How Workplace Is Necessary And Part Of Doing Business

Diversity is a wonderful asset to an organization and brings with it many benefits. Employees bring in their own personal experiences and knowledge to the team (Burns & Kerby, 2012). Having diverse teams allows for the possibility to fix a problem or perfect a process by using different employee’s experiences and past knowledge to find solutions. A diverse workforce can drive economic growth and capture a greater share of the consumer market (Burns & Kerby, 2012). With diversity as a core value, the recruitment pool is widened to find the most qualified candidate and reduces employee turnover as a result. An organization can be highly competitive with a diversity initiative by adapting to a changing environment (Burns & Kerby, 2012).

The Kellogg Company, though older than most companies, has been making progress toward changing workforce attitudes surrounding diversity since about 2005. The company recognizes the growing need of a diverse workforce in order to sustain a competitive advantage in an increasingly global market, as well as for the welfare of its employees. The application process even promotes diversity, in order to welcome potential candidates from any background. Kellogg’s truly tries to stand by their “commitment to diversity and inclusion” in every area possible.

The top managers of Bass Pro Shops are reluctant to apply diversity practices on their recruitment processes, which has significantly damage their reputation and organizational climate. The successful implementation of a training and development method focused on promoting diversity will attract more customers and skilled employees to Bass pro shops stores. Thus, improving the reputation of the company in both employees and customers. The lawsuits derived from their discrimination practices has already damage Bass Pro’s reputation and might jeopardize their cost structure. Thus, the implementation of a diversity training method

Throughout the book The Loudest Duck by Laura A. Liswood, we learn about what it means to be truly diverse and how to obtain this diversity. The book gives many examples of how and why it is important for companies to be diverse. Through this paper I will be outlining the main points the other made and share some of the lessons I feel are important.

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

The United States is one of the most diverse nations on the earth, originally conceived so, and often described as a great melting pot, as “all nations are melted into a new race of man, whose labours and posterity will one day cause great changes in the world” (St. John de Crèvecoeur, 1782). Yet, despite the country’s diverse population, the workplace remains a place of inequality as women and minorities continue to earn less than their white male counterparts (U.S. Bureau of Labor Statistics, 2011; U.S. Census Bureau, 2009) and advance less in managerial and professional positions (Kinicki & Kreitner, 2008). The question of workplace diversity is a polarizing debate with proponents of diversity measures arguing the business benefit of

The case at hand, Cityside Financial Services, a disguised consumer bank, services both African-American urban community as well as a wealthier class, white clientele. Cityside gained a high degree of customer acceptance that were widely perceived as a successful model of the "business case for diversity .As days progress and continual success rate intact, the bank's leadership slowly began discovering growing resentment and demoralization among its African-American employees.

Most people assume that workplace diversity is about increasing racial, national, gender, or class representation -- in other words, recruiting and retaining more people from traditionally underrepresented "identity groups." Taking this commonly held assumption as a starting point, we set out six years ago to investigate its link to organizational effectiveness. We soon found that thinking of diversity simply in terms of identity-group representation inhibited effectiveness. Organizations usually take one of two paths in managing diversity. In the name of equality and fairness, they encourage (and expect) women and people of color to blend in. Or they set them apart in jobs that relate specifically to their backgrounds, assigning them, for example, to areas that require them to interface with clients or customers of the same identity group. African American M.B.A. 's often find themselves marketing products to innercity communities; Hispanics frequently market to Hispanics or work for Latin American subsidiaries. In those kinds of cases, companies are operating on the assumption that the main virtue identity groups have to offer is a knowledge of their own people. This assumption is limited -- and limiting -- and detrimental to diversity efforts. What we suggest here is that diversity goes beyond increasing the number of different identity-group affiliations on the payroll to recognizing that such an effort is merely the first step in managing a diverse workforce for the

Best Foods Company is a multinational worldwide food company whose vision is “To be the Best International Food Company in the World.” (p.713) Best Foods set out to make some serious strides in diversifying their organization. However, there were three key diversity challenges facing them. First is that the company has very few women who have been on the career path that leads them to executive level position. This unfortunately was due to past practices. Best Foods top 150 senior managers were mostly made up of older males predominately white. At the time that Best Foods sought to change there was only one women and she was a general manager. With the lack of skill level and job experience one of the first

Tom, I am glad you came to talk to me about your workplace situation. By the end of our conversation I hope to leave you with a few options on how to improve the atmosphere at Piggly Wiggly so you can run the most successful business. First, lets outline the main leaders at Piggly Wiggly. Since you are the business owner you are the main leader followed by your managers that run the store. Together, you lead the managers and they lead the employees of the store. This being said, it is your job to set forth the attitudes and policies of the new direction of Piggly Wiggly. I want to congratulate you on completing your goals in the new direction of Piggly Wiggly, by diversifying the employees, selling new culturally diverse products, and trying to make the store an overall welcoming place to everyone. I also want to applaud you on your use of a diversity specialist to help with the new direction of the store and a Human Resource Manager to monitor and report the effects of the new direction. These experts give you the resources and knowledge needed to make the new direction of the company possible.

In a world that has grown increasingly smaller due to mass media, world travel, and readily available information, the workplace has grown increasingly diverse in both gender and cultural aspects. Individuals no longer live and work within the confines of their geographic locations. At almost any position with any company the individual employee is a part of a larger world economy that harvests assets from the ends of the earth. Because of this, companies seek to capitalize on diversity to become more creative and flexible in their business models.

The world's increasing globalization requires more interaction among people from diverse cultures, beliefs, and backgrounds than ever before. People no longer live and work in an insular marketplace; they are now part of a worldwide economy with competition coming from nearly every continent. For this reason, profit and non-profit organizations need diversity to become more creative and open to change. Maximizing and capitalizing on workplace diversity

While Apple’s products are innovative, their 2014 workforce did not exhibit the diversity they claim to support. According to their 2014 workforce demographics survey, Apple reported that 70% of its U.S. employees were male and 55% were white (Chowdhry, 2014). These figures show that supporting diversity and inclusion, in theory, does not necessarily translate into actual behaviors. However, Apple’s CEO Tim Cook was not satisfied with these demographics (Chowdhry, 2014) and as continuation of their diversity initiative, they have taken steps to increase the diversity they claim to embrace to include updating their charter to increase minority representation on their board of directors (Chowdhry, 2014). While their 2015 workplace figures are relatively the same (69% male/54% white) (Inclusion & Diversity, 2015), the fact that Apple’s leaders recognize their shortcomings and are increasing their recruitment and hiring of minority employees (Inclusion & Diversity, 2015), in addition to donating $50 million in a multi-year initiative to increase minority representation in the technology industry (Lev-Ram, 2015), proves that Apple is truly trying to practice what they

Thomas & Stephanie J. Creary it is clear that PepsiCo initially followed the discrimination-and-fairness paradigm. On the case PepsiCo realizes from a very early stage the important of hiring diverse employees and in 1940 implements an equal opportunity initiative to increase the number of minorities in the workforce. As PepsiCo does this, it is attempting to provide all individuals with the same opportunities of working with the company and therefore meet the goals set for increasing diversity in the

Diversity in workforce “include, but are not limited to: age, ethnicity, ancestry, gender, physical abilities/qualities, race, sexual orientation, educational background, geographic location, income, marital status, military experience, religious beliefs, parental status, and work experience”(Thomas 1992). Diversity in the workforce is initially perceived as a response toward the increasing diversity of the consumers in the market (Agocs & Burr, 1996). From there, it has been observed that capitalizing on existing differences among the employees provide benefits to the organization. Diversity in workforce fosters and encourages