practice among companies due to the increasing number of minorities entering the job market today. As these groups become more prevalent throughout companies, upper-level employees are facing numerous challenges when determining what changes must take place to create a positive working environment for everyone. Management is responsible for the development and implementation of effective policies directly relating to diversity to ensure the acceptance of minorities into the workplace and to aid in minorities’ success through equal opportunities and treatment.” (Marcia L. James, 2001, Academy for Studies in International Business Proceedings)

They stressed further: “Aside from the leadership provided by CEOs and diversity officers, management of diversity should be embraced by the entire leadership team and not perceived as the exclusive domain of the HR function.”

The development of the Paralegal advocacy, originated in the 1960’s, formal programs were created and merged with the public service agencies for training purposes, also providing accessible legal services, to individuals whom were unable to afford the lofty prices of legal counsel. Before long, Governmental agencies, Private law firms and local business promptly sighted the advantages and benefits of employing the specially trained individuals,

As leading hospitality brand, Marriott has made diversity and inclusion a core aspect of its business strategy. These efforts are crucial to the company’s success, especially with a continually growing global business portfolio. And this commitment to diversity starts at the very top with its Committee for Excellence. This group, established in 2003, is comprised of senior-level executives. Board members meet regularly and identify diversity objectives at all levels of the organization.

Two additional governance bodies complement the work of this team: the Accenture Diversity Council, which makes decisions regarding inclusion and diversity globally; and the Diversity Advisory Forum, which recommends innovative approaches to the company’s diversity initiatives.

Contemporary organizations operate in a very dynamic global environment and as such have learnt to value diversity in the workplace in order to sustain a competitive edge. However, embracing diversity alone is not enough to lead to sustainable success. What are needed are the organizations that want to be on top of the game to ensure an inclusive workplace environment so that the fruits of diversity can be enjoyed. Diversity refers to “ representation of multiple identity groups and their cultures in particular organization or workgroup” while inclusion is “creating, fostering and sustaining practices and conditions that encourage and allow each of us to be fully ourselves—with our differences from and similarities to those around us—as we work together” (Ferdman, 2013, p. xxii).Ferdman asserts that the goal of inclusion is the psychological sense that we matter and that our voice and contributions are important. This inclusion begins with everyone recognizing the fact that we are made up of many components, characteristics and identities which are intertwined and make us whole. Just like an organism whose parts function differently but make up the whole thing and if one part is missing the organism cannot function properly, so are individuals in the workplace. They all come from different ethnic and cultural background, race, religion, sexual orientation, gender, national origin, and marital status,