ORG 405 CT 5

****** ****** has **** experiencing ** ******** ** ********* ********** the years ********* ** well ** consumers *** ******** **** ******* ** ************* Further **** ********** advancements and ************* ********* ** ** ********* ***** each ************ must acknowledge ********** about ********* ********* ***** *************** ***** the **** practices to ******* *** manage ********* diversity **** paper **** ******* *** ******* *********** ** ********* ** well ** ******* *************** ** order *** ************* ** ****** workplace ********* ************************ ** DiversityThe definition of ********* has **** ************* **** *********** **** *********** use * ***** ********** ******* ****** use * **** ******** ********** **** ***** *** **** diversity Kreitz ****** states ***** many current ******* ****** ********* ** *** *********** ********** that ************* one individual **** ******** **** ** **** and *** *** ** ********** ** ******** *** **** ********* Al ****** National *********** *** *********** ********** Benchmarking Study ****** ****** **** "diversity ******** *** characteristics and *********** that ****** **** of us as individuals" ** ***** is ********* ** two ********** *** ***** ********* *** ******* dimension ******** ***** ********* gender *** ******** disability *** sexual orientation" (US **** ** ******** **** Ch ** *** ****** dimension *** ********* ********* ******** "communication style **** ***** ************** ********** ******** ****** and geographic ******* *** Dept ** ******** 2010 ** ** *** ******** * for the ***** ***** ******** Aggregate Report" which provides ********** ** ******* ******* ** ********* ** the ********* ******** ** is limited *** **** *** include *** ********** *** ** ***** ********** **** ** ********** ***** ********* *** best ********* in ***** ** ******* ********* ************* ********* in Promoting ********* ************ ******** of workplace ********* *********** *** ***** ** *** ******* best practices to ******* ********* ********* *** following ** *** ******* **** ***** *** been ********* ** ***** **** **** ** ********* ************** Top ********** commitment2 Diversity ** **** ** ** ************** ********* ***** ********* linked ** performance4 Measurement5 Accountability6 Succession ********* Recruitment8 ******** involvement9 ********* *********** ********** ************* leadership management ** an ************ ***** ** ********* role ** *** ******* ************ as **** *** ******** *** ****** ** ****** The *** ********** ** an ************ **** **** commitment **** they **** ** initiate ********* management ****** the ******* This ********** ***** consist ** time ** well as *** ********* needed to ********** *** ********* Leaders ****** the ****** within their ************* ********* ********* Top ********** can *********** diversity practices to the ************ a ******* ** **** **** ** policy ********** ******** ******** newsletters *** ******** ** the *** ********** is serious about diversity ** ***** * ***** ******* to the organization ** **** how ******* ** ** *** ************ ******* an ******* ** Diversity" ** ***** ** ******* ********* ******* *** **** of ******** ***** *** ********* ****** ***** directly **** human ********* ** *** organization *** ****** **** *************** ********** the ******* ** ***** ** ******* *** ******** **** ********* ********* ** addressed in every aspect ** *** ************ ********* starts with top ********** ********** but ** **** ******** employees ********* **** diversity ********** ** order to "better ***** ***** ********* increase ******** ************ and **** the needs ** diverse ************ *** Dept ** Commerce **** ** 2)Commitment is **** important ** order *** diversity ********** to ***** ** * ********* ******* ** is **** ********** ** employees ********** ********** ** ********* in ******* ways ********* to Cox ******** *** ********** of ********* ** *** ******* ********* ** ******** ********* ** a ********* ** *** business ******** ** *** ************* A *********** to ****** *** ********** ********* **** ***** resource ********** ********* such ** *********** ********* and compensation systems4 * *********** ** **** ****** ****** and ********* ******* ******* on **** ********* *** * ****** ** ***** rather **** ****** or ****** Establishment of valuing ********* ** * **** ***** of *** firm **** ******** *** **** ******** ** ***** **** ****** **** ** ****** ********* and ***** ******* ** ****************** ** the ***** **** towards ********* ********** ** ************* ** *** ********** (CEOs ***** ** ************* ********* ******** **** ** ********* to *** ******* it ***** **** how much the ************ ** ****** ** establish *** best practices to ******* diversity By creating *** vision ** **** as ***** ********** ******** ******* *** lead ** **************** ** *** Strategic ***** ********* ******** *** plan ****** ** ** the ************** ********* **** ** ***** ** ******* diversity ** the ********* ** ******** (2008) ******* ***** Practices *** ******** Organizational Diversity" *** organization **** ******* * ********* plan ***** ******** *** following six ******** ** ***** to promote diversity":1 "A ********** analysis ** *** ******** **** *********** *********** ************ *** *** organization"2 **************** for ********* *** ********* in *** ********* ******** "Institutionalization of the diversity ********** ******* ** ****** ** ********** *********** for the ********* **** ** the ********* level"4" ******* ******* goals **** ** *** gaps ***** ******* *** diversity audit *** *** ******** ******* ********** ******* ** track ******** ****** ***** ******* *************** metrics **** hold ******** *********** for meeting diversity ****** (p *********** ********* management in *** ************** ********* **** ** ********** for * ******* ******* ******* having an ************ ******* ********* ********** ** *** ********* **** *** ********* **** problems ****** the ************ **** as **** when funds are ***** *** ************ ****** its diversity **** **** *** **** ****** ** ******* for the ******* ** *** ********** integrity ***** *********** ********** improvement and ******** ******** (US **** ** ******** **** Ch 3) ******* ************ ********* **** *** ******** ** provide * ********** ******* *** ******** *** ********* ********** *** **** *** ****** in ***** ** ********** **** ****** *** **** ** Commerce ***** ** 3) **** ***** requirement *** ** define diversity and ********* ********** and once **** was *********** *** definitions **** **** ** **** *** ********** of *** ************** ********* ****** ****** statement and ********* ***** *** Dept of ******** **** ** ** **** ******** ******** ** the ********* ***** **** ***** ** *** ******* ** well ** *********** ******** for ********* in order to show effectiveness in *** end ******* *** ********* **** ****** *********** ********* ********** so **** the ************ *** set ********** ** ***** *** diversity ********** ** ** ****************** ****** ** ******************** ********** literature has ***** ** ******* ************ *** innovation **** ***** **** * **** ******* ********* ************* can expand ***** business to * wide ******* ** ********** therefore ********** ************ ********** *** further ****** that ********** * **** ******* *** ********* ********* ***** **** ************* reduce ***** ** ******** ********* ********** employee ********* ****** *********** ****** and improving ******* (GAO 2005 p 10) **** Martorano **** ********* ** Coral ******* **** **** ****** that ********** are **** ********** *** ***** ** they **** ***** ******* ********* ***** ***** ********* ****** ** view *** *** *** ***** ** the ***** ***** and ********* **** are ****** ** ***** *********** *** **** by ***** ********* ** ********* that ***** ********** ***** ********* ** ********* ** some ********* and **** *** **** ********** with companies ** which **** feel *********** ************************** ********* ** *** *** ***** p *** ** ** *** ** ************ *** *********** ******** ** *** ****** ** ******* ******* ** ** ******* ********* ******** An organization should **** ***** ** **** ** the ********* to ******** *** ******* *** effectiveness ** ********* management ************* *** keep ***** ** *** ******* **** receive ** *********** in **** ***** ** diversity ******** and recruitment ** ******** the progress they are ****** in these efforts (quantitative)" **** **** p *** ************* *** **** use "qualitative data **** ******* **** ********** ***** groups *** ******* ** ******** ******** perceptions" **** **** *** **** *** be **** ** ****** ********* ** ********* ** ***** ** ******* ************** ********** promotions *** ************ supervision *** *********** *********** **** ***** **** ****** be done ** ***** ** a yearly ***** in ***** ** ******* ********* ** ********* programs *** **** ******* where ****** **** again **** management and employees are an ********* ****** ** ********* including ** *** *********** ** *** ************************************ is ******* way ** promote ********* ********* ******** ** *** ****** *** **** responsible for ********* ** ***** organizations ** **** as ******** *** progress **** ******* ********* diversity to *** ****** *** ************ **** 2005 * *** ******** ********** **** ** *** ** ***** ** make ************** ******** ***** ** ** identify *** specific ********** **** define accountability *** ******** ********* *** ****** ** ** ******** *** ********* genuine ************** ***** so ******* ** organizational change efforts *** ********* competency **** ***** Beale 1997) Different ************* can ******* ***** ********** *********** **** ** ******* it ** ******** plans ** * variety ** tasks ** **** ** analyze ************** ****** *** ************ Managers *** ultimately *********** *** their ************ and ***** ********* ******* so **** *** *********** ** ********* effective ********* ***************** ******************* ******** ** * ************* ongoing ********* ******* that ******** *** *********** ** ************** ****** ********** ****** *********** *** ********** ********** *** have *** ********* ** ** ****** ******** *** selecting individuals from among a ******* pool ** ********* candidates ** **** ********* ******** ****** **** **** * 15) *** ******* ** succession ******** is to create **** ********* ****** ** ***** for *** ******** **** ** *** ************ ******** ********* ********** planning ** ******** towards ****** ***** **** **** ************* **** ***** ** middle management ****** ***** ********** ********* to *** ****** ***** are *** ***** **** *** essential ** bring * ******** ** ********* ** * ********* First *** ** ********* to ******* *** ******* of succession ******** ********* pools *** ********* ** *** ********** **** ** gender race national ****** *** **** *************** **** 2001 p **** The second requirement *** ** ****** that possible ********** *** *** **** *** ********* ********** **** **** * **** This ****** again must ***** ** *** *** of the ************ Succession ******** is ********* to *** ************* ** the ********* ** ******** **** ***************************** ***** ** important **** a first step ** ************ workplace diversity *********** *** ** done ** many **** *** ************ *** ***** *** ** ******* ******** where they *** promote ***** ************ to * **** ******* ** ******** *** ******* * ********* ** *** ************ can ** ** * ************* ***** ** ******** college *** ******* their ************ ** them Reaching *** to * ******* ** ******* ******* *** ******** * ************ **** ***** ******* *** ultimately ******** ** ************* ********* ********** and gain * **** ******* pool ** ********** *********** *** **** ** **** by **** ** mouth If a ****** ** ** ************ ** even ** ******** thinks they **** ******* who ** ******* ** ******* for *** ************ **** *** ******* **** to apply to *** ************ ********** ** **** important ** having a diverse workplace ** **** ** ********** *** ***** step ** ******* ** ********** interested in ** ******************** InvolvementEmployee *********** also plays ** ********* **** ** ********* ********** **** *** ********** as **** ** employees needs ** ** involved to ******* ********* ********** *********** can **** ******** diversity task ****** ******** boards and networks ***** *** ******** issues ********* actions *** help ******* ************ (GAO **** * ****** ********* are * ******** aspect of ********* ********* ** **** ****** ** *** organization on * daily ***** *** ***** **** **** a ******* group of ******************* ******** **** **** **** ********* ** ************* Mentoring programs are **** to ****** ********* and **** have someone ***** to ******* a support ****** ******* ******** *** ***** mentoring ******** ** **** ******** ******* such ** "higher ************ and performance ratings for both ****** *** protégé **** ******** selection *** ******** ** *** ********* ******* retention ** high ********* ****** * ******* probability ** a ******** ***** ******** ** * senior **** *** ****** earnings and job satisfaction *** *** ******** individual" **** ** al **** p ********** ************* *** encourage ********* ** ********* in ***** *********** **** **** ***** in ********* *********** as **** ** show the community **** the ************ does (GAO 2005) Management should **** ******* ** volunteering ** the communities **** the employees Involving *** community ***** show the ********* ****** the ************ ** **** as promote * ******* consumer Employee involvement is * *** ** ********* ********* as management cannot ** ** ************** ***************** ******** ** *** last *** *** ** *** most important **** ** ******* ********* ** the workplace ******** ***** **** the *** ********** ********** *** to effectively handle diversity as **** as *** to ******* ********* to *** ********* Training ***** **** inform employees ***** *** differences ** ******** **** ***** and ******** ************ *** **** them ***** ********** *** different diversity perspectives ****** ************* ******** ***** **** giving ****** *********** ***** ********* members *** ***** stereotyping *** ****** bias (Kalev ****** & ***** ***** ******** can ******* *********** ********* **** antidiscrimination **** suggest ********** ******* that ***** address bias *** ** ******** ******** ********* *** ***** ******** ************* ****** et ** ***** ********* ******** can ** **** * ******** **** ********** *** inform employees ******** could ** ******* ** **** as professional speakers ** a organization ** ********* ** ********* ********** some sort of ******** **** ** ********************** the workforce ***** **** diverse ***** than **** before ************* **** promote ********* Leadership is the ***** **** *** it ******** *** organization ** a whole ** **** ***** ******* ***** ********* **** a *** ** impact as **** ** ********* ******* *** training as **** ** ********** must ** ******** ** ********* ******* ******** ***** ********* ********* ** ******** readily available *** ************* should take *** **** to research diversity *** ******* it ** ***** ***** and ******** Diversity **** not occur ********* *** all it ***** is one ****** ** begin *** processReferencesHales * ****** Managing Through ************ ********* ************ * & ******** R In ****** ** ********** ****** & *** *** YorkRitzer * ****** *** **************** ** SocietyTargett * ****** ************* ******* in ******* *********** in ********* RW(ed) ******* ********** ********** ******** **** *** ************ ** (1984) ************* *********** ** **** * ************ ************* ********************* * & ****** D (1990) **** ************** * critical ********************* ******