BUS 303 Diversity and Leveraging Difference Worksheet
Create a WORD document and upload to the Black Board drop box under this week.
Step One:
After reading the article from Forbes Insight Global Diversity and Inclusion Fostering Innovation Through A Diverse Workforce answer the following questions. (Article File on Black Board under Week Twelve)
Question One: The Forbes Insight article presented two aspects of value related to diversity.
Describe each concept in your own words. Explain how each aspect of diversity is important to the success of a company.
Question Two: The Forbes Insight article concluded that progress has been made however barriers still exist.
According to the article, what are the areas that companies have done the best and progress has been made?
According to the article, what are the areas that there can be improvement?
Step Two:
Watch the video The End of Diversity: How Leaders Make Differences Really Matter
The video is assigned to assist you in completing this week’s assignment worksheet.
Topic: Diversity and Leveraging Differences
Author/Creator: Dr. Martin Davidson University of Virginia Darden School of Business
Watch only 10 minutes and 10 seconds. https://www.youtube.com/watch?v=Kp-G34ZnsPI
Step Three: Complete the worksheet on the second page of this assignment.
Directions: Fill in the chart (chart on next page). Either type in information or print out a copy of the page of the chart and fill in by hand. Upload the document or an image of the page to the drop box.
Comments from Dr. King about completing the chart:
It is acceptable to fill in the chart in the first two columns word for word what Dr. Davidson presents in the video related to the contrasting models of Managing Diversity and Leveraging Difference.
The third column will be in your own words. Describe what do you think would be the biggest challenge that company or organization would face in implementing this aspect of the leveraging difference model? Answer for each of the categories: Leadership Perspective, Strategic Focus, Scope of Difference Engaged, and Impact. A short sentence(s), bullet point phrases, or a paragraph are good for answering this section.
Leveraging Difference Worksheet
Managing Diversity Focus
Leveraging Difference Focus
In your own words…. What do you think would be the biggest challenge that company or organization would face in implementing this aspect of the Leveraging Difference model? (at least 25 words)
Leadership
Perspective
Strategic Focus
Scope of Difference Engaged
Impact
in association with:
Global Diversity anD inclusion
Fostering Innovation Through
a Diverse Workforce
2
Key Findings 3
Methodology 4
Diversity and Inclusion: A Formula for Success 4
Diversity Is a Key Driver of Innovation 5
A Diverse Workforce Attracts Top Talent 7
Diversity and Inclusion Efforts Are a Given 11
Diversity Goals and Priorities 13
The Buck Stops ...
Physical Security Threats Case Study This case study builds upon y.docxkarlhennesey
Physical Security Threats Case Study This case study builds upon your Unit VII Case Study assignment, which should be reviewed, along with the professor’s feedback, before completing this assignment.
Physical Security Threats Case Study
This case study builds upon your Unit VII Case Study assignment, which should be reviewed, along with the professor’s feedback, before completing this assignment.
Now that your client’s network is up and running, it is time to consider the threats. For the purpose of this assignment, assume the network is located in the area where you currently live (or have lived).
First, briefly summarize the three physical threat categories based on your location and what techniques you could use to mitigate them for your client’s network:
· natural threats,
· human threats, and
· controlled access threats.
Next, discuss how you would secure the wireless communications component to the network.
Last, Identify two techniques and/or tools that should be used when developing a system solution for your client.
Your case study should be at least one page in length, not counting the title page and reference page. Your paper should be double-spaced, use 12-point size Times New Roman font, and contain one-inch margins. Section headings are encouraged to help organize your paper. Your paper must be written using APA format. You must cite at least one academic source.
BUS 303 Diversity and Leveraging Difference Worksheet
Create a WORD document and upload to the Black Board drop box under this week.
Step One:
After reading the article from Forbes Insight Global Diversity and Inclusion Fostering Innovation Through A Diverse Workforce answer the following questions. (Article File on Black Board under Week Twelve)
Question One: The Forbes Insight article presented two aspects of value related to diversity.
Describe each concept in your own words. Explain how each aspect of diversity is important to the success of a company.
Question Two: The Forbes Insight article concluded that progress has been made however barriers still exist.
According to the article, what are the areas that companies have done the best and progress has been made?
According to the article, what are the areas that there can be improvement?
Step Two:
Watch the video The End of Diversity: How Leaders Make Differences Really Matter
The video is assigned to assist you in completing this week’s assignment worksheet.
Topic: Diversity and Leveraging Differences
Author/Creator: Dr. Martin Davidson University of Virginia Darden School of Business
Watch only 10 minutes and 10 seconds. https://www.youtube.com/watch?v=Kp-G34ZnsPI
Step Three: Complete the worksheet on the second page of this assignment.
Directions: Fill in the chart (chart on next page). Either type in information or print out a copy of the page of the chart and fill in by hand. Upload the document or an image of the page to the drop box.
Comments from Dr. King about completing the chart: ...
Diversity and inclusion in the workplace leads to improved business outcomes. Companies with diverse executive teams are more profitable - those with gender diverse teams are 33% more likely to outperform, and those with ethnically/culturally diverse teams are 21% more likely. However, organizations often fail to implement diversity initiatives effectively and sustain them over time. To ensure diversity and inclusion, companies must define their goals, develop mentoring programs, address unconscious biases, empower learning, and take measurable steps like auditing their spaces and policies. Sustaining initiatives requires ongoing efforts like community involvement and taking stands on important issues.
This document discusses the benefits of organizational diversity. It defines diversity as differences in personal traits like gender, age, religion, and culture. Organizational diversity refers to the backgrounds of employees within a company. The document outlines how implementing diversity initiatives at IBM in the 1990s helped generate $1 billion in annual sales and access new markets. It also discusses why executives may not prioritize diversity and provides strategies for companies to leverage diversity, including analyzing opportunities, building infrastructure to support diversity, listening to employees, and holding leaders accountable.
#Diversity and #Inclusion - How can companies move from talking the talk to walking the walk?
In recent days Diversity and Inclusion have come to the forefront of what companies are paying attention to even in the midst of a pandemic.
Starting from hiring and promotion practices to processes to the branding offering and more companies are looking at ways to make D&I more real for their employees.
How can we take it from a vaguely abstract concept (to most people) to very concrete steps?
Generational differences in todays workforce finaleHollissWilliamson
The document discusses generational differences in today's multigenerational workforce. It notes there are 5 generations currently in the workforce with different ideologies that can cause misunderstandings. Managers must utilize tools from organizational behavior to promote team cohesion between generations. Both opportunities and challenges exist in effectively managing a diverse workforce to represent changing consumers. Leadership best practices include open communication, transparency, mentoring between generations, and focusing on commonalities rather than differences. As the workforce becomes majority Millennial, organizations must change management strategies to remain competitive.
The document discusses diversity in the workplace and its importance for companies. It notes that as the world has become more interconnected through technology and travel, workplaces have become more culturally diverse. It also discusses how some major companies like Microsoft, Google and Apple have benefited from a diverse workforce with different skills and perspectives. These companies evaluate candidates based on their qualifications rather than attributes like gender, race or background. The document emphasizes that diversity is no longer just about being politically correct, but is a business necessity that can improve creativity, problem solving and decision making.
Diversity and Inclusion in the VA Workforce by U.S. Department of Veterans A...Atlantic Training, LLC.
This document provides an overview of diversity and inclusion training presented by the Deputy Assistant Secretary of the Office of Diversity and Inclusion at the U.S. Department of Veterans Affairs. The training objectives are to define diversity, raise awareness of diversity issues, and recommend tools to foster cohesion. Diversity is defined as people bringing varied backgrounds and perspectives. Distinctions are made between equal employment opportunity, affirmative action, and diversity and inclusion. Primary and secondary dimensions of diversity are identified. Benefits of workforce diversity and inclusion include improved performance and productivity. The business, economic, and human imperatives for diversity are discussed. Best practices for promoting diversity and inclusion are recommended.
This document discusses diversity and inclusion in corporate America. It begins by stating that diversity is important for business success but also celebrates individual attributes. Organizations are attempting to promote both shared vision and individual respect through diversity initiatives. The document then outlines the history and evolution of diversity initiatives, from civil rights laws promoting equal treatment, to affirmative action promoting representation, to modern approaches integrating diversity as a strategic priority. It describes a continuum of approaches organizations take, from legal compliance to fully incorporating diversity into business strategies.
Physical Security Threats Case Study This case study builds upon y.docxkarlhennesey
Physical Security Threats Case Study This case study builds upon your Unit VII Case Study assignment, which should be reviewed, along with the professor’s feedback, before completing this assignment.
Physical Security Threats Case Study
This case study builds upon your Unit VII Case Study assignment, which should be reviewed, along with the professor’s feedback, before completing this assignment.
Now that your client’s network is up and running, it is time to consider the threats. For the purpose of this assignment, assume the network is located in the area where you currently live (or have lived).
First, briefly summarize the three physical threat categories based on your location and what techniques you could use to mitigate them for your client’s network:
· natural threats,
· human threats, and
· controlled access threats.
Next, discuss how you would secure the wireless communications component to the network.
Last, Identify two techniques and/or tools that should be used when developing a system solution for your client.
Your case study should be at least one page in length, not counting the title page and reference page. Your paper should be double-spaced, use 12-point size Times New Roman font, and contain one-inch margins. Section headings are encouraged to help organize your paper. Your paper must be written using APA format. You must cite at least one academic source.
BUS 303 Diversity and Leveraging Difference Worksheet
Create a WORD document and upload to the Black Board drop box under this week.
Step One:
After reading the article from Forbes Insight Global Diversity and Inclusion Fostering Innovation Through A Diverse Workforce answer the following questions. (Article File on Black Board under Week Twelve)
Question One: The Forbes Insight article presented two aspects of value related to diversity.
Describe each concept in your own words. Explain how each aspect of diversity is important to the success of a company.
Question Two: The Forbes Insight article concluded that progress has been made however barriers still exist.
According to the article, what are the areas that companies have done the best and progress has been made?
According to the article, what are the areas that there can be improvement?
Step Two:
Watch the video The End of Diversity: How Leaders Make Differences Really Matter
The video is assigned to assist you in completing this week’s assignment worksheet.
Topic: Diversity and Leveraging Differences
Author/Creator: Dr. Martin Davidson University of Virginia Darden School of Business
Watch only 10 minutes and 10 seconds. https://www.youtube.com/watch?v=Kp-G34ZnsPI
Step Three: Complete the worksheet on the second page of this assignment.
Directions: Fill in the chart (chart on next page). Either type in information or print out a copy of the page of the chart and fill in by hand. Upload the document or an image of the page to the drop box.
Comments from Dr. King about completing the chart: ...
Diversity and inclusion in the workplace leads to improved business outcomes. Companies with diverse executive teams are more profitable - those with gender diverse teams are 33% more likely to outperform, and those with ethnically/culturally diverse teams are 21% more likely. However, organizations often fail to implement diversity initiatives effectively and sustain them over time. To ensure diversity and inclusion, companies must define their goals, develop mentoring programs, address unconscious biases, empower learning, and take measurable steps like auditing their spaces and policies. Sustaining initiatives requires ongoing efforts like community involvement and taking stands on important issues.
This document discusses the benefits of organizational diversity. It defines diversity as differences in personal traits like gender, age, religion, and culture. Organizational diversity refers to the backgrounds of employees within a company. The document outlines how implementing diversity initiatives at IBM in the 1990s helped generate $1 billion in annual sales and access new markets. It also discusses why executives may not prioritize diversity and provides strategies for companies to leverage diversity, including analyzing opportunities, building infrastructure to support diversity, listening to employees, and holding leaders accountable.
#Diversity and #Inclusion - How can companies move from talking the talk to walking the walk?
In recent days Diversity and Inclusion have come to the forefront of what companies are paying attention to even in the midst of a pandemic.
Starting from hiring and promotion practices to processes to the branding offering and more companies are looking at ways to make D&I more real for their employees.
How can we take it from a vaguely abstract concept (to most people) to very concrete steps?
Generational differences in todays workforce finaleHollissWilliamson
The document discusses generational differences in today's multigenerational workforce. It notes there are 5 generations currently in the workforce with different ideologies that can cause misunderstandings. Managers must utilize tools from organizational behavior to promote team cohesion between generations. Both opportunities and challenges exist in effectively managing a diverse workforce to represent changing consumers. Leadership best practices include open communication, transparency, mentoring between generations, and focusing on commonalities rather than differences. As the workforce becomes majority Millennial, organizations must change management strategies to remain competitive.
The document discusses diversity in the workplace and its importance for companies. It notes that as the world has become more interconnected through technology and travel, workplaces have become more culturally diverse. It also discusses how some major companies like Microsoft, Google and Apple have benefited from a diverse workforce with different skills and perspectives. These companies evaluate candidates based on their qualifications rather than attributes like gender, race or background. The document emphasizes that diversity is no longer just about being politically correct, but is a business necessity that can improve creativity, problem solving and decision making.
Diversity and Inclusion in the VA Workforce by U.S. Department of Veterans A...Atlantic Training, LLC.
This document provides an overview of diversity and inclusion training presented by the Deputy Assistant Secretary of the Office of Diversity and Inclusion at the U.S. Department of Veterans Affairs. The training objectives are to define diversity, raise awareness of diversity issues, and recommend tools to foster cohesion. Diversity is defined as people bringing varied backgrounds and perspectives. Distinctions are made between equal employment opportunity, affirmative action, and diversity and inclusion. Primary and secondary dimensions of diversity are identified. Benefits of workforce diversity and inclusion include improved performance and productivity. The business, economic, and human imperatives for diversity are discussed. Best practices for promoting diversity and inclusion are recommended.
This document discusses diversity and inclusion in corporate America. It begins by stating that diversity is important for business success but also celebrates individual attributes. Organizations are attempting to promote both shared vision and individual respect through diversity initiatives. The document then outlines the history and evolution of diversity initiatives, from civil rights laws promoting equal treatment, to affirmative action promoting representation, to modern approaches integrating diversity as a strategic priority. It describes a continuum of approaches organizations take, from legal compliance to fully incorporating diversity into business strategies.
Running head: IMPETUS FOR CHANGE 1
IMPETUS FOR CHANGE 4
Communication and Change Concept at Disney Land Company
Jared Linscombe
MGT/426
November 29, 2017
Martin Pay
Communication and Change Concept at Disney Land Company
Many companies are now putting more weight on teaching the element of change in their organizational structure. Organizational change yields numerous benefits to organizations, for instance, the companies can be responsive to the dynamism that is exhibited in their working environments. However, despite the benefits that are reaped by embracing organizational change, research shows that most organizations are unable to incorporate this concept successfully. Many of the changes introduced in firms fail to perform their intended purposes (Gilley, 2009). The study also indicates that slightly more than half of these failure incidences are attributed to poorly managed communication mechanisms (Aiken et al. 2010). Effective communication gives all the stakeholders the required persuasions in need of implementing any change. Therefore, communication has been fronted as a vital tool that can be used in implementing organizational change. The Walt Disney Company is a globe-leading institution that is specialized in the provision of entertainment and information services. The company operates on a vast empire of providing entertainment services in all over the world. It has several distinct business segments in areas of theme parks, film studios, television networks among others. Given the diverse needs of the audience in different parts of the world, the company has been in the forefront of ensuring that the necessary changes are integrated whenever the need arises (Pelermo, 2014). Having an extensive insight into the company's organization structure, leadership, communication framework, and operations the paper will detail on the concept of change as manifested in the business.
Type of Change
Firstly, with the view of enhancing the effectiveness of the company’s management and operations, The Walt Disney Company introduced some changes in its organizational framework. The significant change experienced was an increase in the market coverage or the internationalization of the company’s entertainment services. The company faced an array of challenges in introducing this change in its operations and the scope of work. Initially, the firm only specialized in servicing its Films which are dominated by the American culture within the United States local markets. But the later, the administrative change which was dubbed ‘Disneyfication’ come to play. It was aimed at ensuring that the company was able to reach the international market. However, to oversee the success of this move, the company developed a modest system of ensuring that every stakeh ...
Diversity and inclusive corporate models can boost financial development, stimulate social development and launch more stable and objective societies. Additionally, companies that invest in inclusion in the workplace, marketplace and community have reported momentous business benefits. In a Forbes study, senior executives of top-earning companies reported that workplace diversity and inclusion drive innovation and business growth. While diversity and inclusion are significant measurements of social sustainability, some companies still observe these as independent from their corporate sustainability strategies.
This Roundtable Discussion will discover the relationships between diversity and inclusion and corporate sustainability. The goal is to examine how companies can coordinate and communicate across functions, and make diversity and inclusion a strategic urgency both as a culmination and as a crucial means to attaining further corporate sustainability goals.
After this roundtable session, participants will:
• Discover methods for creating a welcoming environment that embraces all difference and equality in hiring policies.
• Examine actions that companies can take to incorporate diversity and inclusion into corporate sustainability policies and practices.
• Explore methods that corporations can use to safeguard that their diversity and inclusion commitment is implemented throughout their value chain.
• Ascertain procedures for developing leadership at multiple levels that is diverse, regularly communicates the value of diversity, and builds the capacity for open and candid diversity conversation.
Running head: DIVERSITY PLAN 1
DIVERSITY PLAN 6
Diversity Plan
Student’s Name: John Blair
Institution Affiliation Rasmussen College
Report to CEO
Diversity is a common feature that exists in most organizations. It is a characteristic that increases its prevalence as a company grows regarding hiring more members of its human resource workforce. Diversity also increases when a firm grows out of its current geographical scope. It is an unavoidable occurrence in every growing organization and therefore, it is crucial for managers and CEO's to understand the importance of learning how to control the effects of diversity in their companies. When diversity is not managed adequately, it can cause adverse effects which may lead to the failure of an institution. This report offers insight on cultural diversity which one of the most prevalent types of diversity in firms. It also illustrates a plan on how to control the adverse effects of cultural diversity.
Cultural diversity in the workplace
Culture refers to a person's way of life. It encompasses an individual's heritage based on social patterns, acceptable behavior, beliefs, values, customs, norms, and attitude. All people have different cultures, and therefore cultural diversity is a standard feature. Even though people may come from the same home town, their culture may be different depending on how they were raised (Lambert, 2016). This phenomenon explains the existence of differences in personal cultures. This situation causes challenging situations in the workplace since the human resource managers of growing companies hire individuals from different regions. Cultural background is rarely considered while hiring employees into a company. The recruitment team in a firm considers the skills that a person has and the services that the worker can offer to the organization (Lambert, 2016). Therefore, the employees in most companies are from very diverse cultures. In some cases, this situation leads to conflicts between the workers.
Importance of diversity planning
Diversity planning refers to organizing ways in which people from different cultural backgrounds in the organization can unite and work to achieve a common organizational goal. It is crucial for a company to develop diversity planning to ensure that their workers are all committed to achieving common objectives of their firm. Diversity planning allows employees to share ideas that are instrumental in enhancing business processes in an organization (Price, & Nelson, 2018). Employees grow significantly when they are exposed to a variety of cultures. Therefore, diversity planning enables employees to gain much personal social growth effectively. Some of the workers can discover untapped talents and make use of .
Case Study 1Several large organizations announced recently theMaximaSheffield592
Case Study 1
Several large organizations announced recently they would increase efforts to recruit persons of color, in part a response to the Black Lives Matter movement. Some of the same organizations made similar announcements in the past—yet the numbers of persons with minority backgrounds in those organizations have remained about the same.
This is in the face of research findings that organizations with significant minority representation are stronger than their peers. A McKinsey & Company study in May of top executive teams in more than a thousand organizations in 15 countries concluded that the most diverse organizations have an edge in their markets. These firms are “more innovative—stronger at anticipating shifts in consumer needs and consumption patterns that make new products and services possible, potentially generating a competitive edge.”
Of equal significance is a finding that the top third of the organizations in the study are pulling away from the other two-thirds in diversity and inclusion, registering increasingly higher probabilities of being the most profitable. They are exhibiting progress in achieving greater gender and ethnic diversity, and increasingly positive impacts on bottom-line performance, according to the researchers.
Differentiating between diversity and inclusion
I differentiate between diversity and inclusion by thinking of progress in diversity as depending primarily on successful recruiting of diverse talent. It can be measured. It’s what we see on the corporate dashboard of performance measures. It is quite likely that the rich get richer in this effort; organizations exhibiting greater diversity are more attractive to talented people with diverse backgrounds.
Talent retention depends to a large degree on inclusion. At least that’s what people of diverse backgrounds tell us. Inclusion is related to such things as “voice”—the belief by workers that they are heard—as well as recognition and equal opportunity in rewards and promotions. Harder to quantify than diversity, inclusion is more nuanced and measured in comments in interviews and surveys. It doesn’t provide the numbers and simple headlines often associated with diversity.
Some organizations are good at both diversity and inclusion; others can’t seem to get either right. Some companies, for example, are strong recruiters but lack the ability to be inclusive of talent with diverse backgrounds. Try as they might, they are not making progress on diversity. Instead, they have low retention rates for their diverse talent. In many cases, the “last in, first out” phenomenon may apply in times of crisis.
The key to achieving both diversity and inclusion is committed leadership at all levels, not just a few at the top who have already made it. Transformation has to take place on the front lines and the middle levels as well. This takes effort and time, perhaps more than many organizations are willing to invest.
Inclusion may present too many challeng ...
Diversity management aims to create an inclusive workplace where all employees feel valued regardless of their backgrounds. It has been shown to improve company culture, motivation, and productivity when implemented properly through strategies that promote awareness and equal opportunities. Surveys found that over 80% of companies believe diversity has positive impacts like innovation, reputation, and talent acquisition. While diversity alone does not guarantee business success, it can create a flexible environment that removes biases and allows all skills and talents to be utilized to their fullest potential.
Building a Workforce Where Belonging Is the Rule — Not the ExceptionCognizant
Diversity has moved from a human resource challenge to a business opportunity. Companies with a diverse workforce and an inclusive work environment are better equipped to meet the demands of an increasingly competitive digital world. These organizations foster an atmosphere of trust; give employees a say in decision making; involve them in work processes; and provide the information, resources, and tools they need to succeed. By embracing different perspectives, they can anticipate challenges before they become problems, and tend to post superior financial results.
Long-term trends, driven by public policy and exponential rates of change in digital infrastructure, are fundamentally altering the global business environment. In this disruptive environment, family businesses need to challenge themselves – and this is an important responsibility for the next generation of family business leaders.
The document discusses the importance of diversity and managing a global workforce for businesses. As globalization increases, companies must address diversity across cultures and geographies to succeed. Embracing diversity can provide strategic advantages by leveraging different perspectives. However, many businesses still see diversity as an obstacle rather than an asset. To fully benefit from diversity, companies need programs and training to understand different cultures and minimize communication issues. Managing a diverse workforce will be critical for organizations to adapt and thrive in an increasingly global marketplace.
This document provides an overview of a thesis presented by Wendy Jones to the University of San Francisco in partial fulfillment of the requirements for a Master of Arts degree in Organization and Leadership. The thesis aimed to identify the three traits of corporate culture that are positively related to increased firm performance. Through a literature review, Jones identified collectivism, adaptability, and culture strength as the three traits linked to financial success. She then created a survey to measure these three traits in existing corporate cultures. Additionally, Jones developed a handbook to provide guidelines for organizations on how to adopt these three traits into their own corporate cultures in order to maximize performance. The document provides context for Jones' thesis and outlines her objectives to both measure existing cultures and provide guidance
Session 5 Management roles in enhancing diversity by Kathleen VaughanCGIAR
The purpose of the Diversity and Inclusion Conference is to draw attention to the areas where there is still room for improvement with respect to (gender) diversity and inclusion, and to find ways together to work on these improvements both in research and in the workplace.
The document discusses managing diversity in the workplace in South Africa. It notes that workplaces have diversity in terms of ethnicity, education, age, gender, and other factors. Managing this diversity effectively requires innovative ideas from managers. Diversity management is still a new concept in South African businesses. Factors like an organization's mission and goals as well as the external environment influence how diversity is managed. Managing diversity provides competitive advantages like improved employee retention and creativity. It can also help organizations better understand changing customer needs.
The document outlines learning outcomes for a chapter on the management environment. It will describe three waves of social history and their implications, the importance of a global perspective on management, and how technology is changing manager roles. It will also define social responsibility, ethics, entrepreneurship, workforce diversity issues, and reasons for downsizing. Additional topics covered include creating customer-focused cultures and a focus on quality and continuous improvement.
Diversity and Inclusion GameChangers FINALJett Pihakis
1) Diversity and inclusion are top priorities for leading companies as they recognize the business benefits of a diverse workforce and inclusive culture, including better serving customers, greater innovation, and stronger talent brands.
2) Interviews with leaders at diverse and inclusive "game-changing companies" revealed several common lessons, including that inclusion is essential, diversity must be linked to business goals, and diversity efforts require long-term commitment and change across the entire organization.
3) These exemplar companies see belonging, where all employees feel comfortable bringing their authentic selves to work, as the ultimate goal of diversity and inclusion initiatives.
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Link Diversity to Business Goals for Best Results
Link diversity to business goals for best results. (2010). HR Focus, 87(1), 5-7,10. Retrieved from https://libproxy.library.unt.edu/login?
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Diversity and inclusion are important and for more than simply reasons of fairness, obtaining varied skills and viewpoints, and the law. The recent economy has challenged
diversity initiatives, but also stymieing efforts are unclear diversity goals, ongoing struggles with cultural change, and sometimes even a lack of a definition within the
organization of "diversity" itself. What most companies have done is focus on only two components -- recruitment and training, said Shirley Davis, director of diversity and
inclusion initiatives at SHRM. Traditionally, workplace discussions about diversity have focused on African Americans and women, noted diversity consultant and author R.
Roosevelt Thomas Jr., who is based in Decatur, GA. Still, progress is being made in getting executives to see diversity as a bottom-line issue. Another concern that HR leaders in
the US and abroad have mentioned pertains to how to establish clear and measurable results of diversity initiatives to prove their value to organizations, Davis said.
Headnote
HIRING
Diversity and inclusion are important and for more than simply reasons of fairness, obtaining varied skills and viewpoints, and the law.
A diverse workforce can be one that supports a more successful organization - provided that the organization makes the commitment to meshing diversity with business goals.
The recent economy has challenged diversity initiatives, but also stymieing efforts are unclear diversity goals, ongoing struggles with cultural change, and sometimes even a lack
of a definition within the organization of "diversity" itself.
"What most companies have done is focus on only two components - recruiting and training,"said Shirley Davis, di ...
The Impact of Leadership on Creativity and Innovationinventionjournals
This article aims to identify the role of leadership in influencing creativity management and innovation management in the organization. From this point, this study tries to drive the thinking of economic companies that taking benefits from creativity and innovation requires their good management inside the company. For that the companies needs to focus on good leadership. Therefore, we are trying through this intervention to clarify the impacts of leadership on creativity and the innovation in the organization. In addition, among the most important results reached in this intervention, is that the meaning of creativity is the tendency to generate or recognize ideas, alternatives, or possibilities, and innovation is turning these new and imaginative ideas into reality to help organizations in achieving its goals. To develop creativity, the organization must have a flexible structure that ensures a good culture that the leader could provide the right climate to his employees, inspire them, and motivate them, so they could have the ability to generate artful ideas. Moreover, to apply innovation, the organization must have the culture that accept change and put leaders that could make employees feel the necessity to innovate and to do more initiatives in order to achieve organization’s goals
A minimum of 100 words each question and References (IF NEEDED)(Re.docxsleeperharwell
A minimum of 100 words each question and References (IF NEEDED)(Response #1 – 6) KEEP RESPONSE WITH ANSWER
Make sure the Responses includes the Following: (a) an understanding of the weekly content as supported by a scholarly resource, (b) the provision of a probing question. (c) stay on topic
1) Innovation plays a large part when it pertains to nations, leaders and individual employees, and companies. Many factors come into play such as research and development spending, manufacturing capability, and concentration of high-tech public companies (Jamrisko, 2019).
South Korea is currently ranked as the world’s most innovative country (Jamrisko, 2019). It is imperative for a country to be innovative to support their population. Being innovative as a country allows for better control and planning for its future (Nicholas, 2015). This is important when looking at future budget planning and educational improvements throughout their population (Jamrisko, 2019).
Being innovative can be considered a requirement to be successful when it pertains to being competitive amongst other companies and organizations. As our textbook states, General Motors has spent more on R&D than any other company in the world (Gibson & Skarzynski, 2008). Utilizing innovation as a tool in their company allowed them to be ranked as the world’s third largest automaker (Schmitt, 2017). Repetitiveness in the workplace has the potential of demotivating employees, therefore negatively effecting production. Having leaders that can stimulate their employees by providing innovative ideas can help in maintaining the employment of employees, and improving their productivity. Employees that apply innovation in the workplace allows them to stand out amongst their peers. Showing innovation and a will to improve their organization sets not only themselves, but also the organization up for success.
2) Innovation is the leading way to stay ahead in the modern world that is constantly in a fast pace forward movement. The following definition has been used by businessdictionary.com
The process of translating an idea or invention into a good or service that creates value or for which customers will pay.To be called an innovation, an idea must be replicable at an economical cost and must satisfy a specific need. Innovation involves deliberate application of information, imagination and initiative in deriving greater or different values from resources, and includes all processes by which new ideas are generated and converted into useful products. In business, innovation often results when ideas are applied by the company in order to further satisfy the needs and expectations of the customers. For an employee the use of innovation can bring a task into simpler form of completing the task, this can also be an open door for someone who has a skill set to see things in a new light and who has an innovated mind that could possibly change things i.
The importance of Innovation and Technology in Organizational CultureAdedamolaAina
Organizational culture can be defined as shared values and beliefs that guide employee behavior. Cultures that foster innovation through enabling policies and values have competitive advantages. Internal integration, where employees work together and develop a shared identity, allows organizations to progress towards innovation. When measuring results, financial incentives do not always increase innovation. Subcultures may contradict the larger culture but can spark needed changes through new approaches. Technology choices are strategic and affect long term performance. Organizations that learn new technologies and keep staff updated tend to be more efficient and productive.
2009_03 Diversity Strategy (Talent Management in Pharma)Uxio Malvido
The document summarizes the agenda for the 3rd Annual Managing Talent in Pharma Diversity Strategy conference held by Merck & Co in Prague from March 19-20, 2009. The topics to be covered include inclusion, demographic trends, female leadership, global constituency groups, the business case for diversity, employer branding, flexibility, and talent management practices. Diversity strategies like the Global Constituency Group model and approaches to managing areas like multicultural diversity, female talent, and flexibility will also be discussed.
Running head DIVERSITY MANAGEMENT PROPOSAL 1DIVERSITY MAN.docxsusanschei
Running head: DIVERSITY MANAGEMENT PROPOSAL
1
DIVERSITY MANAGEMENT PROPOSAL
7
Diversity Management Proposal
Brittany Ranck
Rasmussen College
Author’s Note: This paper is being submitted on Friday, February 24, 2017.
Diversity Management Proposal
Problem
a) Description of the problem
The fact that the workplace is populated with people from different generation cohorts that include the Generation X, baby boomers and the millennial is no longer news. The millennial that are the youngest started to enter the workforce in the past one decade, and just like any other generation, the older generation was thrown for a loop by the younger generation. Conflicts concerning communication, values and other work processes have been inevitable in many corporations (Lyons & Kuron, 2014). The workforce has different expectations based on their age, and when the expectations are not met due to the generational gap, conflicts arise thus affecting the normal operation of the business.
b) How the problem is a diversity issue
The generational gap is a diversity issue because it involves people from different generations who live their lives differently and have different goals and expectations in the workplace (Lyons & Kuron, 2014).
c) What is lost when solution offered is not adopted
Despite the fact that people can never be the same in a corporate environment, the issue of the generational gap if not solved may affect the working relationship of employees within a firm and the aftermath is the company’s productivity and performance being negatively affected.
d) Analysis of the factors contributing to generational gap issue
The diversity issue of generational gap affects both the employees and the management within a business. The most affected part of the discussions as a result of the generational gap is the working relationships that influence productivity. The problem of the generational gap has always been there as generations keep on changing due to technology. Business implications include poor productivity and failure to gain competitive advantage. For instance, conflicts within the company due to different goals may hinder the workforce to maximize their full potentials.
Solution
My proposal will help Robinson company to bridge the gap between the various generations in the enterprise.
a) The solution
The solutions include keeping the workforce engaged and connected, creating mentoring opportunities, when assigning tasks, the company should look beyond experience and skills and find productive ways of dealing with conflicts (Miller, 2014).
b) Top three criteria for selecting the solutions
The solutions are cost effective as all of them do not require financial resources to implement, it is time-saving as they can be aligned with other functions of management and be applied simultaneously. Miller (2014) indicates that they do not possess an external specialized skill as any leader in the organization can be assigned the task. In the case that the ...
12 pages12 New Times Roman fontdue July 18 include turnitin re.docxChereCoble417
12 pages
12 New Times Roman font
due July 18
include turnitin report
Social Impacts of Cyber Crime
Cyber criminals take advantage of the fast paced advancement of technology and the individuals who are unsophisticated and have no idea where the Internet fits into their world.
Thieves have become very skilled in using the anonymity of the Internet to trick victims into giving them what they want.
“The scammer tries to prey on victims who are kind of in tune with what’s going on in the world. The scam changes, but ultimately they’re preying on the good will of people” (Donnelly, 2011).
No matter what aspect of cyber crime that happens to an individual, or if restitution was made, the effects of cyber crime can be devastating.
Cyber crime: concepts methodologies, tools, and applications
Types of Cyber Crime
Cyber –Tresspass ( Viruses, Denial of Service attacks)
Cyber –deceptions (identity theft, fraud, piracy)
Cyber-pornography
Cyber-violence (cyberbullying, cyber stalking)
Scope of Cyber Crime
International Cyber crime(transnational)
The challenges and the future of Cyber crime
Conclusion
.
100 wordsThe Internet provides a vast variety of information, .docxChereCoble417
100 words
The Internet provides a vast variety of information, but not all information is accurate, reliable, or safe to access.
discuss the dangers of using the Internet for information and discuss various options for making sure that the information you find is accurate.
.
More Related Content
Similar to BUS 303 Diversity and Leveraging Difference WorksheetCreate a WO
Running head: IMPETUS FOR CHANGE 1
IMPETUS FOR CHANGE 4
Communication and Change Concept at Disney Land Company
Jared Linscombe
MGT/426
November 29, 2017
Martin Pay
Communication and Change Concept at Disney Land Company
Many companies are now putting more weight on teaching the element of change in their organizational structure. Organizational change yields numerous benefits to organizations, for instance, the companies can be responsive to the dynamism that is exhibited in their working environments. However, despite the benefits that are reaped by embracing organizational change, research shows that most organizations are unable to incorporate this concept successfully. Many of the changes introduced in firms fail to perform their intended purposes (Gilley, 2009). The study also indicates that slightly more than half of these failure incidences are attributed to poorly managed communication mechanisms (Aiken et al. 2010). Effective communication gives all the stakeholders the required persuasions in need of implementing any change. Therefore, communication has been fronted as a vital tool that can be used in implementing organizational change. The Walt Disney Company is a globe-leading institution that is specialized in the provision of entertainment and information services. The company operates on a vast empire of providing entertainment services in all over the world. It has several distinct business segments in areas of theme parks, film studios, television networks among others. Given the diverse needs of the audience in different parts of the world, the company has been in the forefront of ensuring that the necessary changes are integrated whenever the need arises (Pelermo, 2014). Having an extensive insight into the company's organization structure, leadership, communication framework, and operations the paper will detail on the concept of change as manifested in the business.
Type of Change
Firstly, with the view of enhancing the effectiveness of the company’s management and operations, The Walt Disney Company introduced some changes in its organizational framework. The significant change experienced was an increase in the market coverage or the internationalization of the company’s entertainment services. The company faced an array of challenges in introducing this change in its operations and the scope of work. Initially, the firm only specialized in servicing its Films which are dominated by the American culture within the United States local markets. But the later, the administrative change which was dubbed ‘Disneyfication’ come to play. It was aimed at ensuring that the company was able to reach the international market. However, to oversee the success of this move, the company developed a modest system of ensuring that every stakeh ...
Diversity and inclusive corporate models can boost financial development, stimulate social development and launch more stable and objective societies. Additionally, companies that invest in inclusion in the workplace, marketplace and community have reported momentous business benefits. In a Forbes study, senior executives of top-earning companies reported that workplace diversity and inclusion drive innovation and business growth. While diversity and inclusion are significant measurements of social sustainability, some companies still observe these as independent from their corporate sustainability strategies.
This Roundtable Discussion will discover the relationships between diversity and inclusion and corporate sustainability. The goal is to examine how companies can coordinate and communicate across functions, and make diversity and inclusion a strategic urgency both as a culmination and as a crucial means to attaining further corporate sustainability goals.
After this roundtable session, participants will:
• Discover methods for creating a welcoming environment that embraces all difference and equality in hiring policies.
• Examine actions that companies can take to incorporate diversity and inclusion into corporate sustainability policies and practices.
• Explore methods that corporations can use to safeguard that their diversity and inclusion commitment is implemented throughout their value chain.
• Ascertain procedures for developing leadership at multiple levels that is diverse, regularly communicates the value of diversity, and builds the capacity for open and candid diversity conversation.
Running head: DIVERSITY PLAN 1
DIVERSITY PLAN 6
Diversity Plan
Student’s Name: John Blair
Institution Affiliation Rasmussen College
Report to CEO
Diversity is a common feature that exists in most organizations. It is a characteristic that increases its prevalence as a company grows regarding hiring more members of its human resource workforce. Diversity also increases when a firm grows out of its current geographical scope. It is an unavoidable occurrence in every growing organization and therefore, it is crucial for managers and CEO's to understand the importance of learning how to control the effects of diversity in their companies. When diversity is not managed adequately, it can cause adverse effects which may lead to the failure of an institution. This report offers insight on cultural diversity which one of the most prevalent types of diversity in firms. It also illustrates a plan on how to control the adverse effects of cultural diversity.
Cultural diversity in the workplace
Culture refers to a person's way of life. It encompasses an individual's heritage based on social patterns, acceptable behavior, beliefs, values, customs, norms, and attitude. All people have different cultures, and therefore cultural diversity is a standard feature. Even though people may come from the same home town, their culture may be different depending on how they were raised (Lambert, 2016). This phenomenon explains the existence of differences in personal cultures. This situation causes challenging situations in the workplace since the human resource managers of growing companies hire individuals from different regions. Cultural background is rarely considered while hiring employees into a company. The recruitment team in a firm considers the skills that a person has and the services that the worker can offer to the organization (Lambert, 2016). Therefore, the employees in most companies are from very diverse cultures. In some cases, this situation leads to conflicts between the workers.
Importance of diversity planning
Diversity planning refers to organizing ways in which people from different cultural backgrounds in the organization can unite and work to achieve a common organizational goal. It is crucial for a company to develop diversity planning to ensure that their workers are all committed to achieving common objectives of their firm. Diversity planning allows employees to share ideas that are instrumental in enhancing business processes in an organization (Price, & Nelson, 2018). Employees grow significantly when they are exposed to a variety of cultures. Therefore, diversity planning enables employees to gain much personal social growth effectively. Some of the workers can discover untapped talents and make use of .
Case Study 1Several large organizations announced recently theMaximaSheffield592
Case Study 1
Several large organizations announced recently they would increase efforts to recruit persons of color, in part a response to the Black Lives Matter movement. Some of the same organizations made similar announcements in the past—yet the numbers of persons with minority backgrounds in those organizations have remained about the same.
This is in the face of research findings that organizations with significant minority representation are stronger than their peers. A McKinsey & Company study in May of top executive teams in more than a thousand organizations in 15 countries concluded that the most diverse organizations have an edge in their markets. These firms are “more innovative—stronger at anticipating shifts in consumer needs and consumption patterns that make new products and services possible, potentially generating a competitive edge.”
Of equal significance is a finding that the top third of the organizations in the study are pulling away from the other two-thirds in diversity and inclusion, registering increasingly higher probabilities of being the most profitable. They are exhibiting progress in achieving greater gender and ethnic diversity, and increasingly positive impacts on bottom-line performance, according to the researchers.
Differentiating between diversity and inclusion
I differentiate between diversity and inclusion by thinking of progress in diversity as depending primarily on successful recruiting of diverse talent. It can be measured. It’s what we see on the corporate dashboard of performance measures. It is quite likely that the rich get richer in this effort; organizations exhibiting greater diversity are more attractive to talented people with diverse backgrounds.
Talent retention depends to a large degree on inclusion. At least that’s what people of diverse backgrounds tell us. Inclusion is related to such things as “voice”—the belief by workers that they are heard—as well as recognition and equal opportunity in rewards and promotions. Harder to quantify than diversity, inclusion is more nuanced and measured in comments in interviews and surveys. It doesn’t provide the numbers and simple headlines often associated with diversity.
Some organizations are good at both diversity and inclusion; others can’t seem to get either right. Some companies, for example, are strong recruiters but lack the ability to be inclusive of talent with diverse backgrounds. Try as they might, they are not making progress on diversity. Instead, they have low retention rates for their diverse talent. In many cases, the “last in, first out” phenomenon may apply in times of crisis.
The key to achieving both diversity and inclusion is committed leadership at all levels, not just a few at the top who have already made it. Transformation has to take place on the front lines and the middle levels as well. This takes effort and time, perhaps more than many organizations are willing to invest.
Inclusion may present too many challeng ...
Diversity management aims to create an inclusive workplace where all employees feel valued regardless of their backgrounds. It has been shown to improve company culture, motivation, and productivity when implemented properly through strategies that promote awareness and equal opportunities. Surveys found that over 80% of companies believe diversity has positive impacts like innovation, reputation, and talent acquisition. While diversity alone does not guarantee business success, it can create a flexible environment that removes biases and allows all skills and talents to be utilized to their fullest potential.
Building a Workforce Where Belonging Is the Rule — Not the ExceptionCognizant
Diversity has moved from a human resource challenge to a business opportunity. Companies with a diverse workforce and an inclusive work environment are better equipped to meet the demands of an increasingly competitive digital world. These organizations foster an atmosphere of trust; give employees a say in decision making; involve them in work processes; and provide the information, resources, and tools they need to succeed. By embracing different perspectives, they can anticipate challenges before they become problems, and tend to post superior financial results.
Long-term trends, driven by public policy and exponential rates of change in digital infrastructure, are fundamentally altering the global business environment. In this disruptive environment, family businesses need to challenge themselves – and this is an important responsibility for the next generation of family business leaders.
The document discusses the importance of diversity and managing a global workforce for businesses. As globalization increases, companies must address diversity across cultures and geographies to succeed. Embracing diversity can provide strategic advantages by leveraging different perspectives. However, many businesses still see diversity as an obstacle rather than an asset. To fully benefit from diversity, companies need programs and training to understand different cultures and minimize communication issues. Managing a diverse workforce will be critical for organizations to adapt and thrive in an increasingly global marketplace.
This document provides an overview of a thesis presented by Wendy Jones to the University of San Francisco in partial fulfillment of the requirements for a Master of Arts degree in Organization and Leadership. The thesis aimed to identify the three traits of corporate culture that are positively related to increased firm performance. Through a literature review, Jones identified collectivism, adaptability, and culture strength as the three traits linked to financial success. She then created a survey to measure these three traits in existing corporate cultures. Additionally, Jones developed a handbook to provide guidelines for organizations on how to adopt these three traits into their own corporate cultures in order to maximize performance. The document provides context for Jones' thesis and outlines her objectives to both measure existing cultures and provide guidance
Session 5 Management roles in enhancing diversity by Kathleen VaughanCGIAR
The purpose of the Diversity and Inclusion Conference is to draw attention to the areas where there is still room for improvement with respect to (gender) diversity and inclusion, and to find ways together to work on these improvements both in research and in the workplace.
The document discusses managing diversity in the workplace in South Africa. It notes that workplaces have diversity in terms of ethnicity, education, age, gender, and other factors. Managing this diversity effectively requires innovative ideas from managers. Diversity management is still a new concept in South African businesses. Factors like an organization's mission and goals as well as the external environment influence how diversity is managed. Managing diversity provides competitive advantages like improved employee retention and creativity. It can also help organizations better understand changing customer needs.
The document outlines learning outcomes for a chapter on the management environment. It will describe three waves of social history and their implications, the importance of a global perspective on management, and how technology is changing manager roles. It will also define social responsibility, ethics, entrepreneurship, workforce diversity issues, and reasons for downsizing. Additional topics covered include creating customer-focused cultures and a focus on quality and continuous improvement.
Diversity and Inclusion GameChangers FINALJett Pihakis
1) Diversity and inclusion are top priorities for leading companies as they recognize the business benefits of a diverse workforce and inclusive culture, including better serving customers, greater innovation, and stronger talent brands.
2) Interviews with leaders at diverse and inclusive "game-changing companies" revealed several common lessons, including that inclusion is essential, diversity must be linked to business goals, and diversity efforts require long-term commitment and change across the entire organization.
3) These exemplar companies see belonging, where all employees feel comfortable bringing their authentic selves to work, as the ultimate goal of diversity and inclusion initiatives.
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Link Diversity to Business Goals for Best Results
Link diversity to business goals for best results. (2010). HR Focus, 87(1), 5-7,10. Retrieved from https://libproxy.library.unt.edu/login?
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Diversity and inclusion are important and for more than simply reasons of fairness, obtaining varied skills and viewpoints, and the law. The recent economy has challenged
diversity initiatives, but also stymieing efforts are unclear diversity goals, ongoing struggles with cultural change, and sometimes even a lack of a definition within the
organization of "diversity" itself. What most companies have done is focus on only two components -- recruitment and training, said Shirley Davis, director of diversity and
inclusion initiatives at SHRM. Traditionally, workplace discussions about diversity have focused on African Americans and women, noted diversity consultant and author R.
Roosevelt Thomas Jr., who is based in Decatur, GA. Still, progress is being made in getting executives to see diversity as a bottom-line issue. Another concern that HR leaders in
the US and abroad have mentioned pertains to how to establish clear and measurable results of diversity initiatives to prove their value to organizations, Davis said.
Headnote
HIRING
Diversity and inclusion are important and for more than simply reasons of fairness, obtaining varied skills and viewpoints, and the law.
A diverse workforce can be one that supports a more successful organization - provided that the organization makes the commitment to meshing diversity with business goals.
The recent economy has challenged diversity initiatives, but also stymieing efforts are unclear diversity goals, ongoing struggles with cultural change, and sometimes even a lack
of a definition within the organization of "diversity" itself.
"What most companies have done is focus on only two components - recruiting and training,"said Shirley Davis, di ...
The Impact of Leadership on Creativity and Innovationinventionjournals
This article aims to identify the role of leadership in influencing creativity management and innovation management in the organization. From this point, this study tries to drive the thinking of economic companies that taking benefits from creativity and innovation requires their good management inside the company. For that the companies needs to focus on good leadership. Therefore, we are trying through this intervention to clarify the impacts of leadership on creativity and the innovation in the organization. In addition, among the most important results reached in this intervention, is that the meaning of creativity is the tendency to generate or recognize ideas, alternatives, or possibilities, and innovation is turning these new and imaginative ideas into reality to help organizations in achieving its goals. To develop creativity, the organization must have a flexible structure that ensures a good culture that the leader could provide the right climate to his employees, inspire them, and motivate them, so they could have the ability to generate artful ideas. Moreover, to apply innovation, the organization must have the culture that accept change and put leaders that could make employees feel the necessity to innovate and to do more initiatives in order to achieve organization’s goals
A minimum of 100 words each question and References (IF NEEDED)(Re.docxsleeperharwell
A minimum of 100 words each question and References (IF NEEDED)(Response #1 – 6) KEEP RESPONSE WITH ANSWER
Make sure the Responses includes the Following: (a) an understanding of the weekly content as supported by a scholarly resource, (b) the provision of a probing question. (c) stay on topic
1) Innovation plays a large part when it pertains to nations, leaders and individual employees, and companies. Many factors come into play such as research and development spending, manufacturing capability, and concentration of high-tech public companies (Jamrisko, 2019).
South Korea is currently ranked as the world’s most innovative country (Jamrisko, 2019). It is imperative for a country to be innovative to support their population. Being innovative as a country allows for better control and planning for its future (Nicholas, 2015). This is important when looking at future budget planning and educational improvements throughout their population (Jamrisko, 2019).
Being innovative can be considered a requirement to be successful when it pertains to being competitive amongst other companies and organizations. As our textbook states, General Motors has spent more on R&D than any other company in the world (Gibson & Skarzynski, 2008). Utilizing innovation as a tool in their company allowed them to be ranked as the world’s third largest automaker (Schmitt, 2017). Repetitiveness in the workplace has the potential of demotivating employees, therefore negatively effecting production. Having leaders that can stimulate their employees by providing innovative ideas can help in maintaining the employment of employees, and improving their productivity. Employees that apply innovation in the workplace allows them to stand out amongst their peers. Showing innovation and a will to improve their organization sets not only themselves, but also the organization up for success.
2) Innovation is the leading way to stay ahead in the modern world that is constantly in a fast pace forward movement. The following definition has been used by businessdictionary.com
The process of translating an idea or invention into a good or service that creates value or for which customers will pay.To be called an innovation, an idea must be replicable at an economical cost and must satisfy a specific need. Innovation involves deliberate application of information, imagination and initiative in deriving greater or different values from resources, and includes all processes by which new ideas are generated and converted into useful products. In business, innovation often results when ideas are applied by the company in order to further satisfy the needs and expectations of the customers. For an employee the use of innovation can bring a task into simpler form of completing the task, this can also be an open door for someone who has a skill set to see things in a new light and who has an innovated mind that could possibly change things i.
The importance of Innovation and Technology in Organizational CultureAdedamolaAina
Organizational culture can be defined as shared values and beliefs that guide employee behavior. Cultures that foster innovation through enabling policies and values have competitive advantages. Internal integration, where employees work together and develop a shared identity, allows organizations to progress towards innovation. When measuring results, financial incentives do not always increase innovation. Subcultures may contradict the larger culture but can spark needed changes through new approaches. Technology choices are strategic and affect long term performance. Organizations that learn new technologies and keep staff updated tend to be more efficient and productive.
2009_03 Diversity Strategy (Talent Management in Pharma)Uxio Malvido
The document summarizes the agenda for the 3rd Annual Managing Talent in Pharma Diversity Strategy conference held by Merck & Co in Prague from March 19-20, 2009. The topics to be covered include inclusion, demographic trends, female leadership, global constituency groups, the business case for diversity, employer branding, flexibility, and talent management practices. Diversity strategies like the Global Constituency Group model and approaches to managing areas like multicultural diversity, female talent, and flexibility will also be discussed.
Running head DIVERSITY MANAGEMENT PROPOSAL 1DIVERSITY MAN.docxsusanschei
Running head: DIVERSITY MANAGEMENT PROPOSAL
1
DIVERSITY MANAGEMENT PROPOSAL
7
Diversity Management Proposal
Brittany Ranck
Rasmussen College
Author’s Note: This paper is being submitted on Friday, February 24, 2017.
Diversity Management Proposal
Problem
a) Description of the problem
The fact that the workplace is populated with people from different generation cohorts that include the Generation X, baby boomers and the millennial is no longer news. The millennial that are the youngest started to enter the workforce in the past one decade, and just like any other generation, the older generation was thrown for a loop by the younger generation. Conflicts concerning communication, values and other work processes have been inevitable in many corporations (Lyons & Kuron, 2014). The workforce has different expectations based on their age, and when the expectations are not met due to the generational gap, conflicts arise thus affecting the normal operation of the business.
b) How the problem is a diversity issue
The generational gap is a diversity issue because it involves people from different generations who live their lives differently and have different goals and expectations in the workplace (Lyons & Kuron, 2014).
c) What is lost when solution offered is not adopted
Despite the fact that people can never be the same in a corporate environment, the issue of the generational gap if not solved may affect the working relationship of employees within a firm and the aftermath is the company’s productivity and performance being negatively affected.
d) Analysis of the factors contributing to generational gap issue
The diversity issue of generational gap affects both the employees and the management within a business. The most affected part of the discussions as a result of the generational gap is the working relationships that influence productivity. The problem of the generational gap has always been there as generations keep on changing due to technology. Business implications include poor productivity and failure to gain competitive advantage. For instance, conflicts within the company due to different goals may hinder the workforce to maximize their full potentials.
Solution
My proposal will help Robinson company to bridge the gap between the various generations in the enterprise.
a) The solution
The solutions include keeping the workforce engaged and connected, creating mentoring opportunities, when assigning tasks, the company should look beyond experience and skills and find productive ways of dealing with conflicts (Miller, 2014).
b) Top three criteria for selecting the solutions
The solutions are cost effective as all of them do not require financial resources to implement, it is time-saving as they can be aligned with other functions of management and be applied simultaneously. Miller (2014) indicates that they do not possess an external specialized skill as any leader in the organization can be assigned the task. In the case that the ...
Similar to BUS 303 Diversity and Leveraging Difference WorksheetCreate a WO (20)
12 pages12 New Times Roman fontdue July 18 include turnitin re.docxChereCoble417
12 pages
12 New Times Roman font
due July 18
include turnitin report
Social Impacts of Cyber Crime
Cyber criminals take advantage of the fast paced advancement of technology and the individuals who are unsophisticated and have no idea where the Internet fits into their world.
Thieves have become very skilled in using the anonymity of the Internet to trick victims into giving them what they want.
“The scammer tries to prey on victims who are kind of in tune with what’s going on in the world. The scam changes, but ultimately they’re preying on the good will of people” (Donnelly, 2011).
No matter what aspect of cyber crime that happens to an individual, or if restitution was made, the effects of cyber crime can be devastating.
Cyber crime: concepts methodologies, tools, and applications
Types of Cyber Crime
Cyber –Tresspass ( Viruses, Denial of Service attacks)
Cyber –deceptions (identity theft, fraud, piracy)
Cyber-pornography
Cyber-violence (cyberbullying, cyber stalking)
Scope of Cyber Crime
International Cyber crime(transnational)
The challenges and the future of Cyber crime
Conclusion
.
100 wordsThe Internet provides a vast variety of information, .docxChereCoble417
100 words
The Internet provides a vast variety of information, but not all information is accurate, reliable, or safe to access.
discuss the dangers of using the Internet for information and discuss various options for making sure that the information you find is accurate.
.
100 words for itYou have heard the expression Nine Eleven in r.docxChereCoble417
100 words for it
You have heard the expression "Nine Eleven" in relationship to an historical event. How does that awareness affect your understanding of the play titled "Nine Ten"? Discuss in relation to each of the characters in the play, and what they are trying to do. Have you ever been called for jury selection? What did you notice about the others also there for the same reason?
.
100 words -- a reference in each paragraph--APA formatEthics an.docxChereCoble417
100 words -- a reference in each paragraph--APA format
"Ethics and Security" Please respond to the following:
Organizational end users are generally in the background when it comes to protecting the IT infrastructure. As the chief security officer (CSO), develop a security awareness training communication plan for these users. Your plan must be in nontechnical terms to the user population that incorporates the confidentiality, integrity, and availability of the organization’s information assets.
.
100 to 200 words1. Identify one (1) evidentiary issue that could b.docxChereCoble417
100 to 200 words
1. Identify one (1) evidentiary issue that could be presented regarding the admission of digital evidence at trial. Next, suggest one (1) way in which the court could take to resolve the issue that you have identified. Include one (1) example of such issue and your suggestion action to support your response.
Per the text, there is probable cause to search a computer or electronic media when one believes that the computer or related media either contains or is contraband evidence of a crime, fruits of crime, or instrumentality of a crime. Identify at least two (2) types of warrantless searches that investigators can conduct while collecting digital evidence, and explain the main reasons why you believe the types of searches in question are warrantless. Justify your response.
PLEASE KEEP COMPLETELY SEPARATE FROM 1 AND THIS IS A RESPONSE TO THE POST BELOW 50 to 75 words
2.
One evidentiary issue that could be presented regarding the admission of digital evidence at trial is if the evidence is clear and convincing. For example, When looking channel 7; when someone is maybe breaking into someone's house or breaking into a store. I have seen video feed thats just a shadow, or maybe the person has on something that hides their face. They willstill ask if you reconize that person. Unfortunately, it's hard to figure out who the suspect is because the image maybe bad or they may becovered. There is no way to solve this issue unless they have some kind of tattoo or scar that could be pointed out.
Two types of warrentless searches are: Plain-view search and Exigent circumstances. Plain-view search, a warrent isn't required for this because; if your investigating someone and you see criminal activity on their computersc, no matter what it is; you can use that informaton because as long it can be seen by the general public. Exigent circumstances, a warrent isn't required for this because; it may an immediate emergency. For example, a murder, kidnap, robbery or anyother type of crime.
.
100 essayPromptTopic One of the areas learned in Module 1 wa.docxChereCoble417
100 essay
Prompt/Topic
: One of the areas learned in Module 1 was how to customize the Word toolbar. Why is it important to customize your toolbar? What changes did you make to the toolbar?
(Mdodule 1 )Getting Started with Windows 8 and Creating Documents with Word 2013
Microsoft
®
Office 2013 is a group of software programs designed to help you create documents, collaborate with co-workers, and track and analyze information. You use different Office programs to accomplish specific tasks, such as writing a letter or producing a sales presentation, yet all the programs have a similar look and feel.
The programs in Office are bundled together in a group called a suite. Microsoft
®
Office Word 2013 is used to create any kind of text-based document. Themes are predesigned combinations of color and formatting attributes you can apply and are available in most Office programs. Microsoft
®
Office Excel
®
2013 is used to work with numeric values and make calculations. Microsoft
®
Office PowerPoint
®
2013 is used to create presentations, complete with graphics, transitions, and even a soundtrack. Microsoft
®
Office Access 2013 helps keep track of large amounts of quantitative data.
Because the Office suite programs have a similar interface (look and feel), it is easy to learn the program tools. Office documents are compatible (easy to incorporate or integrate) with one another.
The first step in using an Office program is to open or launch it on the computer. The easiest way to launch a program is to click the Start button on the Windows taskbar or double-click an icon on the desktop. A user interface is a collective term for all the ways you interact with a software program. A file is a stored collection of data. Saving a file enables you to work on a project now and then put it away and work on it again later. Printing can be a simple or complex task. It helps to preview a document to see exactly what a document will look like when it is printed. Each Microsoft
®
Office program allows you to switch among various views of the document windows. A screen capture is a snapshot of your screen.
Microsoft
®
Office Word 2013 is a word processing program that makes it easy to create a variety of professional-looking documents. A word processing program is a software program that includes tools for entering, editing, and formatting text and graphics. The electronic files you create using Word are called documents.
Word Wrap
Those students who learned to type on a typewriter are used to pressing the Return key each time the typewriter carriage approaches the right margin of your paper. Normally, the typewriter bell would "ding," and you would shortly thereafter press the Return key to send the carriage to the start of the next line. Break that habit!
When using a word processing program like Microsoft
®
Word, the word wrap feature will automatically position the insertion point at the beginning of the next line whenever the inse.
11. As you can see, development is better understood by examining bo.docxChereCoble417
11. As you can see, development is better understood by examining both human welfare and economic dimensions. Answer the following question in a one page response (at least two paragraphs) and submit it via the link to Project 2 on Blackboard. (10 points)
What are the long-term ramifications for a society investing heavily in economic production at the expense of human welfare investment?
For two people, so it has to be diffrent papers?
.
100 AccurateWeek 2 Wiley Plus Quiz Study GuideACC561.docxChereCoble417
100% Accurate
Week 2 Wiley Plus Quiz Study Guide
ACC/561
September 1, 2015
Question 1
The relationship between current assets and current liabilities is important in evaluating a company's
Question 2
Which of the following is a measure of liquidity?
Question 3
Current assets divided by current liabilities is known as the
Question 4
Danner Corporation reported net sales of $600,000, $680,000, and $800,000 in the years 2011, 2012, and 2013, respectively. If 2011 is the base year, what percentage do 2013 sales represent of the base?
.
100-250 words for each response.1An international team was.docxChereCoble417
100-250 words for each response.
1
An international team was gathered to discuss how funding should be spent to eliminate human infections. There is only enough funding to eliminate one disease. How would the scientists go about choosing the next disease to be eliminated from the planet? Which one should it be?
2
Infections with hepatitis B and hepatitis C viruses usually take years, even decades, before visible signs of hepatitis manifest themselves. Epidemiological, how does it influenza our ability to track such diseases in a population and prevent transmissions?
3
How are computer viruses similar to biological viruses? Are computer viruses alive? Why or why not?
.
100-200 words, in college writing, information search via internet a.docxChereCoble417
CPT was created to report outpatient hospital services as mandated by the Omnibus Budget Reconciliation Act. CPT codes describe medical, surgical, and diagnostic services and are used differently than ICD codes which classify diseases and reasons for healthcare services. The key differences between CPT and ICD codes are that CPT codes describe medical services while ICD codes classify diseases and reasons for treatment.
100 ACCURACYNEEDED in 30MINS to 1HRQuestion1.Sugar al.docxChereCoble417
100% ACCURACY
NEEDED in 30MINS to 1HR
Question
1.
Sugar alcohols are likely to be found in:
a.
b.
c.
d.
2.
An example of a meal or snack that contains complementary proteins is:
a.
b.
c.
d.
3.
The second most common type of malnutrition worldwide is:
a.
b.
c.
d.
4.
A type of exercise that is considered to be aerobic for amateur athletes is:
a.
b.
c.
d.
5.
Home-canned foods should be boiled for 10 minutes before eating to help prevent:
a.
b.
c.
d.
6.
Potent environmental carcinogens include:
a.
b.
c.
d.
7.
The fetal origins hypothesis supports the idea that nutrition during gestation may affect:
a.
b.
c.
d.
8.
The kidney structure that is responsible for filtering the blood is the:
a.
b.
c.
d.
9.
Older adults have lower energy requirements than younger adults because they have:
a.
b.
c.
d.
10.
A characteristic clinical symptom of gallbladder inflammation or gallstones is:
a.
b.
c.
d.
11.
A severe tyramine reaction may cause a crisis due to:
a.
b.
c.
d.
12.
A nutrient that delays gastric emptying time, thereby creating more optimal saturation rates for drug absorption is:
a.
b.
c.
d.
13.
One effect of impaired blood circulation through the liver caused by fibrous tissue is the development of:
a.
b.
c.
d.
14.
A factor that influences the protein needs of older adults is:
a.
b.
c.
d.
15.
One way in which oral hypoglycemic drugs act to lower elevated blood glucose levels is by:
a.
b.
c.
d.
16.
It is important that energy needs in pregnancy are met so that:
a.
b.
c.
d.
17.
Cancer generally begins with disruptions in:
a.
b.
c.
d.
18.
Three key concepts included in the total diet approach to improving nutrient intake are:
a.
b.
c.
d.
19.
Foods and drugs used to enhance athletic performance are known as:
a.
b.
c.
d.
20.
A major benefit of fluoride is:
a.
b.
c.
d.
21.
Pepsinogen secreted by the gastric cells is converted into pepsin by:
a.
b.
c.
d.
22.
In the colon, resistant starch is digested by:
a.
b.
c.
d.
23.
A food choice equivalent to one serving from the Protein group of MyPlate is:
a.
b.
c.
d.
24.
Synthesis of protein is governed by:
a.
b.
c.
d.
25.
The effect of trans fatty acids on blood cholesterol is similar to that of:
a.
b.
c.
d.
26.
Physiologic functions of potassium include:
a.
b.
c.
d.
27.
Aerobic capacity is the greatest in a person with:
a.
b.
c.
d.
28.
Important functions of food additives include:
a.
b.
c.
d.
29.
Patients who undergo pancreatectomy are likely to develop:
a.
b.
c.
d.
30.
A special therapeutic diet may be modified in:
a.
b.
c.
d.
31.
Preschool children often prefer foods that are:
a.
b.
c.
d.
32.
Drugs that can depress appetite include:
a.
b.
c.
d.
33.
Subjective global assessment relies on information from:
a.
b.
c.
d.
34.
Diagnosis of celiac disease is confirmed using:
a.
b.
c.
d.
35.
Entitlement programs include:
a.
b.
c.
d.
36.
Risk of b.
10.2The cost of providing public services at a local hospital ha.docxChereCoble417
10.2
The cost of providing public services at a local hospital has been scrutinized by manage- ment. Although these services are used as marketing tools for the hospital, the cost and availability of scarce resources require their optimal allocation while minimizing costs. Two popular programs being assessed for this purpose are “Family Planning” (FP) and “Health-Drive-Screenings” (HDS); their costs to the hospital for each offering are $200 and $400, respectively. The health care manager in charge of operations found three common patterns of resource consumption for each of these services and the available resources, shown in Table EX 10.2.
.
100 AccurateWeek 4 Wiley Plus Quiz Study GuideACC561.docxChereCoble417
100% Accurate
Week 4 Wiley Plus Quiz Study Guide
ACC/561
September 1, 2015
Question 1
A variable cost is a cost that
Question 2
An increase in the level of activity will have the following effects on unit costs for variable and fixed costs:
Question 3
A fixed cost is a cost which
Question 4
Hollis Industries produces flash drives for computers, which it sells for $20 each. Each flash drive costs $14 of variable costs to make. During April, 1,000 drives were sold. Fixed costs for March were $2 per unit for a total of $1,000 for the month. How much is the contribution margin ratio?
.
10.Which standard C++ library function allows you to compare two.docxChereCoble417
10.
Which standard C++ library function allows you to compare two strings?
11.
What is the ASCII collating sequence?
12.
Which standard C++ library function allows you to paste one string onto the end of another? What must you be careful of when using this function?
13. What header file must you include to use the standard library character classification functions?
14.
Name as many of the character classification functions as you can and what they are used for.
15.
What are the character conversion functions?
16.
What are the numeric conversion functions and what does each do? Which header file must
you include to use them?
17.
What is meant by dynamic memory allocation?
18.
What is the heap? How does heap storage differ from static and automatic storage?
19.
How can you allocate memory from the heap? How can you deallocate memory from the heap?
.
10 Things to Know About the Psychology of CultsBoth terrifying a.docxChereCoble417
10 Things to Know About the Psychology of Cults
Both terrifying and utterly fascinating, cults have a tendency to capture the attention of just about everyone. Questions abound: Where do these people come from? What are they really doing inside those secluded compounds? Most interesting, perhaps, are the psychological components of cult life, questions such as: Who in the world would fall for that? In an effort to answer these questions and more, we’ve listed 10 things to know about the psychology of cults.
Cults are attractive because they promote an illusion of comfort.
Humans desire comfort, and in a fearful and uncertain world many turn to cults because they tend to promote exactly that. Jon-Patrik Pedersen, a psychologist at CalTech, has pointed out that cult leaders often make promises that are totally unattainable, but also offered by no other group in society. Such things might include financial security, total health, constant peace of mind, and eternal life — the things every human desires at the deepest level.
Cults satisfy the human desire for absolute answers.
Today’s world is a tough one, with more abstract issues than there are issues that are black and white. As Dr. Adrian Furnham describes in
Psychology Today
, humans crave clarity. Many people join cults because they believe they’re being offered solid, absolute answers for questions such as good vs. evil, religion, the meaning of life, politics, etc. Many cult leaders promote messages that are simple and seem to make sense, the exact opposite of what we’re often provided with in typical, everyday life.
Those with low self-esteem are more likely to be persuaded by a cult environment.
People are often surprised to learn that those who join cults are, for the most part, average people. They come from all backgrounds, all zip codes, and all tax brackets. But research done in the past two decades has found an interesting pattern: many people successfully recruited by cults are said to have low self-esteem. Cults generally do not look to recruit those with certain handicaps or clinical depression. However, people with low self-esteem are easier to break down, then build back up in an effort to teach them that the cult is the supportive environment they’re looking for.
New recruits are “love bombed.”
Once people have been recruited by a cult, they are often “love bombed.” This odd phrase is commonly used to describe the ways in which someone with low self-esteem is consistently flattered, complimented, and seduced in order to train their brain to associate the cult with love and acceptance.
Women are more likely than men to join a cult.
According to various research, women make up a whopping 70% of cult members around the globe. Psychologists have different ideas about why more women than men join cults. Dr. David Bromley of Virginia Commonwealth University points out that women simply attend more social gatherings, either religious or otherwise. This makes wom.
10 pages double spaced paper about the religion in Cuba. How was rel.docxChereCoble417
10 pages double spaced paper about the religion in Cuba. How was religion under Bautista? How did it change when Castro took charge? Why do Cuban practice santeria? Where is catholicism in Cuba now? The body should include what you ave discovered, its implications, and consequences. Explain why the topic is worth sharing and what we appreciate?
.
10-12 slides with 100-150 words per slideThe CEO heard about your .docxChereCoble417
10-12 slides with 100-150 words per slide
The CEO heard about your lunchtime discussion with the supervisors and managers when metrics were discussed. He would like you to help him prepare a PowerPoint presentation that he could use at the next board of directors meeting to link the day-to-day new metrics you suggested using to the bigger picture metrics that CEOs, CFOs and Board members would better relate to.
Create a presentation using the following format:
10 to 12 PowerPoint slides
Eye-catching graphics, clip art, and charts
A minimum of 100 to 150 words per slide of speaker notes
Content should include the following:
Specifically describe the linkage between the following pairs of metrics (Note: In each pair, the first metric is the kind of measurement the supervisors and managers would monitor and be evaluated on, and the second is the bigger picture metric the CEO, CFO, and board of directors may monitor.):
Dollar amount of WIP inventory:
Return On Assets
(
ROA
)
Order lead time to customers: Cash flow requirements or cash conversion cycle
Cycle time:
Return On Assets
(
ROA
)
Changeover time: Inventory turn
Inventory turn: Profit
For each pair, describe how a meaningful change in the first metric will impact the second metric.
.
1. Kaplan argues that the polarity structure or configuration of th.docxChereCoble417
1. Kaplan argues that the polarity structure or configuration of the international system influences or constrains the actions of large and small states. Do you agree with his assertion? If so how, if not why not?
2. The
issues of preserving and enhancing the biosphere and the role of humans in. How has the international community sought creating or exacerbating these issues pose a significant problem for the international community to address these issues and why have these issues proven so difficult to address?
3. What factors are most important in causing political actors to resort to terrorism? What options do the nations of the world have to address the problem of terrorism and which of these options do you believe to be most effective and why?
.
1. How long is a RIFS A. 2 microsecondsB. .docxChereCoble417
1.
How long is a RIFS?
A. 2 microseconds
B. 10 microseconds
C. 16 microseconds
D. 9 microseconds
2. What guard interval is used with 64-QAM by 802.11n HT devices to reach 600 Mbps data rates?
A. 800 ns
B. 200 ns
C. 100 ns
D. 400 ns
3. When two RF signals on the same frequency arrive at a receiver at the exact same time and their peaks and valleys are in alignment, what is true about these signals? (choose all that apply)
A. They are 180 degrees out of phase
B. They are 90 degrees out of phase
C. They have 0 degrees of separation
D. They are in phase
4. What is the cause of Free Space Path Loss?
A. Beam Reflection
B. Beam Absorption
C. Beam Diffraction
D. Beam Divergence
5. Which of the following are units of power?
A. dBi
B. Watt
C. Milliwatt
D. dBd
E. dBm
6. A single milliwatt = 0 decibels of change.
A. True
B. False
7. Which of the following increase amplitude?
A. Lightning arrestors
B. RF Cables
C. Pig tail adaptors
D. Antennae
E. Amplifiers
8. More than 40% blockage in the Fresnel Zone will not impede an RF link.
A. True
B. False
9. Which of the following describes a behavior of waves?
A. Frequency
B. Phase
C. Modulation
D. Amplitude
10. Phase is a standard measurement of RF wave size.
A. True
B. False
11. In an ERP 802.11 network, there are two mandated spread spectrum technologies.
A. True
B. False
12. ERP-OFDM stations can not connect with OFDM AP’s because the use different __________.
A. Contention methods
B. Modulation techniques
C. Frequencies
D. Coordination functions
13. Which data rates are supported by PBCC?
A. 6, 12, and 24 Mbps
B. 36, 48 and 54 Mbps
C. 1, 2, 5.5 and 11 Mbps
D. 22 and 33 Mbps
E. 1, 2, 5.5, 11, 22, and 33 Mbps
14. How many adjacent non-overlapping channels may be used in the same physical area using the 2.4 GHz spectrum?
A. 14
B. 11
C. 6
D. 3
15. The area of coverage provided by an AP is called which of the following?
A. BSS
B. ESS
C. BSA
D. WLAN
16. The function of an AP is most closely related to which wired networking device?
A. A Switch
B. A Hub
C. A router
D. A firewall
17. What is the largest channel size possible with 802.11ac?
A. 40 MHz
B. 80 MHz
C. 120 MHz
D. 160 MHz
18. What is required for stations to use 256-QAM?
A. they must have a firmware upgrade
B. there can be no more then 2 stations
C. they must be very close to the AP.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
Assessment and Planning in Educational technology.pptxKavitha Krishnan
In an education system, it is understood that assessment is only for the students, but on the other hand, the Assessment of teachers is also an important aspect of the education system that ensures teachers are providing high-quality instruction to students. The assessment process can be used to provide feedback and support for professional development, to inform decisions about teacher retention or promotion, or to evaluate teacher effectiveness for accountability purposes.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
-------------------------------------------------------------------------------
Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
-------------------------------------------------------------------------------
For more information about PECB:
Website: https://pecb.com/
LinkedIn: https://www.linkedin.com/company/pecb/
Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
Physiology and chemistry of skin and pigmentation, hairs, scalp, lips and nail, Cleansing cream, Lotions, Face powders, Face packs, Lipsticks, Bath products, soaps and baby product,
Preparation and standardization of the following : Tonic, Bleaches, Dentifrices and Mouth washes & Tooth Pastes, Cosmetics for Nails.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Pride Month Slides 2024 David Douglas School District
BUS 303 Diversity and Leveraging Difference WorksheetCreate a WO
1. BUS 303 Diversity and Leveraging Difference Worksheet
Create a WORD document and upload to the Black Board drop
box under this week.
Step One:
After reading the article from Forbes Insight Global Diversity
and Inclusion Fostering Innovation Through A Diverse
Workforce answer the following questions. (Article File on
Black Board under Week Twelve)
Question One: The Forbes Insight article presented two aspects
of value related to diversity.
Describe each concept in your own words. Explain how each
aspect of diversity is important to the success of a company.
Question Two: The Forbes Insight article concluded that
progress has been made however barriers still exist.
According to the article, what are the areas that companies have
done the best and progress has been made?
According to the article, what are the areas that there can be
improvement?
Step Two:
Watch the video The End of Diversity: How Leaders Make
Differences Really Matter
The video is assigned to assist you in completing this week’s
assignment worksheet.
Topic: Diversity and Leveraging Differences
Author/Creator: Dr. Martin Davidson University of Virginia
Darden School of Business
Watch only 10 minutes and 10 seconds.
https://www.youtube.com/watch?v=Kp-G34ZnsPI
Step Three: Complete the worksheet on the second page of this
assignment.
2. Directions: Fill in the chart (chart on next page). Either type in
information or print out a copy of the page of the chart and fill
in by hand. Upload the document or an image of the page to the
drop box.
Comments from Dr. King about completing the chart:
It is acceptable to fill in the chart in the first two columns word
for word what Dr. Davidson presents in the video related to the
contrasting models of Managing Diversity and Leveraging
Difference.
The third column will be in your own words. Describe what do
you think would be the biggest challenge that company or
organization would face in implementing this aspect of the
leveraging difference model? Answer for each of the categories:
Leadership Perspective, Strategic Focus, Scope of Difference
Engaged, and Impact. A short sentence(s), bullet point
phrases, or a paragraph are good for answering this section.
Leveraging Difference Worksheet
Managing Diversity Focus
Leveraging Difference Focus
In your own words…. What do you think would be the biggest
challenge that company or organization would face in
implementing this aspect of the Leveraging Difference model?
(at least 25 words)
Leadership
Perspective
4. in association with:
Global Diversity anD inclusion
Fostering Innovation Through
a Diverse Workforce
2
Key Findings 3
Methodology 4
Diversity and Inclusion: A Formula for Success 4
Diversity Is a Key Driver of Innovation 5
A Diverse Workforce Attracts Top Talent 7
Diversity and Inclusion Efforts Are a Given 11
5. Diversity Goals and Priorities 13
The Buck Stops at the C-Level 15
Progress Has Been Made But Barriers Still Exist 17
Conclusion: A Diverse and Inclusive Workforce Is Critical for
Success 19
Table oF ConTenTs
3
• Diversity is a key driver of innovation
and is a critical component of being
successful on a global scale.
Senior executives are recognizing that a diverse set of
experiences, perspectives, and backgrounds is crucial to
innovation and the development of new ideas. When asked
about the relationship between diversity and innovation,
a majority of respondents agreed that diversity is crucial to
encouraging different perspectives and ideas that
foster innovation.
• A diverse and inclusive workforce is crucial
for companies that want to attract and retain
top talent.
Competition for talent is fierce in today’s global economy, so
companies need to have plans in place to recruit, develop,
6. and retain a diverse workforce.
• Nearly all respondents reported that their
companies have diversity and inclusion strategies in
place. However,
not all of the plans are identical. About a third said their
companies have global strategies that allow for minimal
regional
deviation, while half said that their organizations have a global
plan that also allows for different strategies and programs
in order to address regional needs or cultural differences.
• Organization’s diversity goals and priorities
won’t change significantly over the next three
years. When asked
about their company’s current diversity and inclusion priorities,
43% cited retention and development of talent, followed
by ensuring diversity in the workplace in general (35%),
developing a robust pipeline of diverse talent (29%), and
managing
cross-generational issues (28%).
• Responsibility for the success of company’s
diversity/inclusion efforts lies with senior
management. In order
for a diversity/inclusion plan to have real meaning, there needs
to be accountability and oversight. Seven out of ten
7. companies reported that the buck stops at the C-level and their
board of directors.
• Significant progress has been made to
build and retain diverse workforces, but there
are still some
impediments to companies’ efforts. Respondents feel
they’ve made progress in gender diversity, but they feel
they’ve fallen short in areas such as disability and age.
Key FInDIngs
4
The basic formula for diversity is rapidly evolving. It is no
longer simply a matter of creating a heterogeneous work-
force, but using that workforce to create the innovative
products, services, and business practices that can set a
company apart and give it a competitive advantage in the
marketplace. And as companies compete on a global scale,
diversity and inclusion frequently have to shift, as differ -
ent markets and different cultures have varied definitions of
what diversity means.
Today, diversity and inclusion efforts are de rigueur
for almost all companies. Executives understand that their
companies can’t be successful on a global platform if they
don’t have a diverse and inclusive workforce. A diverse and
inclusive workforce is necessary to drive innovation, fos-
ter creativity, and guide business strategies. Multiple voices
lead to new ideas, new services, and new products, and
encourage out-of-the box thinking. Companies no longer
8. view diversity and inclusion efforts as separate from their
other business practices, and recognize that a diverse work-
force can differentiate them from their competitors and can
help capture new clients.
To gain a better understanding of the role that diversity
and inclusion play in companies around the globe, Forbes
Insights conducted a comprehensive survey of more than
300 senior executives. All of the executives were involved
in developing, implementing, or managing strategies or
programs related to diversity and inclusion for their com-
panies’ workforce. The companies that participated in the
survey had revenues of at least $500 million and went up to
more than $20 billion. Geographically, respondents were
from the three global regions: the Americas, Asia Pacific,
and Europe, Middle East and Africa.
In addition to the survey, one-on-one interviews were
conducted with more than a dozen diversity officers, board
members, and senior executives from large, multinational
corporations. The interviews not only reflected the find-
ings of the survey, but also provided a detailed look at how
companies are putting diversity to work for them, and how
a diverse and inclusive workforce is essential for driving
innovation and guiding business practices.
DIversITy anD InClusIon
a Formula for success
What does it mean to be diverse? What do your diversity efforts
entail? Do the diversity efforts you
maintain in your home market carry through to other markets
around the globe? And perhaps most
9. importantly, what is the business case for diversity and
inclusion?
MethoDoloGy
the information in this report is based on the results of a survey
and one-on-one interviews conducted by Forbes insights.
Forbes insights surveyed 321 executives with direct
responsibility or oversight for their companies’ diversity and
inclusion programs. all respondents worked for
large global enterprises with annual revenues of more than
Us$500 million. More than 40% worked for companies with
annual revenues of $Us5 billion or more.
nearly half (44%) of respondents had c-level titles or were
board members. the remainder had titles of director or above. in
terms of function, a third (33%)
of respondents were involved in corporate management, 32%
were in hR or talent management, 21% were in business
operations, and 12% were in finance.
Geographically, respondents were fairly evenly split between
the americas (35%), asia-Pacific (34%), and Europe/Middle
East/africa (31%).
5
The business case for diversity and inclusion is intrinsically
linked to a company’s innovation strategy. Multiple and var-
ied voices have a wide range of experiences, and this can
help generate new ideas about products and practices. Survey
10. respondents overwhelmingly agreed that a diverse and
inclusive workforce brings the different perspectives that a
company needs to power its innovation strategy. (Fig. 1)
This is particularly true for the largest companies.
Among companies with more than $10 billion in annual
revenues, 56% strongly agreed that diversity helps drive
innovation. “Because of our diverse workforce, we’ve
experienced a boost in productivity. When you can move
people to contribute to their fullest, it has a tremendous
impact,” noted Rosalind Hudnell, director of global diver -
sity and inclusion at chip maker Intel.
“We have a vast amount of diversity [within the com-
pany] that comes into work every day to build technology
that plays out around the world. You can’t be successful on
a global stage without it,” Hudnell added.
Respondents in Asia also were more likely to see a
link between diversity and innovation. In the APAC
region, 56% “strongly agreed” with this notion, com-
pared to 48% in the Americas and 41% in EMEA. “In
Asia Pacific, we’re focused on leveraging diverse skills in
growth markets and getting better gender representation
in senior management,” explained Niki Kesglou, head
of diversity and inclusion, Asia Pacific, for financial ser -
vices firm Credit Suisse.
A diverse and inclusive workforce can also help ensure
that a company’s products and services are respectful of
their clients’ cultures. Companies such as AT&T, Mattel,
Intel, and others have employee groups that foster inclusion
among women and other minorities within their organi-
zations, and also provide valuable insight into the markets
they reflect. “Our Employee Resource Groups (ERGs)
11. are very important to us. They help us define products
that work for their regions or demographics,” said Mattel
diversity board member Huey Wilson, the company’s
vice president of human resources, worldwide operations.
In addition, he continued, these diverse employee groups
have saved the company from making some embarrassing
and potentially costly mistakes. “We have to make sure that
we’re culturally sensitive. There have been some big near
misses that we might not have avoided without the ERGs.”
Frédéric Rozé, CEO of L’Oréal USA, said that given his
company’s global footprint, it is critical to have executives
and employees representative of different regions and eth-
nicities. “I have worked in Russia, Argentina, and Europe,
and it has helped me to understand the different cultures
and people,” he said. Rozé added that these insights help
Diversity Is a Key Driver of Innovation
“Diversity fosters creativity. We need to generate the best ideas
from our people in all levels of the
company and incorporate them into our business practices.”
–FRéDéRic ROzé, chief executive officer, L’Oréal USA
FiGure 1: A diverse and inclusive workforce is crucial to
encouraging
different perspectives and ideas that drive innovation.
48%
37%
11%
12. 3%
1%
• Strongly agree
• Somewhat agree
• Somewhat disagree
• Strongly disagree
• Don’t know
6
inform product development and can also guide business
practices. “We have different brands that meet the diverse
needs of our consumers, but another benefit of being a
player in different regions is that you can pick up ideas from
the outside and apply them to the business.”
“At the end of the day, when you’re creating an envi-
ronment where people can come together and bring their
own views and feel respected, competitively, your company
will do so much better,” added Debbie Storey, senior vice
president of talent development and chief diversity officer
at AT&T.
Looking ahead, more than three quarters of respondents
reported that their companies are looking to focus more on
leveraging diversity for innovation and other business goals
over the next three years. (Fig. 2)
FiGure 2: Over the next three years, how will your focus change
on
leveraging diversity for your business goals (including
innovation)?
13. • Significantly more focus
• Somewhat more focus
• Somewhat less focus
• Significantly less focus
• Don’t know
15%
40%
38%
5%
2%
Mattel
EMployEE REsouRcE GRoups DRivE innovation
Mattel knows the value of harnessing the unique insights and
experience its employees bring to the table. Two years ago,
company
executives decided to launch a line launch of a line of dolls that
were going to be marketed to African-American girls. In order
ensure that the dolls were culturally sensitive, senior
management enlisted the aid of MAAF, Mattel’s African-
American Employee
Resource Group, to advise and guide Mattel’s marketing team
through the launch of the product. Today, it is one of the
company’s
best-selling, minority-focused brands.
14. During the course of several meeting, MAAF members helped to
come up with the name of the line, “So In Style,” and weighed
in on the overall look and concept of the doll. “They asked us
very candid questions about the look of the doll. Did they get
the skin
tone right? What about the nose and the hair?” said David
Simmons, associate manager of account planning and MAAF
member.
MAAF members also weighed in on the dolls’ names in order to
make sure they also were culturally sensitive. “They wanted to
make sure we were comfortable with the names they’d chosen,”
said Simmons.
7
In the fight for global talent, diversity and inclusion policies
are being designed specifically as recruiting and retention
tools, helping to broaden the pool of talent a company can
recruit from, while also helping to build an employment
brand that is seen as fully inclusive. “If you want to attract
the best talent, you need to be reflective of the talent in that
market,” said Eileen Taylor, Deutsche Bank’s global head
of diversity.
Among survey respondents, most (65%) have in place pro-
grams specifically to recruit diverse employees. (Fig. 3) Fewer
follow that up with diversity-focused development (53%), and
just 44% have specific diversity retention programs.
15. Companies take a variety of tactics to engage the kinds of
diverse populations they hope to bring on board. Many orga-
nizations including AT&T and Mattel enlist their employee
groups to act as company ambassadors. These groups reach
out to talent by attending external job fairs, conferences, and
community events. “The more they reach out to the public,
the more it will help fill our talent pipeline,” said Mattel’s
Wilson. In addition to the employee outreach efforts, com-
panies such as Intel and Credit Suisse forge long-standing
relationships with universities to tap into talent, while many
others also rely on other outsourcing channels, including
vendors, to reach a broad range of candidates.
a Diverse Workforce attracts Top Talent
“We are in 75 countries and we want to hire the best talent in
each locale. Diverse teams and
companies make better decisions.”
–EilEEN TAylOR, global head of diversity, Deutsche Bank
FiGure 3: Do you have any official programs in place
specifically to recruit,
develop, or retain a diverse or inclusive workforce?
0% 50% 100%
Yes, recruitment
53
44
12
16. 2
Yes, development
Yes, retention
no. we have general programs in place, but not specifically
focused
on diversity/inclusion
no, we do not have any programs in place
65
FiGure 4: When it comes to recruitment of a diverse workforce,
where do
you go to find your talent?
0% 50% 100%
University/graduate school diversity associations
50
49
38
37
search firms
Diversity-focused job fairs
Diversity or special-interest-focused job websites
17. Employee referrals
52
36
27
25
a diversity-focused employment portal on our own website
word-of-mouth
non-profit associations/societies
8
L’Oréal USA
HArneSSing empLOyee’S DiverSe perSpectiveS fOr
innOvAtiOn
At cosmetics giant L’Oréal USA, the importance of diversity
and inclusion is expressed by its formula for diversity
management:
DIVERSITY + INCLUSION = INNOVATION & SUCCESS®.
This formula permeates many functions of the company from
recruitment to
sales to community outreach.
“The recruitment of diverse talent for our organization is
critical to our ability to build our business and drive future
18. growth,”
said Sumita Banerjee, vice president, talent recruitment at
L’Oréal USA. To that end, company executives connect with
more than
3,000 students on campus each year via business games,
professor partnerships, student organizations, and campus
presentations.
Additionally, executives maintain a network of strategic
partnerships to connect with “experienced” talent. These
relationships
include Junior Military Officers, outstanding women in science,
National Diversity recruitment fairs, and others. “The diversity
of
thought, industry, and multi-market backgrounds of the
candidates that we recruit directly impact our ability to innovate
and give us
a foundation upon which we are able to help to achieve our
business goal of reaching a billion new consumers in the next
10 years,”
added Banerjee.
But it’s not enough to build a diverse and inclusive workforce if
you don’t put that talent to use. L’Oréal USA executives under -
stand the value and insight the company’s diverse workforce
can provide in building consumer brands and offerings that
cater to
specific ethnic groups. One case in point is a research project
19. focused on foundation for women of color. Balanda Atis, group
leader,
research and innovation at L’Oréal USA, worked on a project
designed to shed light on the problem that non-Caucasian
women face.
“As a woman with darker skin, I have always had a difficult
time in trying to find a shade of foundation that was appropriate
for my
skin tone. Furthermore, I know that this is a concern for
consumers.” Through a series of studies conducted nationally
that inter-
viewed women and measured skintones, Atis and a team of
scientists were able to demonstrate scientifically that women of
color
have specific needs.
“Diversity gives us a competitive advantage,” added Howard
Lewis, vice President of sales and education for Mizani, a
L’Oréal
brand that targets women of color. “In order to create a
sustainable business model, we have to include as many
consumers as
possible and provide the best products.” One such product is
Mizani’s True Texture line. Scientists at L’Oréal spent two
years study-
ing 1,000 heads of hair and came up with a “curl key” that
defines eight types of hair and how to treat each specific hair
type.
20. The True Texture line, for women of color who want to wear
their hair naturally curly, was one of the products that arose
from the
research project.
The company is also always looking for new and innovative
ways to engage its customers. Recently, executives at L’Oréal
USA and
Telemundo developed an innovative program that touches on a
passionate point of one its core customer groups—telenovelas
for the
Hispanic community. This program, “Club de Noveleras”
(CDN), is a “community” that lives on Telemundo.com that
gives consumers
more behind the scenes telenovela content that ranges from
videos to pictures as well as an exclusive beauty blog written in
Spanish.
Not only is the “community” aspect of CDN a first for the
Hispanic market, but so is the Spanish-language beauty blogger.
Club de
Noveleras also has experiential touch-points for all the L’Oréal
brands, explained Daniel Villarroel, assistant vice president,
Maybelline
New York*Garnier. “For example, Maybelline New York and
Garnier can touch the consumer and sample in large market
tours where
Telemundo brings the novela talent as the draw.” In addition to
21. being able to meet Telemundo talent and being able to access
exclu-
sive content, CDN members can earn loyalty points by engaging
with the online and mobile content that they can then redeem
for
virtual or physical prizes.
By building a diverse and inclusive workforce and then
harnessing the ideas and perspectives of its pool of talent,
L’Oréal USA con-
tinues to create products that address a multitude of consumer
concerns while also building communities within diverse
populations.
9
Among survey respondents, outward-facing recruit-
ing efforts are still the predominant method for diversity
recruiting—essentially supporting groups and events that
specifically cater to diverse job candidates. (Fi g. 4) More
than half (52%) of respondents go to university or gradu-
ate school diversity associations to recruit talent; 49% are
involved in diversity-focused job fairs.
This is not to say that word-of-mouth and employee
referrals are not being used. At Mattel, for example,
employees receive a monetary reward when they refer new
hires, and the company recently hosted a women’s con-
ference in Southern California to attract more women to
the company. At technology companies such as Intel and
AT&T, some of their efforts are aimed at getting more
22. women and minorities into STEM (Science, Technology,
Engineering and Math) Programs. “The gap for women
and minorities in STEM is long-standing and will continue
to be, so we’re working to get women and others into this
field,” said Intel’s Hudnell.
Ultimately, there is a strong link between recruitment
and development programs; a company’s ability to recruit
diverse talent successfully often depends on its ability to
execute on its promise to provide solid job advancement
opportunities. These programs can range from continued
skills training to tuition reimbursement to active mentor-
ing by senior management. One such program is AT&T’s
“Know and Grow” initiative. The company ensures that
all high-potential candidates in the program, particularly
females and minorities, are exposed to senior executives
who spend a significant amount of time advising and
mentoring them. Among survey respondents, 62% rely
on professional development groups to foster employee
development, followed by employee resource/network-
ing groups (61%), and diversity-focused mentoring groups
(61%). (Fig. 5)
Closing the loop, among the companies that offer
diversity-focused retention programs, 70% track progress
through regular employee reviews and feedback on com-
pany policies, 59% track attrition by various categories, and
58% use programs that tie managers’ performance to devel -
opment goals. (Fig. 6)
FiGure 5: Which of the following programs do you currently
have in place
specifically to develop diverse/inclusive talent?
0% 50% 100%
23. 62
Professional development programs
61
61
46
20
Diversity-focused mentoring programs
Employee resource/networking groups
affiliations to diversity-focused professional organizations
organization communications focused on different groups
FiGure 6: Which of the following programs do you currently
have in place
specifically to retain diverse/inclusive talent?
0% 50% 100%
70
Regular reviews and input to ensure the correct programs are in
place
59
58
39
24. tracking attrition by various categories to monitor progress and
development
Programs to tie managers’ performance to development and
retention
of diverse employees
Exit interview tracking
tracking promotion rates of diverse groups
35
10
AT&T
Ensuring An EducATEd WorkforcE for ThE fuTurE
An educated workforce is one of the components necessary for
companies to be competitive on the global stage. But when
AT&T
chairman and CEO Randall Stephenson found out that nearly
one out of three high school students doesn’t graduate with his
or
her class, he knew that his company needed to take action.
According to one estimate, by 2020 close to three quarters of all
American jobs will require advanced skills and offer high pay.
It will take approximately 123 million American workers to fill
these positions, but at current high school and college
25. graduation
rates, only 50 million Americans will be qualified for them. In
addition, the United States currently ranks only 20th out of 28
indus-
trialized democracies in high school graduation rates.
These statistics illustrate an astonishing shortfall that threatens
the ability of American business to find and develop the talent
that
is critical to our country’s long-term economic competitiveness
in the world marketplace. That is why Stephenson championed
action
by his company to focus efforts on high school success and
workforce readiness.
In 2008, AT&T launched Aspire, a four-year, $100 million
initiative to address the dropout crisis. The Aspire initiative
takes a
multi-faceted approach to giving students the support and tools
they need to stay in school. By working with some of the top
edu-
cation organizations and thought leaders in the country, Aspire
strives to advance understanding through research, identify and
invest in initiatives that work, provide students with first hand
career exploration, and directly engage youth and families.
“Over 1 million of our students drop out from high school each
year. Not only does this directly affect them, their families
26. and communities, but it’s detrimental to our nation’s future
economic competitiveness,” said Laura Sanford, president of the
AT&T
Foundation, ”Aspire is working to reverse this trend, by
bringing programs that work to scale, supporting the good work
of educa-
tors, and helping our students get excited about achieving their
goals.”
One of Aspire’s success stories is a $375,000 multiyear grant to
Louisiana State Youth Opportunities Unlimited (LSYOU), a
dropout prevention program that targeted at-risk students who
had been displaced by Hurricane Katrina. The LSYOU program
provided students with long-term strategies that foster academic
achievement and workforce readiness. The graduation rate
among students who completed the four-year program is 79%
compared to 50% of inner-city youth in similar situations.
Another successful Aspire program is its job shadow initiative.
In partnership with Junior Achievement, the initiative provides
stu-
dents with the opportunity to learn more about career options
and what it takes to be successful in today’s workforce. By the
end of
first quarter 2011, the initiative reached more than 72,000
students in 211 cities and is expected to reach 100,000 students
by the
summer of 2013.
27. 11
Competing on the global stage presents companies with
a series of challenges. In addition to the routine concerns
that companies face such as managing growth, build-
ing a sound infrastructure, and keeping an eye on the
bottom line, expanding overseas has its own special chal -
lenges. Laws and regulations vary from region to region,
and there are language and cultural barriers that can cre-
ate unanticipated problems or challenges. Which is why
organizations have found that the best way to ensure their
continued success on a global scale is by having a diverse
and inclusive workforce.
Today, diversity and inclusion efforts are a given.
Companies aren’t paying lip service to the notion of
a diverse workforce. Instead, they have robust pro-
grams and policies in place to recruit and retain a cadre
of diverse employees. Nearly every company in the sur-
vey (97%) had formal diversity and inclusion strategies in
place. “Companies have to have a diverse workforce,” said
Credit Suisse’s Kesglou. “It’s very important to our busi -
ness strategy and helps capture new clients and address
business needs.”
L’Oréal USA’s Rozé concurred. “While we work hard
to retain our current consumers, the potential for adding
new consumers is in the emerging markets. And diversity is
key in this, whether we’re trying to reach men, women of
different ages, or women of different ethnicities.”
Diversity and inclusion is not just about gender and
race. Certainly, programs focused on gender diversity are
28. the most common; 81% of respondents indicated their com-
panies have them. (Fig. 7) That was followed by programs
focused on ethnicity (77%), age (72%), and race (70%).
Further down the list, about half of companies have disabil -
ity-based programs (52%).
Diversity and Inclusion efforts are a given
“We couldn’t have gone through all of the mergers and
acquisitions and continue to be successful
without having a diverse workforce. It’s important to our
business strategy and it makes us more
innovative and competitive.”
–DEbbiE STOREy, senior vice president of talent development
and chief diversity officer, AT&T
FiGure 7: Which of the following is currently part of your
organization’s
diversity and inclusion efforts?
0% 50% 100%
Gender
Ethnicity/national origin
age
Race/color
Disability
nationality
29. sexual orientation
81
77
72
70
52
45
39
32
Veteran status
12
Interestingly, while gender diversity and ethnicity pro-
grams are common around the globe, there are significant
regional differences. (Fig. 8) It’s probably not a surprise
given different ethnic make-ups and distinct cultural pref-
erences. For instance, Asia-Pacific companies are much
more likely to have diversity programs related to age or
nationality. European companies are more likely to look at
disability or sexual orientation.
According to the executives from large, multinational
corporations that were interviewed, companies that want
30. to be successful need to have a workforce that reflects the
demographics of the region they are doing business in. For
one, it’s important to foreign investors and clients to see
themselves reflected in the company’s junior and senior
teams. Secondly, local hires can help overcome language
barriers and navigate cultural nuances. And thirdly, it helps
firms attract new talent.
Age is another top concern among the respondents.
Today’s workforce can span four generations —World War
II, Boomers, Gen X and Millennials. Each generation has
different expectations about work as well as differences
in communication styles, how they use technology, what
motivates them on the job, and how they deal with others
in positions of authority. These differences, if not addressed,
can be disruptive and lead to serious misunderstandings.
However, the common thread among the …