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Example research essay topic: Managing Diversity Des Moines - 1,596 words

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... (Rowe 79). A comprehensive 1993 study of U. S. workers' attitudes bears out Rowe's assertions. The first installment of a planned quadrennial survey, the privately funded National Study of the Changing Workforce found that perceptions of discrimination take a heavy toll on job performance.

More than one-fifth of minority workers reported they had been discriminated against by their current employers. Those beliefs correlated with a higher tendency to feel "burned out, " a reduced willingness to take initiative on the job and a greater likelihood of planning to change jobs. (NSCW 1993). From an external perspective, a diverse workforce can also provide a distinct competitive advantage for a firm and enhance its success in today's increasingly global marketplace. "Conversely, if you don't understand the nuances of different cultures, you may be inadvertently slighting potential customers and missing out on new markets, " notes Rowe. "Your lack of understanding can also affect existing relationships. Diversity is both a customer service and a business development issue. " (Rowe 83). This message was emphatically driven home when a Maryland biotechnology firm, seeking to relocate, recently rejected Des Moines, Iowa, for being too homogeneous. Iowa had offered the company $ 25 million in incentives.

As it turned out, however, money wasn't everything. Company officials on a scouting trip realized that almost all the faces they saw in Iowa were white and decided to turn down the generous offer. The failed deal cost the state 250 new jobs and potentially millions of dollars, graphically illustrating the powerful economic ramifications of the nation's diversifying work force. (Reagan 19). "We were really wooing them, " recalls Michael Reagan, president of the Greater Des Moines Chamber of Commerce, regretfully. "But then somebody in their group said, 'I think we may be uncomfortable here. We " re used to all kinds of different people. '" (Reagan 17).

Far too often in the past, Reagan acknowledges, visiting business leaders were greeted by a team of white men, a mistake he vows will not be repeated. Firms that have already recognized the value of a diverse work force and made a sincere effort to maximize its contributions have learned that changing hiring policies will not in and of itself ensure success. A strong commitment from company leaders is also critical. "The correct question today is not 'How are we doing on race relations?' or 'Are we promoting enough minority people and women?' Rather, it is 'Given the diverse work force weve got, are we getting the productivity, does it work as smoothly, and is morale as high, as if every person in the company was the same sex, race and nationality?' " posits Rowe. What the small business owner must do is create an environment where no one is advantaged or disadvantaged, an environment where 'we' is everyone and in which people feel their contributions are valued. "When you seek to attract talented employees of diverse backgrounds, one of their considerations will be whether your firm offers a reasonable opportunity to develop to their fullest potential, " Rowe emphasizes. Another lesson to learn is the importance of communication and a willingness to listen to what employees have to say. Communication is an essential part of managing diversity.

People often don't realize how their actions or words will be taken, It usually takes a specific incident to bring this home. Creating an open atmosphere in which people feel free to raise issues without fear of reprisal is an important first step, and it doesn't cost anything. Anita Rowe also suggests examining whether employers are cutting themselves off from listening to employees. "Do you know what your employees' needs are?" she asks. "Is two-way dialogue taking place? If you see negative issues, don't ignore them. Sit down with employees and discuss how 'we' will work them out.

If you empower staff members to be part of the solution, they will feel valued and that they have a tangible stake in the company. " Rowe also urges sensitivity to cultural differences, both internally Drawing on personal experience it is possible to recall several important issues and situations related of diversity in the workplace. A bank manager, in a bank that I used to work for, was helping a customer fill out account forms, . He was joking and laughing in an attempt to make the man feel comfortable. When the customer returned home, he called the manager's supervisor to complain. In the customer's country, conducting business is considered very serious. He thought the manager was being disrespectful with his levity.

Business owners and managers must be aware of cultural differences and how they affect customer service, as well as learn how to communicate and work with people of diverse backgrounds. Sensitivity is the key, emphasizes Rowe. "Recognize that your interpretation of a behavior isn't universal and for another person it may mean something else entirely. (Rowe 119). She adds, "I'm not suggesting that you have to change things to accommodate each different group. Workplace demands are still important. Just keep an open dialogue and an open mind. " (Rowe 119).

Smaller firms have the best chance of establishing a truly diverse culture and managing it successfully, many experts agree. Typically not burdened by a large, entrenched bureaucracy, it is easier for them to make changes while the business owner maintains greater control of the process. "In smaller organizations, people are often less threatened by diversity, " notes Dr. Gopalan. "They develop trust more quickly and are more open, and there tends to be a greater level of confidentiality. " (Dr. Gopalan 129). In addition, smaller companies have fewer candidates competing for a job. Since their choice of potential employees can be limited, small firms must think about using the most qualified people available, regardless of their backgrounds.

Unfortunately, this is not yet the case because there are fewer changes and more opportunities for discrimination. Customers have their own expectations as well. Says Rowe, Diversity has competitive implications. Customers expect small businesses to be more mindful of differences and to better serve their needs. Researchers, Wentling and Palma-Rivas, in their literature review also showed that there is a wide range of approaches, strategies, or initiatives for managing diversity in the workplace. No single initiative is comprehensive enough to solve all diversity issues or to successfully manage diversity in organizations; however, diversity training is one of the primary and most widely used initiatives to address diversity issues.

The information collected also revealed that diversity issues will continue because the population will become even more diverse and more companies will become global. As diversity is becoming more and more complex, diversity training will continue to be an essential element of the overall diversity strategy. Author, Kanu Kogod, in a book titled, The Workshop for Managing Diversity, identifies main sources of potential diversity problems in the workplace and offers suggestions about turning diversity into a positive asset that enhances productivity and effectiveness. Kanu Kogod's ideas are intended for managers and supervisors looking for managing diversity in the workplace. The author strives to improve the readers abilities in understanding and describing the challenges of managing diversity in the workplace and recognizing the benefits of multiple perspectives in support of diversity. He focuses on evaluating behavior and understanding what it takes to retain, motivate, and promote culturally and socially diverse employees.

Furthermore, the author suggests ways of identifying and working through personal stereotypes and responding effectively in encounters with individuals. He also offers ways of intervening effectively in situations involving potential discrimination, applying interpersonal skills to accommodate the needs of others who are culturally different. The main goal of diversity management, according to the book, is to capitalize on people's differing talents rather than experience frustration due to diversity. The book highlights the dynamics of diversity - the problems, challenges, and opportunities that are involved (Kogod 1991).

Dr. Gopalan also states that Most individuals tend to become sensitive when they are in an organizational situation listening to a foreign language that they do not understand. With increased bilingualism, these situations may tend to occur more frequently. Dr.

Gopalan warns that The last issue pertains to the role of corporate culture and its impact on the organizational tenure of minority and international employees. Dr. Gopalan. suggests that Several organizations spend hundreds of thousands of dollars to recruit African-Americans, Hispanics and Asians only to see them leave after a few years. (Dr. Gopalan) In most situations, it is the organizational culture which reinforces stereotypes - says Dr. Gopalan, that emerges as the culprit.

By gaining a better understanding of these emerging issues and having appropriate strategies, proactive managers increase their chances of managing diversity in a more effective manner. (Dr. Gopalan 215). Ernest Drew Interview: Managing Diversity Forbes October, 1999 Samuel Gompers Speech 1907 Online The INTERNET AFLCIO. org / history /gompers. html Dr. Suresh Gopalan Managing diversity key to success.

Amarillo Business Journal Web posted 7 / 3 / 97 web History Channel The Melting Pot Online History Channel Home Page The INTERNET http//www. Historychanner. com S. Kanu Kogod The Workshop for Managing Diversity in the Workplace Pfeiffer & Company 1991 Joan Steinau Lester, The Future of White Men and Other Diversity Dilemmas. Anita Rowe, Managing Diversity: A Complete Desk Reference and Planning Guide Harper New York 1999. R.

M. Wentling, N. Palma-Rivas Diversity in the Workplace: A Literature Review. Berkley University Database.

Online, The INTERNET web Workforce 2000 Labor Study, U. S. Department of Labor Online The INTERNET http// web Michael Reagan Wall Street Journal Des Moines Loses in Relocation Deal June 1999. 17 Bibliography:


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