| Papers [1-15] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "DIVERSITY TRAINING": |
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Multiculturalism and Diversity Training, 2005.
A look at the increased attention multiculturalism and diversity training have drawn in the world of psychology.
3,517 words (approx. 14.1 pages), 16 sources, APA, $ 98.95
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Abstract
This paper examines how multiculturalism and diversity training developed within the realm of psychology. The paper encompasses succinct definitions and histories of multiculturalism and diversity training and explains that they were created in an effort to explain that the behaviors observed in individuals must, in some ways, be attributed to their cultural backgrounds. The paper also focuses on diversity training and its usefulness in the work place.
Introduction
Multiculturalism and Diversity Training
Diversity Training
Conclusion
From the Paper
"Harris (1999) explains that multiculturalism also encompasses sexual orientation, gender and alternative lifestyles (lifestyles that are separate from traditional American Values) (Harris 1999). Because our society is composed of people who differ greatly in terms of race ethnicity, gender, sexual orientation and lifestyles there is a constant battle over what is acceptable in mainstream society (Harris 1999, Hinz 1996)."
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Implementing Diversity Training, 2008.
A discussion of effective ways to implement diversity training in the workplace.
1,400 words (approx. 5.6 pages), 4 sources, APA, $ 46.95
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Abstract
This paper proposes possible ways of implementing diversity training. Firstly, it maintains that non-confrontational techniques are considered the best way to approach training. The paper suggests that it is better for a facilitator to lead the group and promote constructive action and talking, and then follow the group's ideas, rather than to have an expert drive a course where no interaction is allowed. The paper also suggests that practical, real-world examples be used in training, as theory-based or academic teaching can be staid and uninvolving. In role playing activities, the paper suggests using positive examples rather than negatives ones as a guide for future behavior. The paper further asserts that the group should be unified as one rather than polarized, which is best achieved by a participant-centered approach to learning rather than an expert-centered approach to learning. In its conclusion, the paper stresses the importance of regular evaluative reports on the overall success of the diversity training program - including opportunities for employee input - on a monthly basis or less often if the program is going well.
From the Paper
"A good way of keeping employees engaged during the training is by making homework mandatory. This may seem a little like forcing an unwilling child to do homework, but training sessions should be inclusive and interesting enough to make this form of homework informative. The employees should remember that their homework is to contribute to the happiness of their work environment. It is also a forum through which the employees can offer their opinion - a right which is often a problem in diversity-challenged workplaces to begin with. Employees should be encouraged to give their input throughout the diversity training, but they should also be encouraged to be positive and refrain from blaming or shaming individuals (ibid). Whilst diversity training is implemented to correct past problems, its goal should be to look to the future. The goal is for employees to be unified, not divided."
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Diversity Training for Law Enforcement, 2008.
A discussion of diversity in an organization including a concrete proposal for a diversity training program in a law enforcement organization.
3,056 words (approx. 12.2 pages), 19 sources, APA, $ 89.95
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Abstract
This paper discusses the importance of effective diversity training for law enforcement. It discusses the dysfunction within the human resource management (HRM) of the organization in question, relative to diversity. The paper then provides background information on what true diversity is in an organization and offers a concrete proposal for a diversity training program.
Table of Contents:
Overview
Diversity
Proposal
Diversity Program Outline
Objectives of the Program
The Case for Diversity - Improving an Organization's Bottom Line
Communication--How to Improve and Teach It
Stereotypes in the Workplace--Use of Us/Them Mentalities
Listening--How to Improve It
Body Language--Non-Verbal Communication
The Organizational Cultural Audit
Budget Proposal for Diversity Program
Rationale for ROI
Rationale for Personnel Expenses
Non-personnel Expenses Rationale
From the Paper
"Diversity has been an important and highly sought after quality in organizations over the past twenty years. In some sense it has become the holy grail of organizational efficiency and awarded almost mythical status as a panacea for a lack of organizational vision and creativity. Diversity programs have been instituted in companies and organizations as diverse as Allstate is to Canon ("Diversity", 1998). Almost every organization, public or private, makes some attempt to address diversity its workforce. Diversity in the workforce is most often equated with racial and cultural dimensions and the development of these differences in an equitable and productive manner (Thomas & Ely, 2001). In all instances, diversity training and the development of diversity is meant to both improve the work environment as well as the underlying performance quotient of the organization."
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Diversity Training, 2005.
A look at the importance of diversity training and diversity programs to the workplace.
721 words (approx. 2.9 pages), 10 sources, MLA, $ 25.95
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Abstract
This paper examines how diversity is an important feature of every corporation today and how it has also created alarming potential for discrimination and conflicts. It looks at how diversity management or diversity training helps employees understand their differences and resolve them amicably.
From the Paper
"Diversity programs focus "on making changes in the awareness and the attitudes of the participants. The strategy is to create changes that will have a long term positive impact on the organizational culture, with the objective of creating a safer and more productive working environment for all organizational members."(Karp et al. 2000) They aim at creating a more productive working environment where each employee feels valued and differences can be minimized. Diversity training programs also help HP personnel avoid discriminatory practices during hiring, firing, appraisal and disciplining of an employee. Diversity training plays the most dominant role in creation of a completely discrimination and conflict proof working environment."
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Diversity Training, 2004.
A brief analysis of diversity training in organizations.
815 words (approx. 3.3 pages), 6 sources, MLA, $ 29.95
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Abstract
This paper presents a brief summary review of five case studies that focus on diversity in various businesses. The paper provides specific details on some diversity issues. The paper examines the problems that arise when employees are not in favor of diversity training.
From the Paper
"The corporate culture is established by top management. It is often the case that senior management either condones discriminatory actions or they are totally oblivious of the facts. Organizations need to define what diversity means from the top down. It makes no sense for a Human Resource representative to create an outstanding diversity program if it is not supported by upper management. Thus, the values of the executive levels must reflect that all people are respected, valued and utilized towards achieving the company objectives. These people will be of all races, genders, sexual orientations, religions, ages and will have different geographic backgrounds, educations and economic histories. To work in this environment will require adaptable communication styles."
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| Term Paper # 22803 |
temporarily unavailable
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Cultural Diversity in Law Enforcement, 2004.
A look at the current trend toward developing cultural diversity awareness training for police departments.
1,090 words (approx. 4.4 pages), 6 sources, MLA, $ 38.95
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Abstract
This paper examines how training in cultural diversity in law enforcement is not an idea that sprang to life in the current generation and how, throughout the 19th and 20th centuries, it was the so-called progressive policies in law enforcement and criminal justice that created the problems we see today. It looks at how these progressive policies, such as institutionalization, indeterminate sentencing, probation, and community corrections. All have been seen, in retrospect, to have had deleterious effects on the populations they were supposed to help, namely, immigrants and racial minorities, and preserving the locus of power and the status quo. It also discusses how researchers believe those reforms were more directed toward increasing effectiveness of the criminal justice system than in taking account of minority and cultural differences.
From the Paper
"One of the agencies seemingly committed to improving their report card concerning cultural diversity is the Internal Revenue Service Criminal Investigation Division (CI). A statement by the agency said it realizes that ?to be a leading law enforcement agency in the 21st century, we must fully embrace the diversity that exists among the citizens of America and strive to replicate that diversity among our own workforce.? The organization has created Diversity Council, made up of Black, White, Hispanic, Asian, male, and female CI employees. It is meant to provide a voice for employees to address diversity-related concerns, and improve the quality of their work life."
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Diversity in Employment, 2004.
This paper presents a literature review and recommendations for the management of diversity in employment.
2,880 words (approx. 11.5 pages), 25 sources, MLA, $ 85.95
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Abstract
This paper explains that diversity in the workplace generally has been thought of as purely an employment equity issue; however, diversity is coming to be recognized as an asset, which, like any other asset, can be well managed and can contribute to the bottom line. The author points out that managing diversity is a challenge because it requires organizational change, which means fostering a cultural environment that values differences and maximizes the potential of all employees. The paper stresses that, above all, diversity means recognizing the uniqueness of another person whether that person is a customer or an employee.
Table of Contents:
Introduction
Diversity Defined
Diversity Pros and Cons
Diversity and Success
Diversity And Company Image
Management of Diversity
Diversity and Training
Organizational Values And Diversity
Conclusion
From the Paper
"First, establish your core values as an organisation and use this as a foundation on which to build you diversity strategy. Remember you're changing the culture of your organisation, and that is a very long and painstaking process. You must champion diversity personally. Without commitment diversity will not take root in your organisation. Celebrate diversity. Make an annual event out of celebrating diversity. Recognize and honor employees who practice diversity. That kind of recognition sends out a powerful message that your organisation is committed to diversity."
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Diversity in the Workplace, 2008.
This paper discusses diversity issues in organizations today.
1,635 words (approx. 6.5 pages), 7 sources, MLA, $ 53.95
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Abstract
The paper defines diversity management and discusses the trend to provide diversity training to improve working relationships and foster understanding between workers. The paper talks about legal requirements by state and federal government that mandate all organizations to be sufficiently diverse with respect to race, gender, age and ethnic backgrounds. The paper also addresses common and subtle diversity issues within organizations.
From the Paper
"With economies becoming very interdependent and organizations becoming increasingly global in nature, diversity in the workplace is become more and more common. Teams are also becoming the norm for organizational structures. Management styles are evolving to manage the new complications and issues that arise as a result of this new form of structure. Global teams and virtual teams, are but few of the team scenarios that are encouraging organizations to review what diversity means to the organization and how they can harness this diversity for maximum good. Diversity often occurs naturally as a consequence of global interchange. But, in many situations, organizations seek to make their workforces more diverse in the hope of getting the best advantage of human resource talent and skills."
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Diversity in the Workplace, 2002.
An analysis of the effect of cultural diversity in the workplace and the use of diversity programs.
2,857 words (approx. 11.4 pages), 6 sources, MLA, $ 84.95
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Abstract
This paper discusses the issues relating to diversity in the workplace and why this diversity is essential to the globalization of a corporation as it promotes customer relations, product innovation and investment opportunities. In particular it investigates diversity programs and their impact on racial and ethical relations in the workplace. Through a literature review, it examines how programs such as affirmative action have created hostility and racial tension due to white racism and how the current diversity programs have created ethical tensions due to their inclusivity of a broad spectrum of people. It examines how racial tensions lower morale and have a negative influence on the attitudes of employees. It concludes with an explanation of why these programs are necessary and important and are here to stay despite their seemingly ineffectiveness.
From the Paper
"In the years following the formation of the Philadelphia Plan the concept of affirmative action was created. Affirmative action was designed to give minorities a fair opportunity to gain the education and employment that only whites had access to. Today the term affirmative action has been replaced with ?diversity programs?. While the basic concepts of the terms are virtually identical there are some obvious differences in their definitions. Affirmative action was designed primarily to help ethnic minorities while diversity programs cover a broader range of people to include homosexuals and those with physical and mental handicaps."
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Employee Training Program, 2007.
This paper presents a plan proposal for the Superior Wrench Corporation to train current and future employees on cross-cultural diversity.
1,223 words (approx. 4.9 pages), 4 sources, MLA, $ 41.95
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Abstract
The paper relates that the Superior Wrench Corporation (SWC) has experienced dynamic change in recent months by introducing new clients and deciding to work with multinational corporations. The paper discusses how in doing so, they neglected to communicate to employees how working with culturally diverse employees and companies would impact the workplace. This proposal outlines a training program for employees that will remove their fears about working internationally.
Outline:
Introduction
Executive Summary
Cross-Cultural Issues
Global Law and Finance
Multinational Companies
Multinational Teams
From the Paper
"In today's rapidly changing market, it is critical firms to recognize the many ways international or global business relationships will impact corporate procedures, productivity and culture. For organizations to succeed in the face of rapid growth, change and expansion it is important that all employees, potential employees and future employees recognize how vital shifts in organizational behavior and communication are to a company's success. Cultural diversity in a global marketplace is inevitable, and in itself presents many challenging issues managers must address. This plan proposal will describe the major topic areas relevant to a training proposal for Superior Wrench Corporation (SWC) as they centralize customer service functions."
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Diversity Within an Organization, 2006.
This paper discusses the importance of understanding diversity within the global working environment.
1,258 words (approx. 5.0 pages), 5 sources, MLA, $ 42.95
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Abstract
In this article, the writer discusses the necessity for managers to understand diversity and its impact on the policies used to manage similarities and differences in the organization. The writer examines diversity within a workforce that is today becoming a global phenomenon. The writer explains that an organization must be able to recognize diversity and deal with it in an effective manner if it were to hope to perform well. The writer looks at the necessity for trained personnel who would formulate policies and deal with such diversity in such a way that all the differences and similarities that naturally occur with diversity are taken into account and so that all the employees in an organization become familiar with the term, and are trained to be able to accommodate diversity into their working lives.
Introduction
Analysis
Conclusion
From the Paper
"Today, there are several different types of tests available to an organization which would help the management measure the diversity and whether or not it is being efficiently handled within the organization. One such is the 'Organizational Matrix' which lists a series of steps to measure diversity, the first one being an analysis of certain activities that would show the level of diversity within the company, the second being an analysis of the diversity achievement in the organization, the third step being that of determining the various actions to take so that the diversity within the firm could be handled better, and fourth, to review the various steps taken with the help of a professional team of diversity handlers. It is assumed that such analyses would help the management to deal effectively with diversity and the similarities and differences that it would bring into the organization."
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| Term Paper # 75201 |
temporarily unavailable
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Supervisory Training Program, 2006.
A review of the design of a supervisory training program outline, for training new managers.
675 words (approx. 2.7 pages), 3 sources, $ 26.95
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Abstract
This paper acts as an overview of a supervisory training program for new managers, that is being designed and overseen. This paper discusses three aspects of the training program in detail, these being: perception and attribution used for evaluating employee performance, job satisfaction and functions of attitudes used for employee morale, and the management of and promotion of the company's values on diversity.
From the Paper
"The first aspect of management that will be addressed in this plan for training is that of perception. Perception can be defined as how one sees others or one's surroundings. An effective and efficient manager should be very aware of his or her perceptiveness, especially while evaluating employee performance. Two types of perception of which a manager must be aware, and which must be balanced with one another, are those of spotlight perception and floodlight perception."
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Diversity in the Work Place, 2002.
A study into effective strategies used by companies to achieve the goals of diversity in the work place.
14,091 words (approx. 56.4 pages), 41 sources, MLA, $ 249.95
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Abstract
The purpose of this study is to identify effective strategies that may be applied by employing organizations to attain diversity goals. Data was collected and analyzed from a sample of 32 private sector organizations with 500 or more employees. The study found that both functional and hierarchical diversity in organizations are related significantly to: diversity program structure, rank and file support for the program, community support for the program, top management support for the program, program participation requirements, and program communications. The paper includes charts and statistics as well as the questionnaire used in the study.
Contents:
Introduction to the Study
Statement of the Problem
Purpose of the Study
Importance of the Study
Scope of the Study
Rationale of the Study
Definitions of Terms
Overview of the Study
Review of the Literature
Introduction
Group Values and Social Identity
Formation and Roles of Groups
Governmental Framework for the
Management of Diversity
The ?Glass Ceiling? Issue
Alternative Explanations for the
Under Representation of Women in
Top Management
The Role of Achievement Motivation
Organizational Strategies for the
Management of Diversity
Dimensions of Diversity and
Diversity Management
Responses to Increased
Cultural Diversity
Discussion of the Literature
Review Findings
Literature Review Summary
Methodology
Introduction
Research Design
Hypotheses
Operationalizing the Variables
Population and Sample
Instrumentation and Data Collection
Data Analysis
Data Analysis
Overview of the Findings
Results of the Hypothesis Testing
Hypothesis 1 Results
Hypothesis 2 Results
Hypothesis 3 Results
Hypothesis 4 Results
Summary, Discussion and Recommendations
Summary of the Study
Discussion of the Findings
Recommendations for Further Research
Appendix
References
From the Paper
"Mandatory participation in diversity programs was found to be associated with the highest levels of diversity, and optional participation in diversity programs was found to be associated with higher levels of diversity than that found in organizations with no diversity programs. Program communication that was both frequent and scheduled was found to be associated with the highest levels of diversity, and programs were communication was sporadic were found to be associated with higher levels of diversity than that found in organizations with no diversity programs."
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