Organizational Diversity Processes - 1075 Words

Organizational Diversity Processes I. Women and Minorities in Today’s Organizations * Glass ceiling – is a concept popularized in the 1980s to describe a barrier so subtle that is transparent, yet so strong that it prevents women and minorities from moving up in the management hierarchy (Morrison and Von Glinow) * The Equal Employment Opportunity Commission reports that â€Å"color discrimination in employment seems to be on the rise†. Recent studies have found that black job applicants with lighter skin were more likely to be hired than those with darker skin, even when identical qualifications were presented (Cazares, 2007). * Schwartz (1989) differentiated between women on the career track and woman on a â€Å"mommy track† who†¦show more content†¦Companies who handle diversity well will create cost advantages over those that do not. 2. Resource-acquisition argument – companies develop reputations as prospective employers for women and e thnic minorities. Those with the best reputations for managing diversity will win the competition for the best personnel. As the labor pool shrinks and changes composition, this edge will become increasingly important. 3. Marketing argument – for multinational organizations, the insight and cultural sensitivity that members with roots in other countries bring to the marketing effort should improve that effort in important ways. The same rationale applies to marketing in subpopulations within domestic operations. 4. Creativity argument – diversity of perspectives and less emphasis on conformity to norms of the past (which characterize the modern approach to management of diversity) should improve the level of creativity. 5. Problem-solving argument – Heterogeneity in decision-making and problem-solving groups potentially produces better choices through a wider range of perspectives and more critical analysis of issues. 6. Systems flexibility argument – an implication of the multicultural model for managing diversity is that the system will become less determinant, less standardized, and therefore more fluid. The increase fluidity should create greater flexibility to react toShow MoreRelatedCreativity And Innovation Is The Driving Forces Of Organizational Success1495 Words   |  6 PagesCreativity and innovation are the driving forces of organizational success (Nadler Tushman 1997). To achieve constant innovation creativity, leaders must actively implement strategies and establish an environment that encourages it (Nadler Tushman 1997). Hence, leadership is known as the catalyst and source of organizational creativity and innovation (Nadler Tushman 1997). 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