Diversity as Strategy: IBM
There are some companies that are more committed to diversity than others. IBM is one of those companies. In 1995, IBM created task forces specifically designed to work with diverse individuals and to help the company relate to different kinds of customers - and to its own workforce. The eight IBM task forces created represented the following constituencies: Native Americans, blacks, women, white men, people with disabilities, Asian, GLBT, and Hispanics (Canas & Sondak, 2011). Each task force was asked to work together and give advice and information to IBM about what the company could do better internally and externally to retain customers and employees.
The task forces were to report back six months later (Canas & Sondak, 2011). Even though they were only required to be active for that six-month time frame, they are still in existence today because they worked so well and they wanted to continue. That speaks to the value of the task forces and the interest the people in them had in making their company...
In “Managing a culturally diverse workforce: Diversity perspectives in organizations,” Podsiadlowski, Groschke, Springer, et al (2013) present two different but related studies on how Austrian workplaces manage diversity. Both studies address ways organizations conceptualize diversity and leverage diversity. The first study uses interview data to gain insight into how organizational cultures reflect either a diversity approach or resist diversity. The second study involves the development of what could become a
If the right employee is chosen then the knowledge that they gain while abroad can be a valuable asset when they return home. They develop an intimate relationship with a different market than the parent company. This knowledge can help the parent company expand to meet the needs of a more diverse group of clients. There have not been many studies in this area at all. This study has
2) Verizon's commitment to diversity meets the needs of America's changing demographics. Visible minority groups are becoming an increasingly large portion of the population, to the point where in some border states certain groups are projected to be the largest ethnic group in the coming years and decades. In the face of such demographic shifts, a diverse workforce can be a powerful tool for sustainable competitive advantage. It captures a greater
Military Diversity Diversity in the Armed forces For over three decades, military diversity has been a very complex topic within the defense units or national security departments for many nations. This arises when it comes to matters of conceptual and practical leadership, as well as the managerial implications. It represents one of the most essential, but challenging topics for the human resource management departments that leaders within the armed forces have been
S. military would be developed and administered internally and should cover the following topics at a minimum, with other areas being introduced as the need is identified: 1. Problems of discrimination in the military workplace 2. The role of stereotypes in discrimination 3. How to make different groups welcome in the military workplace 4. How diversity contributes to performance and productivity 5. The DoD's policies concerning discrimination and the provisions of federal equal employment opportunity
Diversity Consciousness Expanding Diversity Consciousness Diversity can be viewed in many ways and it can be experienced in both outer and inner phenomena. We find that diversity of people is present in our dreams, feelings, states, religions, thoughts, ethnicities, ages, political views, sexual orientations and physical abilities. A life can become more sustainable and richer through these differences. We all know that there is not one kind of vegetable, person or point-of-view.
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