Diversity-1
Diversity-1*
1. Workplace Diversity
The demographics of the workplace are changing and will continue to change rapidly. Almost every organization in te United States looks different – both in terms of who’s employed and the positions they hold – than it did ten years ago.
The Hudson Institute study, Workforce 2000, projects that between 1988 and 2000 only 15 percent of the people entering the workforce will be American-born white males. In 1987, this figure stood at 48 percent. In the year 2000, two-thirds of new workers will be women. The rate of people of color joining the workforce will be much greater than the rate of whites. Many of these new entrants will not speak English. The workforce will also be older.
Workforce diversity is not a matter for debate. It’s a fact. It presents one of the greatest challenges facing today’s organizations, and only through hard work and committed leadership can the potential for benefit be realized. Yet where will the leadership come from? How many leaders do we need? What skills must they have?
2. What is Diversity?
This text defines diversity as significant differences among people, though we will concentrate on race, culture, gender, sexual orientation, age, and physical abilities. Some definitions include differences in ethnicitiy, nation of origin, class, religion, learning and communication styles, where people come from, and occupation as aspects of diversity. All of these differences can affect the workplace.
Such definitions are broad. A group of white male engineers is a diverse group: we are all individuals with differences. By understanding diversity well enough, a manager can get the most out of any goup by appreciating and using their differences. Nevertheless, diversity has its best potential, and its biggest challenge, in deeper differences.
3. Diversity’s Benefits
The deep difference in today’s workforce can mean substantial benefits for today’s organizations. Diversity brings differences in styles and in ways of looking at and doing things which can help organizations do more than they ever dreamed possible. Diversity can help organizations create new and more innovative products and services, better meet the needs of customers and clients, and do more for the community the organizations are part of and serve. Diversity means differences, and differences create challenges, but differences also open avenues of opportunities.
Diversity:
· Enables a wide range of views to be present in an organization, including views that might challenge the status quo from all sides.
· Focuses and strengthen an organization’s core values.
· Is instrumental in organizational change.
· Stimulates social, economic, intellectual and emotional growth.
· Helps an organization understand its place in the global community.
Numerous studies document diversity’s benefits. The bipartisan Federal Glass Ceiling Commission, for instance, cites statistics demonstrating that companies wich successfully used their diverse workforce, and which did well on glass celing issues, saved millions of dollars on turnover costs and earned twise the rate of return on investment as those which did not use their diversity as well.
IBM, as one example, believes the diversity of its workforce means understanding and appealing to its customer base. As the company has downsized, it has assigned a special workforce diversity staff to assure that its workplace diversity remains intact. As IBM chief Louis V. Gerstner** says, “Our marketplace is made up of all races, religions, and sexual orientations, and therefore it is vital to our success that our workforce also be diverse.” The organization’s Director of Workplace Diversity adds, “We think it is important for our customers to look inside and see people like them. If they can’t, it seems to me the prospect of them becoming our staying customers declines.”
* W. Sonnenschein: Diversity Tooolkit. ISBN: 0-8092-2842-4
** http://www-03.ibm.com/ibm/history/exhibits/chairmen/chairmen_9.html
Prof. C.J.M. Beniers
NL Zoetermeer
11-05-2010
© Copyright 2010
About Professor C.J.M. Beniers
Prof. C.J.M. Beniers is a well known authority in the field of modern and international communication techniques. He developed the Six-Component-Model. This model enables companies, institutions and politicians to communicate and negotiate with counterparts from all over the world successfully. His career began as international manager at Philips and later he earned his doctorate as professor in communication. He has more than 35 years experience as manager and management trainer. Thus he knows both sides – theory and praxis – very well. As scientist, Prof. Beniers conducts frequently research in the field of intercultural communication. The results of his interesting research can be found in news articles, free pod casts, audio books and his E-books such as “Bridging The Cultural Gap.” Here, modern managers learn how to prepare for business meetings with people from different cultures; they acquire the techniques and tools to handle situations in times of crises successfully, master intercultural barriers, country-specific communication patterns, looking into personal cultural values & systems. Knowing all this, men can prevent cultural misunderstandings and misinterpretations – not only in business but also in private life.
Contact:
Prof. C.J.M. Beniers
Amaliaplaats 2
2713 BJ Zoetermeer
The Netherlands
Telefone: +31 (0) 79 – 3 19 03 81
Mobile: +31 (0) 6 2 061 8494
Email: info@beniers-consultancy.com
Podcast: Kreativität
Zentrales Thema in diesem Podcast ist der Begriff Kreativität. Was versteht man unter Kreativität? Welche Rolle spielt Kreativität in Unternehmen?
Hier clicken: Kreativität
Über Professor C.J.M. Beniers
Prof. C.J.M. Beniers ist ein bekannter Fachmann auf dem Gebiet von modernen und internationalen Kommunikationstechniken und Entwickler vom Sechs-Komponenten-Modell. Damit können Firmen, Institutionen und Politiker mit Gesprächspartnern aus aller Welt erfolgreich kommunizieren und verhandeln. Seine Karriere begann als internationaler Manager bei Philips N.V. Später promovierte er als Professor und hat mittlerweile mehr als 35 Jahre Erfahrung als Manager und Management Trainer. Dadurch kennt er beide Seiten, die Theorie und die Praxis, sehr genau. Als Kommunikationsexperte veranstaltet er wissenschaftliche Forschungen im interkulturellen Bereich. Die interessanten Ergebnisse dieser Forschungen sind in seinen E-Büchern nachzulesen, wie z.B. “Bridging The Cultural Gap”. Hier lernen moderne Manager sich erfolgreich auf Geschäfte mit Leuten aus Fremdkulturen vorzubereiten. Unter anderem werden aktuelle Themen wie Verhandlungen in Krisenzeiten, interkulturelle Barrieren, landesspezifische Kommunikationstechniken, persönliche kulturbedingte Wertesysteme und Missverständnisse behandelt und plausibel erklärt.
Kontakt:
Prof. C.J.M. Beniers
Amaliaplaats 2
2713 BJ Zoetermeer
The Netherlands
Telefon: +31 (0) 79 – 3 19 03 81
Mobile: +31 (0) 6 2 061 8494
Email: info@beniers-consultancy.com
Webseite: www.beniers-consultancy.com