This document is a training module on diversity awareness prepared by Dr. Lillie M. Fears. It is divided into four parts that discuss the definition of diversity, understanding culture and how it impacts one's job, and dealing with prejudice and stereotypes. The introduction explains that as the early childhood education classroom and workforce become more diverse, valuing diversity is important. It also notes that diversity now includes many more attributes beyond just race or gender.
This presentation expands the notion of diversity far beyond racial and gender stereotypes to help viewers value the differences that everyone brings to the organization.
This presentation expands the notion of diversity far beyond racial and gender stereotypes to help viewers value the differences that everyone brings to the organization.
Diversity PowerPoint PPT Content Modern SampleAndrew Schwartz
140 slides include: the various aspects of diversity, understanding diversity, 4 examples of innovative diversity programs, 4 types of workforce benefits, 6 key goals of diversified corporations, diversity in business and how to efficiently manage your workforce, 8 leadership characteristics important to tackling diversity, enacting change, how to reword an issue, promoting safe communication outlets, the 4 areas impacted by diversity management, how to: recruit, retain, benchmark, train and communicate, the 3 stages of workforce demographic change, measuring productivity and investment potential, the 5 step process of organizational change, 6 slides on catering to your consumer market, 3 common methods of risk diversification, methods and programs organizations can use to diversify, and more.
Diversity and Inclusion are fundamental to our culture and core values, fostering an innovative, collaborative and high-energy work environment. By embracing an inclusive culture that supports diverse talent, our people collaborate successfully and enable Tatva Leadership to compete effectively in the global marketplace.
I had the opportunity to take a course on Human Relations. One of the many issues we discussed was Equal Opportunity and diversity in the workplace. This presentation sums up many of the concerns, issues, and laws on diversity in the workplace and equal opportunity.
Promoting organizational diversity in any organization requires each employee and the manager to develop a set of skills for their own professional development. As a result a dynamic group develops with a each member providing his or her own cultural identity to the team. Included in this team is not only an employee’s merit but the individual employee’s personality. Equipped with the knowledge of prejudice and discrimination a paradigm of diversity develops within the group. The result is a team of employees sharing and implementing ideas of cultural diversity among each other as well as with their clients.
Shifting the Paradigm of Diversity and InclusionMegan Denhardt
An inclusive workforce boosts organizational effectiveness by lifting morale, strengthening access to new markets, and increasing productivity. Before organizations can reap these benefits, they must grow beyond simply increasing the number of affinity groups represented. Develop a better understanding of the relationship between diversity and disparities and how they affect your organization. Discover what it means to have a truly inclusive workplace and walk away with ideas and strategies you can use to reshape your organization by unleashing the power of diversity management.
Frederick Hobby, president, Institute for Diversity in Health Management
Diversity PowerPoint PPT Content Modern SampleAndrew Schwartz
140 slides include: the various aspects of diversity, understanding diversity, 4 examples of innovative diversity programs, 4 types of workforce benefits, 6 key goals of diversified corporations, diversity in business and how to efficiently manage your workforce, 8 leadership characteristics important to tackling diversity, enacting change, how to reword an issue, promoting safe communication outlets, the 4 areas impacted by diversity management, how to: recruit, retain, benchmark, train and communicate, the 3 stages of workforce demographic change, measuring productivity and investment potential, the 5 step process of organizational change, 6 slides on catering to your consumer market, 3 common methods of risk diversification, methods and programs organizations can use to diversify, and more.
Diversity and Inclusion are fundamental to our culture and core values, fostering an innovative, collaborative and high-energy work environment. By embracing an inclusive culture that supports diverse talent, our people collaborate successfully and enable Tatva Leadership to compete effectively in the global marketplace.
I had the opportunity to take a course on Human Relations. One of the many issues we discussed was Equal Opportunity and diversity in the workplace. This presentation sums up many of the concerns, issues, and laws on diversity in the workplace and equal opportunity.
Promoting organizational diversity in any organization requires each employee and the manager to develop a set of skills for their own professional development. As a result a dynamic group develops with a each member providing his or her own cultural identity to the team. Included in this team is not only an employee’s merit but the individual employee’s personality. Equipped with the knowledge of prejudice and discrimination a paradigm of diversity develops within the group. The result is a team of employees sharing and implementing ideas of cultural diversity among each other as well as with their clients.
Shifting the Paradigm of Diversity and InclusionMegan Denhardt
An inclusive workforce boosts organizational effectiveness by lifting morale, strengthening access to new markets, and increasing productivity. Before organizations can reap these benefits, they must grow beyond simply increasing the number of affinity groups represented. Develop a better understanding of the relationship between diversity and disparities and how they affect your organization. Discover what it means to have a truly inclusive workplace and walk away with ideas and strategies you can use to reshape your organization by unleashing the power of diversity management.
Frederick Hobby, president, Institute for Diversity in Health Management
Training on harassment and discrimination prevention is critical to set clear rules and to establish important legal protections. But to remain competitive in today’s diverse and global workplace, organizations must also focus on their culture, and the ability of employees to effectively collaborate. In a diverse workplace, even subtle personal differences (including those not protected by employment laws) impact employee productivity and engagement.
This interactive webinar will be a live, guided demo of ELT’s new online Diversity & Inclusion training course for managers and employees. We will cover how diversity training supports business and cultural goals, discuss the benefits of training beyond legal compliance, and provide a practical overview of diversity training best practices.
If you’re not already thinking about how to increase diversity in your top team, you should be. Some of the world’s most successful organisations know that teams from different backgrounds and perspectives are sharper and more innovative, and perform better for their clients than teams who look, think and feel the same. And rather than producing flash-in-the-pan success, this type of mix is a recipe for sustainable improvements over the long term.
But if you, like us, spend most of your life running a business or heading up a large department, you probably don’t have much spare time to think about diversity. So we’ve produced this guide purely for busy executives who want to decipher why this matters to their organisation’s ability to grow and evolve, and who need to talk to other people about it, but perhaps aren’t sure how.
We wanted to do it in a way that doesn’t turn it into a chore. The book unfolds in ten simple chapters, each of which shouldn’t take much more than a minute to read – but behind each chapter there’s a wealth of information, with Green Park’s suggestions for further reading at the end.
Failure to capture talent from the widest possible pool could cost you dearly. There is a myth of lack of talent; nothing could be further from the truth. There’s no shortage of high-calibre candidates from under-represented groups, but sourcing them often requires the focus, market intelligence and reach that only an expert executive search firm can provide.
With this is mind, we’ve created Green Park Diversity Analytics, chaired by Trevor Phillips, a research and advisory body, which uses unique quantitative modelling to analyse the executive labour market by specific dimensions of diversity. Our methodology can help us to identify gaps and source the best candidates for your team, bringing results that are quicker, less intrusive and more accurate than anything currently in the diversity field.
We hope you find this guide helpful.
Developing Resilience Through Diversity in the Welsh Photovoltaic IndustryGavin Harper
Far eastern manufacturers have significantly undercut European manufacturers in the production of crystalline silicon solar cells. Some have described this as a ‘Solar Trade War’. This presents a challenging context for the European Industry as crystalline silicon technologies comprise the bulk of the marketplace. In Wales, this situation has been given particular poignancy by the closure of Sharp’s module assembly in Llay, Wrexham – where imported silicon solar cells were assembled into larger modules.
For the UK, the regional context for this industry is emerging. Competition based on labour-cost is impossible so there is a need to discover distinct regional strengths in order to stay competitive. There is an importance to focusing on products which offer a high degree of Gross Value Added. This means focusing on strategic niches and technologies that whilst not perhaps offering the highest conversion efficiency, offer attractive returns through economic competitiveness.
There are a range of other PV technology trajectories – thin-film cells and excitonic cells which occupy a much smaller proportion of the marketplace, however, whilst presently less efficient, they promise the potential of continuous production processes that may enable them to be produced more cost effectively. Furthermore, the technical properties of thin film cells lend themselves to capturing diffuse light, whereas silicon solar cells perform better with direct light. This may be considered a good fit between the technology and the weather of the regional market the technology could potentially serve!
This paper provides an analysis of Wales regional strengths in PV, the interesting diversity of research into PV technologies within Wales with a view to how the nation can retain competitiveness in this arena. The work will build on extensive analysis and involvement already undertaken CSER for the DECC UK Solar Roadmap.
Diversity and Inclusion - By Dr. Christine Mc Carthy | TEC Leadership InstituteTEC Leadership Institute
There are four various age cohorts in the workplace. These groups share some traditional work values but differ on such important ones as what community means, what participation means, the role of management, employer / employee loyalty, telecommuting, technical competence, and what constitutes a good day’s work. You will learn more on diversity and inclusion at business in this presentation. For a better understanding on same, please visit TEC Leadership Institute website.
#Diversity Management, Definition Of Diversity, Types of Diversity, Benefit of Diversity , Challenges of Diversity.
The Definition of Diversity and Diversity management, Prejudice and its step and expression, what diversity look like in organization like WKU
Minimizing the challenge, and best practice of Diversity management,
Is Diversity management is important in campus, and its benefit for student, and How it can be structured.
The four types of Diversity, Internal Diversity, External Diversity, Organizational Diversity, world wide diversity
SOFT SKILLS WORLD takes pleasure in introducing itself as an experienced and competent conglomeration with more than 300 Training & Development professionals. This team represents key functional domains across industries.
We sincerely look forward to joining hands with your esteemed organization in our endeavour to create a mutually satisfying win-win proposition per se Organization Development interventions.
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We firmly believe Hard Skills alone are not sufficient enough to enhance business success. Aligned with high performance organizational culture and given the right direction, Soft Skills is the best recipe for business success.
Social and Cultural Diversity Paper Instructions Overv.docxpbilly1
Social and Cultural Diversity Paper Instructions
Overview
The Social and Cultural Diversity Paper (1,500 to 1,700 words) requires the student to identify and reflect on possible personal biases regarding gender, religion, sexual or gender orientation, race, socioeconomic status, disability status, or culture. In addition, a self-care plan is developed for the mental health and wellness provider. The purpose of this paper is to raise the student’s personal and professional level of awareness regarding the subject of diverse populations and how to prevent burnout and compassion fatigue as a mental health and wellness provider.
Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.
This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.
You are required to submit this assignment to Turnitin. Please refer to the directions in the Student Success Center.
Process Schedule
The Social and Cultural Diversity Paper assignment will be accomplished in a four-step process, with individual steps submitted and graded regularly throughout the course, according to the following schedule:
1) Outline (Due Topic 4)
2) References (Due Topic 5)
3) First Draft (Due Topic 7)
4) Final Paper (Due Topic 8)
Content Guidelines
When constructing this paper, use a four-part structure according to the following guidelines:
Part 1: Personal Reflection
The first part of the paper requires you to identify information from your own personal history. Use the following questions to help guide your reflections:
1. Identify your personal biases and how those biases may present challenges to you as a mental health professional. Remember, everyone has biases. The point is not to project them onto your clients.
Note: It is preferred you discuss your cultural biases.
2. Describe your personal history by documenting experiences with discrimination you may have experienced and how your cultural background impacted these experiences.
3. Identify memories of contact with those who were culturally different than you, and your experiences associated with these differences. Be specific.
4. How has your life experience affected how you may relate to persons different than you? Be specific.
Part 2: Racism and Discrimination
The second part of the paper requires you to demonstrate an understanding of the concepts of racism/discrimination. Use the following questions to help guide your reflections:
1. Distinguish between stereotypes, prejudice, and discrimination.
2. What does it mean to be a subtle racist? Please include a referenced definition and example.
3. Why could there be significant differences in perceptions and values of members within the same ethnic group? Be specific.
Part 3: Multicultural Competence
The third part of your paper requires you to review and reflect on multicultural com.
3. Diversity Awareness Education
This
training
module
is
designed
to
s@mulate,
guide,
and
inspire
you
to
think
about
diversity
awareness
in
every
part
of
the
work
that
you
do
at
Arkansas
Early
Learning.
The
module
consists
of
the
following
four
sec@ons:
Part
One:
Introduc@on/Overview
Part
Two:
The
Defini@on
of
Diversity
Part
Three:
Understanding
Culture
and
Its
Impact
on
the
Job
Part
Four:
Dealing
with
Prejudice
and
Stereotypes
5. Introduc9on/Overview
• Diversity
awareness
is
a
long
process.
Therefore,
you
will
not
learn
all
that
you
need
to
know
about
diversity
in
this
one
module.
• The
module
in
no
way
contains
all
of
the
answers
to
ques@ons
about
diversity.
In
fact,
you
already
possess
some
of
the
answers
to
those
ques@ons.
• Just
try
to
remember
that
each
of
us
constantly
is
learning
about
each
other.
6. Introduc@on/Overview
We
can
all
stand
to
gain
from
diversity
awareness
educa@on
and
training.
As
the
early
childhood
educa9on
classroom
becomes
more
diverse
and
the
workforce
becomes
more
diverse,
valuing
diversity
soars
to
the
top
as
a
cri@cal
issue
for
today’s
businesses
and
organiza@ons.
7. Introduc@on/Overview
– Today,
when
it
comes
to
diversity,
we
have
more
to
consider
than
just
people
of
different
ethnic
groups,
gender,
culture,
and
language.
– We
also
have
to
learn
to
deal
effec@vely
with
people
of
different
ages,
abili@es,
religious
backgrounds,
and
sexual
orienta@ons.
8. Introduc@on/Overview
• Today’s
work
force
includes
people
from
various
ethnic
groups,
cultures,
races,
genders,
ages,
religions,
sexual
orienta@ons,
etc.
• From
1950
to
2007,
the
racial
makeup
of
the
U.S.
changed
significantly.
• In
1950,
there
were
nine
white
people
for
every
one
person
from
a
tradi@onally
underrepresented
group
(e.g.,
African
American,
Asian
American,
La@no/Hispanic,
Na@ve
American).
9. Introduc@on/Overview
– In
2007,
for
Americans
younger
than
40,
there
were
fewer
than
one-‐and-‐a-‐half
white
people
for
every
one
person
from
a
tradi@onally
underrepresented
group.
– According
to
the
U.S.
Census
Bureau,
in
2013,
the
white
popula@on
in
the
U.S.
was
77.7%.
– By
2016,
the
white
popula@on
in
the
U.S.
is
expected
to
drop
to
less
than
50%.
13. Diversity is:
w Different
w Individuals
w Valuing
w Each other
w Regardless of
w Skin
w Intellect
w Talents or
w Years
14. Diversity
is…
w DIVERSITY is inclusion.
w DIVERSITY is an asset.
w DIVERSITY is appreciation.
w DIVERSITY is opportunity.
15. Finally….
w Race, ethnic group, age, gender,
nationality, class, education, politics,
religion, birth order, culture, birth place,
residence (urban, suburban, rural),
income, sexual orientation, height,
language, weight, marital status, disability,
hearing, etc., are all part of DIVERSITY.
16.
Part
Three:
Understanding
Culture
and
How
it
can
Impact
one’s
Job
17. • This section is intended to help individuals begin to
understand and deal with differences in cultural
programming that impact behavior and attitudes on
the job.
18. First,
let’s
look
at
the
meaning
of
culture.
• The
Concise
Columbia
Encyclopedia
defines
culture
as
“a
way
of
life
of
a
given
society,
passed
down
from
one
genera6on
to
the
next
through
learning
and
experience.”
• From
reading
this
defini@on,
we
know
that
culture
is
complex.
19. Culture
also….
– Impacts
every
aspect
of
life,
from
the
way
people
behave
toward
one
another
to
their
rela@onship
with
the
natural
environment.
And
• It
includes
beliefs
and
values,
as
well
as
assump9ons
and
its
values.
20. Culture
also
maders
in
our
classrooms
• In
many
places,
most
of
the
teachers
in
the
educa@on
profession
are
white,
middle-‐
class,
monolingual-‐English
speakers.
• However,
this
profile
does
not
always
match
the
students
in
the
classroom.
• In
many
places,
the
children
in
our
classes
do
not
look
the
teachers.
21. Culture
maders
in
our
classrooms
• In
order
to
effec@vely
reach
the
children
in
our
classrooms,
teachers
must
reach
out
to
them
in
ways
that
are
culturally
appropriate.
• Some@mes
this
will
require
examining
the
cultural
assump@ons
and
stereotypes
that
one
brings
to
the
classroom
which
may,
in
turn,
interfere
with
the
way
one
relates
to
a
child.
22. We
also
must
be
aware
that
cultures
can
some@mes
clash
in
the
workplace.
• Here’s
an
example:
Some
cultures
value
harmony
and
balance
and
believe
in
saving
face.
Result:
Fear
of
embarrassment
or
humilia@on
would
be
of
great
concern
to
a
worker
who
comes
from
this
type
of
ethnic
background.
Therefore,
this
person’s
cultural
background
could
manifest
itself
in
workplace
behaviors
such
as
a
hesita@on
to
take
the
ini@a@ve
or
to
try
out
a
new
procedure.
23. The
Meaning
of
Culture
The
more
you
know
and
understand
about
your
own
culture
and
other
cultures,
the
beder
you
can
address
the
issues
that
arise.
24.
Part
Four:
Dealing
with
Prejudice
and
Stereotypes
25. – This section is intended to increase awareness about
prejudice and stereotypes and to help individuals admit,
come to terms with, and take steps to get beyond
personal biases and limiting assumptions about others.
26. What
is
Stereotyping?
• Stereotyping
happens
when
a
person
generalizes
too
much
simply
because
the
person
does
not
have
the
facts,
has
limited
personal
experience,
or
is
working
with
distorted
informa@on
(Harris
&
Myers,
1996).
27. Have
you
ever
heard
any
of
these
stereotypes?
1. White
people
can’t
dance.
2. Black
people
love
to
eat
fried
chicken.
3. Asians
are
good
at
math.
4. La@no
people
don’t
buy
car
insurance.
And
the
list
goes
on………………..
28. Following
are
some
important
truths
to
remember
about
stereotypes:
• First,
stereotypes
can
be
defined
as
fixed,
inflexible
no@ons
about
a
group.
• Stereotypes,
whether
posi@ve
or
nega@ve,
are
the
heart
of
prejudice.
• Stereotypes
block
the
ability
to
think
about
people
as
individuals.
• Many
stereotypical
generaliza@ons
are
based
on
misconcep@ons
and
errors
in
judgment
(Harris
&
Myers,
1996).
29. Prejudice
is
similar
to
Stereotyping
• Prejudice,
oien
nega@ve,
causes
suspicion
and
intolerance,
and
frequently
brings
out
irra@onal
behavior
(Harris
&
Myers,
1996).
• Prejudice
involves
an
unreasonable
bias
or
an
opinion
formed
before
the
facts
are
known.
• Prejudice,
oien
nega@ve,
causes
suspicion
and
intolerance,
and
frequently
brings
out
irra@onal
behavior
(Harris
&
Myers,
1996).
30. • Prejudice
can
easily
damage
interpersonal
rela@ons
and
can
cause
communica@on
breakdown
among
people
from
different
cultures.
31. Here’s
how
you
can
begin
to
counter
Prejudice
and
stereotyping....
• It
is
important
to
recognize
prejudices
and
not
let
them
get
in
the
way
of
building
team
rela@onships
across
cultures.
• People
who
recognize
them
for
what
they
are
have
taken
the
first
step
towards
overcoming
them.
• It
may
take
longer
to
overcome
certain
prejudices,
but
it
can
be
done.
32. The
following
short
video
sheds
addi@onal
light
on
the
importance
of
Celebra9ng
Diversity
in
Educa9on.
It
is
3:30
minutes
long.
Please
stay
around
aier
it
ends
for
some
final
thoughts
on
diversity
awareness.
You
may
start
the
video
by
logging
on
here:
hPp://www.youtube.com/watch?v=SeBscQTqiw
33. Here
are
some
final
thoughts
• Following
are
some
strategies
one
should
consider
if
she
or
he
wishes
to
help
improve
diversity
in
an
organiza@on
or
workplace.
• 1.
Do
what
you
can
to
embrace
diversity.
• 2.
Make
it
a
point
to
get
to
know
a
person
(or
parent)
from
another
culture,
ethnic
group,
gender,
sexual
orienta@on,
etc.
• 3.
Make
it
a
point
to
get
to
know
someone
(or
parent)
from
your
own
culture
a
lidle
beder.
• 4.
Don’t
give
up
when/if
you
make
a
cultural
mis-‐step
or
when
you
offend
someone
uninten@onally.
34. • 5.
Understand
that
even
those
of
us
who
are
supposed
to
be
“good”
at
diversity
or
“much
beder”
than
others
some@mes
commit
cultural
mis-‐
steps
or
offenses
toward
other
people.
• 6.
Acknowledge
the
mis-‐step
to
the
person
whom
you
have
offended.
• 7.
If
you
have
been
offended
by
someone
from
another
culture
or
race,
be
willing
to
accept
an
apology,
and
try
to
view
it
as
a
teachable
moment.
• 8.
Finally,
remember
that
diversity
awareness
training
is
a
long
process,
and
no
one
knows
how
to
do
everything
perfectly
all
of
the
@me.
35. • Thank
you
for
par-cipa-ng
in
this
training
module.