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In 1987, the Hudson Institute, a not-profit research organization that analyzes and makes recommendations about public policy for business and government executives, released a statistical study called Workforce 2000. This study measured the population growth rate of the United States and its impact on employment. It addressed the potential demographic changes in the work place and predicted that by the year 2000, women would make up 47 percent of the workforce, minorities would account for 87 percent of the people entering the job market and there would be an 8 percent increase in the average age of the workforce. It also predicted that there would be a rise in the number of immigrants and a decreasing number of skilled workers to fill the new high tech jobs. (Loden & Rosener: 7) These statistics caused many industries to formulate a plan for adapting to the change and to effectively manage this projected non-traditional workforce. That was in 1987 and we are now peerin!g into the 21st century. Workforce demographics have indeed changed and those changes are reflected in our workforce. Our workforce is comprised of different people from different cultures, places, and backgrounds. These peopl
As leaders we need to know how to manage these differences and allow individuals to reach their fullest potential while in pursuit of objectives. Stereotypes and prejudices are the for-runners to discriminatory behaviors. Homewood, Illinois: Business One Erwin, 1993. These barriers create or perpetuate negative attitudes and behaviors against people who are different from us. This practice of open communication clears the air and prevents the feeling of having to "walk on eggshells" when working with or managing people who are different than ourselves. We all stereotype; it's one of the ways we attempt to understand people. Unfortunately, prejudice, stereotyping, and discrimination are still facts of life in our work places. Prejudices against people are rooted in the belief that one's race, culture, class or group is superior to another's. The primary factors are composed of those genetic characteristics of which we have no control, such as age, ethnicity, race, gender, and physical abilities and qualities. Assistance is making sure workers have what they need to work to their fullest potential. I also talked about how we need to overcome the barriers of prejudice, stereotypes, discriminatory practices and collusion behaviors if diversity is to succeed. Inclusion is making sure everyone has the opportunity to fully participate in the workplace. Our individual responsibilities when working in diverse environments are broadened when we become supervisors. Manages can also encourage workers to assist one another.
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Acceptance Essays
