Chapter 12 is an entire chapter devoted to diversity. It explains exactly what diversity is, common mistakes in dealing with diversity, what are the individual differences associated with diversity and finally how to manage a diverse work force. Diversity is a variety of demographic, cultural, and personal differences among people who work in an organization and the customers who do business there. The main misconception is that diversity is interchangeable with affirmative action. However, that statement is far off basis. Diversity is much more in depth because it deals with a wider variety of contributing factors.
The chapter talks about the individual differences associated with diversity. These factors include surface level differences such as age, gender, race, and physical disabilities. There are also deep level differences such as personality, attitudes and values. Finally, the chapter discusses how to manage diverse working environments. They introduce methods such as: 1) The discrimination and fairness method, 2) The access and legitimacy method, and finally 3) The learning and effectiveness method. They also mention some types of training that are already out there to help diverse working environments work as a whole, from the top positions to the lowest positions.
"What Would You Do II"
The question that Avon, the worldwide distributor of makeup and personal products to women, has is whether to choose a man or a woman for the new position of CEO in the company. Of the six candidates for the position, four of them are women. Avon has a high percentage of women in managerial positions, more so than any other Fortune 500 company, but they have never had a female CEO. Now my decision is whether or not to choose one of the male candidates or one of the female candidates.
Personally, I believe that a woman should be chosen for the position. All of the people mentioned seemed that they are qualified to hold such a distinguished... [continues]
The chapter talks about the individual differences associated with diversity. These factors include surface level differences such as age, gender, race, and physical disabilities. There are also deep level differences such as personality, attitudes and values. Finally, the chapter discusses how to manage diverse working environments. They introduce methods such as: 1) The discrimination and fairness method, 2) The access and legitimacy method, and finally 3) The learning and effectiveness method. They also mention some types of training that are already out there to help diverse working environments work as a whole, from the top positions to the lowest positions.
"What Would You Do II"
The question that Avon, the worldwide distributor of makeup and personal products to women, has is whether to choose a man or a woman for the new position of CEO in the company. Of the six candidates for the position, four of them are women. Avon has a high percentage of women in managerial positions, more so than any other Fortune 500 company, but they have never had a female CEO. Now my decision is whether or not to choose one of the male candidates or one of the female candidates.
Personally, I believe that a woman should be chosen for the position. All of the people mentioned seemed that they are qualified to hold such a distinguished... [continues]
Cite This Essay
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(2002, 03). Ch. 12 of Management: Managing Individuals and a Diverse Work Force. StudyMode.com. Retrieved 03, 2002, from http://www.studymode.com/essays/Ch-12-Management-Managing-Individuals-Diverse-38467.html
- MLA
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"Ch. 12 of Management: Managing Individuals and a Diverse Work Force" StudyMode.com. 03 2002. 03 2002 <http://www.studymode.com/essays/Ch-12-Management-Managing-Individuals-Diverse-38467.html>.
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"Ch. 12 of Management: Managing Individuals and a Diverse Work Force." StudyMode.com. 03, 2002. Accessed 03, 2002. http://www.studymode.com/essays/Ch-12-Management-Managing-Individuals-Diverse-38467.html.
