Managing A Diverse Workforce Case Study

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PRINCIPLE:
• Managing a Diverse Workforce have been proven to be a daunting task, which comes with it fair share of scrutiny and large amount of censure from a political, ethical, and religious stance. The United States is more diverse than it’s ever been, reflecting the entry of women into the workforce, immigration from other countries, the aging of the population, and shifting pattern of work and retirement (Lawrence & Weber, 2014).
• Managing a Diverse Workforce a manager is required to keep certain essential tools alongside them that is keeping an open mind, remaining alert to any discomfort among employees, lastly and most importantly developing sensitivity to cultural variations.
PRACTICE:
• Managing a Diverse Workforce seems to fall
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• In regards to managing a diverse workforce this topic seems to be that of a “radical” approach. Simply because it will always be far-reaching methodology that will bend and fold with the needs of society.
PARTICULARS:
• Gender and race: Are both important primary dimension of workforce diversity. Because their contribution within the workforce has transformed, new challenges to business as ascended.
• Equal Opportunity: Helpful because this method used to identify and eliminate workplace discrimination, whiling ensuring affirmative action and stopping sexual and racial harassment.
• Diversity policies and practices: Helpful since it can articulate clear and concise diversity goals, while setting quantitative objectives most importantly holding leadership accountable.
PERSONS:
• George W. Bush: was a contributor of legally managing a diverse workforce.
• Indra Nooyi: CEO and Chairman of PepsiCo, was a major
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• Issues surrounding Managing a diverse Workforce can be associated with faulty logic, bias, as well as inaccurate information. It has been proven that values influence attitudes and behavior. Values of those in upper and middle management have a significant bearing on the entire climate within an organization (Gwal, 2014).
• It has been challenged however, it hasn’t been replaced by anything else.
• Managers have to become capable of working with people from different cultures because values differ across cultures and an understanding of this difference will encourage or discourage diversity. This also helps in creating an ethically healthy work climate (Gwal, 2014).
PERFORMANCE:
• The specific application that can be made is that managing diversity is that heterogeneous organizations are more creative and encourage lateral and imaginative thinking, giving the organization a qualitative and competitive edge (Gwal,

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