Organizational Diversity Processes

During the last part of this century, businesses and organizations have heavily relied on affirmative actions laws to ensure equal employment opportunities. The failure of this dependence upon legislation is that is doesn't address the full spectrum of diversity in the workplace (6). Affirmative actions laws have limitations, discriminating against people holding protected-class status such as women, African Americans, Hispanic Americans, Asian Americans,

Discuss the six diversity components and associated diversity initiatives that make up the systematic approach to diversity management. Why are these components important in managing diversity?

The “Glass Ceiling” is known as an invisible barrier that stops someone from gaining more success. In this case it deals with women in the workplace, not being able to move up in a company. Even though no one knows who started the phrase, “A widely read Wall Street Journal story in 1986 popularized the term”(Napikoski). The “Glass Ceiling” has played a big role in women not being able to be

To identify and and explain at least 3 organisation benefits of attracting and retaining a diverse workforce

In the article “If There’s Only One Woman in Your Candidate Pool, There’s Statistically No Chance She’ll Be Hired”, the authors Stefanie K. Johnson, David R. Hekman, and Elsa T. Chan discuss how unconscious bias toward the status quo hinders diversification in the workforce despite diversity initiatives. To provide a potential solution for the workforce’s diversity problem, the authors conducted three studies which they changed the status quo among final job applicants. The authors concluded that when there are at least two minorities or women in the finalist pool instead of just one the status quo is changed resulting in the favorable candidate being a minority or a woman.

Discrimination is also evident in employment. In the year 2000, students from the universities of Chicago and Washington teamed up to conduct a survey. They paired up a black man with a white man who were identical in almost every way, i.e.

Gender, ethnicity, and race inequalities and the issues surrounding them in the workplace have been on the forefront of society’s mind for decades. The problem of inequality in the workplace has become one of the most important and vital issues in our society today. In order to understand fully the reasons for these inequalities, one must try to understand the factors that cause gender, ethnicity, and racial issues within the workplace, yet in this case, we will tend to focus mostly towards gender inequality in the workplace. One typically thinks locally

The glass ceiling is responsible for women and minorities not being able to achieve what they are capable of. A glass ceiling is an invisible barrier. For many of the years, women were not put in jobs that require top executives such as management and that is why many of them have not accumulated the

Harvard Business Review September, 1996 / October, 1996 HEADLINE: MAKING DIFFERENCES MATTER: A NEW PARADIGM FOR MANAGING DIVERSITY BYLINE: by David A. Thomas and Robin J. Ely; David A. Thomas is an associate professor at the Harvard Business School in Boston, Massachusetts. Robin J. Ely is an associate professor at Columbia University 's School of International and Public Affairs in New York City. Their research and teaching focus on the influence of race, gender, and ethnicity on career dynamics and organizational effectiveness. ABSTRACT: MAKING DIFFERENCES MATTER: A NEW PARADIGM FOR MANAGING DIVERSITY DAVID A. THOMAS and ROBIN J. ELY Diversity efforts in the workplace have been undertaken with great goodwill, but, ironically, they often

In most corporations today, the glass ceiling goes unnoticed and certainly unquestioned. Corporations boast of being a great place for women to work, but women are always middle management, not higher

While diversity is often a term used to refer specifically to cultural differences, diversity applies to all the qualities that make people different. From a management perspective, the key to diversity is to understand how different types of diversity and different demographic characteristics can impact human behavior. The four types of diversity that will be examined are: occupation, differences in skills and abilities, personality traits, and value and attitudes. For each type of diversity, the impact on individual behavior will be described.

The article authored by Cox, bearing the recent trends in business globally, together with gender and ethnic diversity, which is on the rise, and forcing the managers to value of cultural differences. The article provides the essence of an organization to enhance the effectiveness of an organization by valuing diversity. Similarly, the article presents research data and arguments on the manner in which the management of diversity is able to generate competitive advantage. In addition, the article presents organizational flexibility and problem solving skills that

Organizations have been becoming increasingly diverse in terms of gender, race, ethnicity, and nationality. This diversity brings substantial potential benefits such as better decision making, greater creativity and innovation, and more successful marketing to different types of customers. But, increasing cultural differences within a workforce also bring potential costs in higher turnovers, interpersonal conflicts, and communicational breakdowns. The utilities of diversity training and the essential managerial skills required for effectively managing diversity will also be discussed.

What is the glass ceiling?” “Is it a ceiling made out of glass?” In business, it is defined as “an upper limit to professional advancement, especially as imposed upon women that is not readily perceived or openly acknowledged.” In 1986, journal reporters used the term “glass ceiling” in the newspapers, and they described it as the barriers that limit the advancement of women and minorities. In other words, it is a ceiling based on attitudes, an organization’s stereotypes, or bias that prevents the advancement of women and minorities (a racial, religious or a political group) to high-level positions.

Various factors could potentially affect not only the number of available applicants, but the quality as well. To ensure employment laws are adhered to, an affirmative strategy is strongly encouraged and would include Executive Order 10925 for Equal Employment Opportunity to include main strategies to protect minority groups, whether it is sex, race, religion, or national origin (Aamodt, 2014). The strategy should also include statics around minority groups that are not represented. An affirmative strategy will protect the organization against potential claims and lawsuits against preferential hiring or targeted recruitment. By organizations implementing a strategy and honoring these laws, it will aid in hire diversified employees for