Deep Level Diversity Promotes Team Performance

Workplace Diversity – Benefits and Employment Laws Workplace diversity refers to the variety of differences between people in an organization. Diversity encompasses race, gender, ethnic group, age, personality, education, back ground, cognitive style and much more. As the work places are becoming more multicultural and diverse, there is an increased need in understanding the dimensions of diversity and cultural differences that affects the business communication within organizations. A better understanding

Cultural diversity is in many day-to-day places, even HomeGoods! HomeGoods can be diverse in good ways and some bad ways. An example of surface level diversity at HomeGoods is gender. When a customer walks into the store, a lot of the time they see females up at the registers and males coming in and out of the backroom. When a customer would like to purchase a piece of furniture, they often ask if “there is a guy who can get it” when any associate is qualified to help, regardless of sex. HomeGoods

SURFACE LEVEL DIVERSITY, DEEP LEVEL DIVERSITY, AND ORGANIZATIONAL COMPETITIVENESS ABSTRACT Surface level diversity is the mixture of people who differentiate by sex, race or ethnicity, and the observably physically disabled. These differences typically cannot be changed and are easy to measure because they are visual. Deep level diversity are differences such as personality and attitudes that can be communicated through verbal and nonverbal behaviors. Diversity can be affiliated with socio-economic

practitioners (Cohen, Gabriel, & Terrell, 2002). Diversity improves underrepresented minority groups thus preparing a culturally competent workforce with the knowledge, skills, attitudes, and behavior required of a workforce to provide services to persons from a wide range of cultural and ethnic backgrounds. Supporting diversity assist to provide improved access to high-quality services for persons in society who remain underserved. Greater diversity amplifies the pool of practitioners and public policymakers

measurable and on clearly defined expectations by supervisor and human resources. The ratings for each objective in performance appraisal should narrate conclusive and measureable results. Baron (2000) argues that within performance based reward system the anticipated developmental goals should be based on the expected needs of employee and organization. This portion of the performance appraisal highlights

Addressing Challenges of Groups and Teams James King, Allison Compton, Jeremy Severson, and Ann Williams LDR 531 March 8, 2011 Dr. Molly Smith Addressing Challenges of Groups and Teams Competition and technology changes in the telecommunications industry has resulted in declining profits for Desert Communications Incorporated (DCI). The competitive business climate in the telecommunications

I. Introduction As we enter the 21st century, workforce diversity has become an essential business concern. In the so-called information age, the greatest assets of most companies are now on two feet (or a set of wheels). Undeniably, there is a talent war raging. No company can afford to unnecessarily restrict its ability to attract and retain the very best employees available. Generally speaking, the term “Workforce Diversity” refers to policies and practices that seek to include people within

but not all of them can be effective when it comes to leading others. Parrott (2009) recorded, “In today’s leadership world, our outward appearance is the tally sheet of results we tout to prove our worth, while our thoughts and intentions are buried deep in the longview we bring to leadership” (p. 15). Today, everything centers around quick-fixes, immediate-impacts, and short-views. Being an effective leader is more than giving demands to the people that you work alongside. Throughout this class, I

cohesion 12 4. Managing Multicultural Groups 14 Y. Iqbal 4.1. Multicultural Diversity and Multicultural Workforce 14 4.2. Importance of Managing Diversity 15 4.3. Managing Culturally Diverse Work Groups

Introduction Diversity can be defined as the differences among the people working in the same workplace. Those differences can be related to gender, race, religion, marital status, sexual orientation, culture or personalities. Managing diversity within organisation is about ‘recognising this range of differences in people and valuing people as individuals, respecting their differences and their differing needs. It is also about accommodating differences wherever possible so that an individual can