Diversity in the Workplace
This paper is an in-depth examination and extensive study of the role that management plays in helping to insure the success of diversity in the workplace.
# 9763 | 4,445 words | 8 sources | MLA | 2002 |
Published on Jan 31, 2003 in Business (Companies) , Political Science (Government Agencies) , Business (Management)
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This paper is both a study and in-depth analysis of the role that leadership plays in ensuring that diversity in the workplace is a success. The author begins by examining the history of integration, beginning with the Civil War and post-Civil War periods, the the History of Civil Rights and pays special attention to the impact of the Civil Rights Act of 1964 on diversity in the workforce. The paper also details how the role of women and ethnic groups has changed. Some of the topics covered include the relationship between leadership and diversity and the face of diversity and leadership in the New Millennium. The author then discusses the different assumptions and hypothesis used in the study about diversity in the workplace. The author outlines the study's purpose which is to prove that managers' actions affect the workplace. It then discusses how the researcher's methodology was to interview lower and middle management in twenty-five medium to large-size organizations about their attitudes towards diversity and to rate their findings. The author then discusses the results of the research, breaking down the different areas that were covered in the study, which effectively support the hypothesis that managers' actions, behavior and attitudes have a direct impact on the success or failure of diversity in the workplace.
From the Paper:"There are two primary theories on leadership. Some suggest that leadership is a given talent. Some people have it and others do not. This was the prevailing thought in the earlier part of the century. Today, it is realized that leadership embodies certain traits, characteristics and skills that can be easily taught and trained into potential leaders. Hollander and Offerman had some innovative theories centered on this concept. They felt that effective leaders could shape subordinates through modeling. In other words, they could practice the principles that they wished to instill on their subordinates and accordingly the subordinates would act in the same manner as the leader (Hollander, & Offermann, 1990). When placed in the context of creating greater diversity in the workforce, this theory has many ramifications. A leader cannot expect that the employees will be receptive and non-confrontational if the leader themselves does not act in this manner."
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Diversity in the Workplace (2003, January 31) Retrieved October 19, 2020, from https://www.academon.com/research-paper/diversity-in-the-workplace-9763/
"Diversity in the Workplace" 31 January 2003. Web. 19 October. 2020. <https://www.academon.com/research-paper/diversity-in-the-workplace-9763/>