Diversity Management : The United States Military

Ernest Duenez, Jr. was killed by police officer John Moody on June 8, 2011. When Ernest pulled into his driveway, Moody shouted to Ernest to put his hands up and drop the knife. However, Ernest had no knife in his hands. Moody fired thirteen bullets and eleven shots struck Ernest on his chest, back and head. His family was completely devastated; they searched for justice for Ernest, while helping his widow with her child, who was just seventeen days away from his first birthday. Tragedies such as this one can be greatly reduced by body cameras. For example, the Rialto study, where police officers wearing body cameras resorted to physical force 59 percent less than those who did not wear body cameras. When wearing body cameras, police officers would not behave negatively in a situation where they may incriminate themselves.

Diversity is a big concept these days in the United States Military especially the Army. Whether it is in the career field, or outside the career, they are using fewer personnel to complete the same mission, daily duties and even the same combat roles. According to dictionary.com immaterial is defined as not pertinent, not relevant, or of no essential consequence (Dictionary.com, 2015). An immaterial officer is one who works out of their specified field and would be a perfect fit for this type of today’s diverse Officer. The Army’s forecast for its future consists of the Troop drawdown, slowing the promotion rate and percentage of personnel selected. This also includes the use of higher standards

In the article “Identifying Barriers to Diversity in Law Enforcement Agencies” by Carl F. Matthies, Kirsten M. Keller, and Nelson Lim the issue of diversity in the law enforcement workforce is brought to task. They show through the use of research that law enforcement agencies can do their jobs better if they resemble the population they are supposed to be protecting. Police community relations are negatively affected by the disparity of racial composition between agencies and communities combined with heavy-handed tactics. The intentions of this article is to offer a thorough analysis of a method intended to reduce this disparity. This method is known as “barrier analysis” which means it analysis issues or problems such as this (diversity in law enforcement) for specific obstacles. The intent is to use this knowledge to directly address these obstacles so as to increase diversity in the ranks of law enforcement.

Are State Senate district 12, and State Assembly districts 24 and 25 racial gerrymanders prohibited by the Fourteenth Amendment’s Equal Protection Clause with race as a predominant factor in redistricting?

11). While there is no collusion within the organization to actively exclude individuals, the constraints of widely spaced flights and completely different functionalities seem engineered to create a barrier to diversity. A barrier analysis of this hardship in getting people to all come together for diversity training and events revealed that this was based on a difficulty in aligning schedules and an agreeable location. In turn, this was a result of the 8 different locations the unit occupies around base that are separated by an average of 3 miles. The reason for this separation was determined to be the variety of jobs that are held by personnel within the organization and their need to collocate near other units to enable mission success for the unit they support. Finally, the reason that so many Defenders are holding so many different jobs is the wide support mission of the unit with many intricate components. Thus, the root cause of the barrier to diversity is the complexity of the organization and structure of the unit (BCEE, 2014b, p.

The target of this paper is to explore the strategic diversity plan of the U.S. Department of Veterans Affairs ' (VA) with an end goal of supporting its efficacy. Accordingly, this paper organizes this exploration into three correlating sections, the first of which presents an overview of the Office of Diversity and Inclusion (ODI) within the VA. In addition, this area summarizes the VA diversity plan, created by the ODI. Next, the second exploration section outlines specific focus areas as defined in the Standard University Publication Best Practices for Managing Organizational Diversity (2007). The third and final segment offers a concluding synopsis of this analysis and proposes remedies for the gaps. In conjunction, this paper includes appendices which serve as informative supplements with relevant exhibits of the documents used in this research. First, appendix “A” contains the Diversity and Inclusion Strategic Plan FY 2012 – 2016, Diversity and Inclusion Strategic Quarterly Progress and Accomplishment Report Template – FY 2012, Diversity and Inclusion Annual Report – FY 2014, and the VA Strategic Plan FY 2014 – 2020. Second, appendix “B” includes the mission, vision, values and goals of the ODI, as well as an illustration of their organizational chart. Third, appendix “C” provides the Pew Research Center graphical data on the United States population. Fourth, appendix “D” consists of the veteran population graphical data from the National Center for Veterans

Roughly 200,000 "colored" men and their 7,000 white officers comprised the US Colored Troops during the Civil War (United States Colored Troops Institute, n.d.). It is widely known that President Lincoln vastly underestimated the resolve and strength of the southern states in their attempt for secession from the Union. President Lincoln would prepare for a "minor insurrection" by blockading Confederate Ports and calling for 75,000 volunteers. (McRae, 1995) Many blacks rushed to enlist in the Union Army but were turned away due to a Federal law dating from 1792 that barred "Negroes" from bearing arms for the U.S. Army (U.S. National Archives & Records Administration [NARA], n.d.). An appeal went out to the Governor of Ohio, David Todd, who rejected the idea by stating President's Lincoln position that, "this is a White man's government and that they were able to defend and protect it". (McRae, 1995)

Diversity at Target, like everywhere, is a work in progress. Target is ahead of the national average in terms of minority hiring. Additionally, the company has a higher percentage of minorities in management positions than the industry average. “The Strength of Many. The Power of One,” is Target’s tagline for diversity. It is realized that we need many points of view all working towards the common goal in order to be successful. The goals set forward in this plan are: to increase diverse hire mix by 30% over last year; improve retention rate by 30% over last year; and to develop high potential diverse talent in the ST. Louis market. This can be done

Race continue to be an issue in the United States even in the military. The way people were raised, also affects the judgement and how the person will react in any racial situation. The glass ceiling continues to be an issue in this days because it affects women and all minority groups. For example, in my squadron, if leadership does not look at you as a future leader because the way you speak or accent and because you are outspoken, it can affect you to get promoted. This year was my last chance to get promoted and I got over looked even though I have an Associate’s degree and 4 classes away from my Bachelor’s degree which the other members did not had. One person that got promoted got coin from the Command Chief just because he attend to

“Army’s culture has tended to exclude women and some ethnic groups who are under-represented in our ranks. This will prove unsustainable with demographic change over the next few decades… Harnessing the full potential of our workforce is a capability issue rather than a diversity issue for me and I want to remove any artificial impediments to the best use of all of our people” Chief of the Army 2012

The military system is, as one would expect, very pragmatic. Differences among soldiers and their abilities are viewed as strengths (or weaknesses) to be put to optimal use to get the job done. While certainly not impervious to racism and sexism, this very practical, almost scientific approach to managing human efforts supports a true meritocracy. But, like other hierarchically structured systems, a lot depends on the leadership.

Managing diversity is one of the hardest tasks for the modern fire service manager to accomplish. Firstly the manager is required by Title VII and the Equal Employment Opportunity Commission to provide an employment pattern that matches the demographic makeup of the particular community. Can a manager in the modern fire service manage a diversity program that truly manages diversity instead of simply trying to increase the numbers and percentages of minority workers in their fire department? Diversity encompasses a very wide spectrum ranging from cultural to subcultural categories, and it also includes individual or personal traits.

I am applying for the Associate Director of Diversity Recruitment. This is such an exciting position that allows one to contribute to the community and in turn society.

The topic that I’m choosing is Chapter 17, “Managing a Diverse Workforce.” Although there is an improvement in the diversity in the workforce, there is still room for change. Businesses have made many changes to help enforce the laws that were passed regarding diversity in the workforce. Women have been integrated into the workforce and there also have been many immigrants from other countries that have been given a new start to the workforce in the United States. Laws of equal opportunity have been made to help increase the workforce diversity. The goal for full equality of women and persons of color in the workplace has not been fully met; however, the United States’ workforce has made a lot of progress.

Now more than ever agencies are looking to fill their ranks with a diverse officer corps that reflects the populations they serve. This includes