Managing Diversity
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Abiodun Giwa 1
Professor Stephanie Newbold
School of Public Affairs and Administration
Rutgers University, Newark
Fall Semester, 2020.
Managing Diversity (Journal)
The topics of diversity or managing diversity has been at the top of public policy analysis and public administrators with agendas for the past several years. Reminds me of my first encounter with the study of diversity in the Human Resources Management class and my first knowledge about the the Civil Rights of 1964. Like top public administrators in the country, diversity as a topic is also in my agenda to later understudy the civil rights act and the issue of diversity that prompted its enactment. . The Civil Rights Act of 1964 is an important evolution and milestone in the history of Human Resources management in the United States. It is a landmark in the country’s labor laws, representing a footprint and an embrace of diversity in government’s places of work.
As a forerunner of other labor laws enacted after it, it was the first law that addressed or outlawed discrimination in employment processes and workplaces and paved the way for the recognition of America as a diverse society and a nation of immigrants. Some observers would say a signal of the arrival of globalization and the diverse population associated with it.
Developments before and 1964 signify the need to manage diversity in the government workplaces, the writer’s purpose for the book, Managing Diversity in Public Sector Workforces, but the book also covers other developments like the Equal Employment Opportunity (EEO) and the Affirmation Act, all that have followed on the heel of the earlier outlawing of discrimination in government workplaces (Riccucci 2002). Compared with the workforce of even twenty years ago, more white women, people of color, disabled persons, new and recent immigrants, gays and lesbians, and intergenerational mixes.
We are all here from all corners of the world in pursuit of the ‘equal opportunity’ that America offers. It is what makes America’s other names to be ‘DIVERSITY’ or ‘God’s own country’. Today, public and private sector employers are poised to create a productive work forces that are truly representative of not simply the national but the global population. The population in the United States represents the world. A reminder of the song by the American music stars titled We Are the World.
Government’s recognition of the diversity of the population in the country, and its decision to lead the way in the management of the new workforce that comprises people of different colors, different languages and different backgrounds, and sexual orientation, is government’s realization of the country’s history and the diversity of the population in proactive readiness for the management of diversity to avoid a future of fierce and almost unmanageable challenges. Equal employment law is considered passive in the sense that it requires employers to refrain from discrimination against protected-class members. The reason I want to really understudy the enactment of the Civil Rights Act that addressed discrimination in government workplaces and was later followed by the enactment of the EEO and the Affirmation Act. What prompted the EEO? Is it to bring private employers into the diverse community management? I quite understand that the Affirmative Act was to compel employers to make sure the EEO as a law to ensure diverse workplaces is obeyed. Many universities across the country require students to take either a racial or a cultural diversity course in their first year of study, or to participate in diversity workshops during the orientation for new students.-It is the first time I am learning about this. Though I think and believe it is a good program to enable new immigrants get familiarize themselves or get used to their new environment. And may make it a class with that will accrue three credits towards their degree work. Managing diversity continues to merit a good deal of energy and resources. Part of what I have I said that it is not easy to manage diversity. Good that leaders quickly realized the importance of putting the Civil Rights Act law and the EEO and affirmation Act in place. It was a proactive decision for their awareness of the begin to manage the diversity of the country’s population before it turns out to be problematic.
Let us begin with the history of the civil rights act, the EEO and the Affirmation Act, before considering diversity, its roles and the gains to the country, and then the challenges that diversity poses despite the timely address of the development way back in 1964. (This was supposed to be the thesis for the essay for this assignment before I realized journal was what I should do). The secondary dimension of diversity, which Loden and Rosener define as malleable factors such as educational background, geographical location, income, marital status, and religion can also our attitudes and behaviors toward others. Talking about geographical location is an interesting topic here. The behavior about this factor is that virtually everyone seems to be interested to want to know and show interest and delight about where other people are from. And that again shows the other part of Americans, whether born or Americans or immigrants that we all know we are from some other place other than America. Although these factors can give rise to tensions in the workplace, they do not engender the enmity and hatred that have historically been generated by the primary dimensions of diversity.
As far as I can remember, that will only be applicable to workplaces where diversity is not on the wall like a mural. In my place of work, the management make people see diversity and the need to embrace it and everything pertaining to it and that all are here to become something and there is the air of encouragement all over in the atmosphere. People are interested to want to know you are married and have children or not, and if you have not, what is holding you back. People are delighted to know you are educated or going to school, and they tell you they want to do the same.
Organizations must assess and understand the current demographic complexion of their workforce and, in conjunction with projected with forecasts for change, develop workforce planning models to target areas for recruitment, hiring, and retention. This is perfectly a Human Resources management training and the strategic part if the Human resources in forecasting the future requirement of an organization manpower needs. Changing the culture of an organization is a key first step to managing diversity, so that diversity is supported and valued.
Diversity is valued and supported in this country. It is not about changing an organization’s culture, because business ethics makes it clear all organizations have own culture as a way of maintaining a good image. Most organizations have adopted diversity as part of their own culture.
Reference
Riccucci, N.M. (2002). Managing diversity in Public Sector Workplaces. New York. Routledge.
Professor Stephanie Newbold
School of Public Affairs and Administration
Rutgers University, Newark
Fall Semester, 2020.
Managing Diversity (Journal)
The topics of diversity or managing diversity has been at the top of public policy analysis and public administrators with agendas for the past several years. Reminds me of my first encounter with the study of diversity in the Human Resources Management class and my first knowledge about the the Civil Rights of 1964. Like top public administrators in the country, diversity as a topic is also in my agenda to later understudy the civil rights act and the issue of diversity that prompted its enactment. . The Civil Rights Act of 1964 is an important evolution and milestone in the history of Human Resources management in the United States. It is a landmark in the country’s labor laws, representing a footprint and an embrace of diversity in government’s places of work.
As a forerunner of other labor laws enacted after it, it was the first law that addressed or outlawed discrimination in employment processes and workplaces and paved the way for the recognition of America as a diverse society and a nation of immigrants. Some observers would say a signal of the arrival of globalization and the diverse population associated with it.
Developments before and 1964 signify the need to manage diversity in the government workplaces, the writer’s purpose for the book, Managing Diversity in Public Sector Workforces, but the book also covers other developments like the Equal Employment Opportunity (EEO) and the Affirmation Act, all that have followed on the heel of the earlier outlawing of discrimination in government workplaces (Riccucci 2002). Compared with the workforce of even twenty years ago, more white women, people of color, disabled persons, new and recent immigrants, gays and lesbians, and intergenerational mixes.
We are all here from all corners of the world in pursuit of the ‘equal opportunity’ that America offers. It is what makes America’s other names to be ‘DIVERSITY’ or ‘God’s own country’. Today, public and private sector employers are poised to create a productive work forces that are truly representative of not simply the national but the global population. The population in the United States represents the world. A reminder of the song by the American music stars titled We Are the World.
Government’s recognition of the diversity of the population in the country, and its decision to lead the way in the management of the new workforce that comprises people of different colors, different languages and different backgrounds, and sexual orientation, is government’s realization of the country’s history and the diversity of the population in proactive readiness for the management of diversity to avoid a future of fierce and almost unmanageable challenges. Equal employment law is considered passive in the sense that it requires employers to refrain from discrimination against protected-class members. The reason I want to really understudy the enactment of the Civil Rights Act that addressed discrimination in government workplaces and was later followed by the enactment of the EEO and the Affirmation Act. What prompted the EEO? Is it to bring private employers into the diverse community management? I quite understand that the Affirmative Act was to compel employers to make sure the EEO as a law to ensure diverse workplaces is obeyed. Many universities across the country require students to take either a racial or a cultural diversity course in their first year of study, or to participate in diversity workshops during the orientation for new students.-It is the first time I am learning about this. Though I think and believe it is a good program to enable new immigrants get familiarize themselves or get used to their new environment. And may make it a class with that will accrue three credits towards their degree work. Managing diversity continues to merit a good deal of energy and resources. Part of what I have I said that it is not easy to manage diversity. Good that leaders quickly realized the importance of putting the Civil Rights Act law and the EEO and affirmation Act in place. It was a proactive decision for their awareness of the begin to manage the diversity of the country’s population before it turns out to be problematic.
Let us begin with the history of the civil rights act, the EEO and the Affirmation Act, before considering diversity, its roles and the gains to the country, and then the challenges that diversity poses despite the timely address of the development way back in 1964. (This was supposed to be the thesis for the essay for this assignment before I realized journal was what I should do). The secondary dimension of diversity, which Loden and Rosener define as malleable factors such as educational background, geographical location, income, marital status, and religion can also our attitudes and behaviors toward others. Talking about geographical location is an interesting topic here. The behavior about this factor is that virtually everyone seems to be interested to want to know and show interest and delight about where other people are from. And that again shows the other part of Americans, whether born or Americans or immigrants that we all know we are from some other place other than America. Although these factors can give rise to tensions in the workplace, they do not engender the enmity and hatred that have historically been generated by the primary dimensions of diversity.
As far as I can remember, that will only be applicable to workplaces where diversity is not on the wall like a mural. In my place of work, the management make people see diversity and the need to embrace it and everything pertaining to it and that all are here to become something and there is the air of encouragement all over in the atmosphere. People are interested to want to know you are married and have children or not, and if you have not, what is holding you back. People are delighted to know you are educated or going to school, and they tell you they want to do the same.
Organizations must assess and understand the current demographic complexion of their workforce and, in conjunction with projected with forecasts for change, develop workforce planning models to target areas for recruitment, hiring, and retention. This is perfectly a Human Resources management training and the strategic part if the Human resources in forecasting the future requirement of an organization manpower needs. Changing the culture of an organization is a key first step to managing diversity, so that diversity is supported and valued.
Diversity is valued and supported in this country. It is not about changing an organization’s culture, because business ethics makes it clear all organizations have own culture as a way of maintaining a good image. Most organizations have adopted diversity as part of their own culture.
Reference
Riccucci, N.M. (2002). Managing diversity in Public Sector Workplaces. New York. Routledge.
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