Research Paper on:
Strategies for Diversity Management

Unformatted Sample Text from the Research Paper:
to success but mismanaged, diversity can easily become a drain on the companys resources and time and cause the company to lose market share rather than to be more successful.  When most people think of diversity in the workplace, they think primarily of the racial and cultural differences now found in companies and agencies. The topic is much broader.  Diversity encompasses far more than having people from different races or ethnicities on the payroll. It has to do with gender, age, talent, skills, knowledge levels, sexual orientation, individuals with  handicaps or disabilities, and women as well as race and ethnicity. Terrance A. Larsen, CEO of CoreStates Financial Corp. said that "For us, diversity is accepting differences in the way  we do things, not just differences in the way we look or where weve come from" (American Banker, 1997, A14). This seems to be more in line with what is  the reality of the workforce today. Despite the acknowledgment that diversity is here to stay, many managers do not know how to manage the new demographics found in their companies.  And, employees do not know how to deal with it. Many have little experience with individuals outside their own racial, cultural, generational and socioeconomic circles. How to manage these factors  has become a topic of management courses, seminars and perhaps thousands of journal and popular magazine articles. Diversity is no longer a moral or legal issue, it is a necessity  to the success of the business (Orrick, Herrington, & Sutcliffe LLP, 2002). In fact, the proportion of new entrants to the labor force is predominately women and cultural and racial  minorities than it is the white male (Orrick, Herrington, & Sutcliffe LLP, 2002). The ability to manage diverse workforces is no longer something a company might do because they have