Communications Diversity pape

| January 5, 2016

1. What is diversity?

2. What does divesity mean?

3. Select one Fortune 500 company and describe their diversity plan. In your Journal Prompt explain why you selected this company and share what you like and dislike about their diversity plan.

4. How does your group plan to discuss diversity?

5. Why is Group Diversity important?

 

Write essay in apa format, 2-3 pages answering questions above, I have attached the source as well as a sample paper for your use.

Attachments: In 2000, The Coca-Cola Company settled the largest racial-discrimination lawsuit in history. Filed on behalf of approximately 2,000 former and current U.S. employees, it resulted in a $192.5 million settlement. A sevenmember task force headed by former U.S. Labor Secretary Alexis M. Herman was appointed by the court to oversee the company’s diversity efforts. Before its four-year term ended, Coca-Cola, under CEO Neville Isdell’s leadership, asked that its oversight be extended another year. The focus of this diversity work was treating female and minority employees equitably in hiring, evaluations, raises, and promotions. But Isdell and his team had an additional goal: to turn diversity into a business advantage. Read on for how Coca-Cola was able to do this. —Christina Bielaszka-DuVernay, Editor CBD: Take me back to 2000: What was your role at CocaCola then? NI: At the time of the settlement, I was vice chairman of Coca-Cola Hellenic Bottling Company in the U.K., the second-largest bottler in the world, and looking forward to retirement. I retired at the end of the following year, after 35 years with the company. CBD: When did you come back—and why? NI: The call to return to The Coca-Cola Company, this time as chairman and chief executive offi cer, came in 2004. It would have been easy to pass up the offer and leave the challenges to others, but the company I fi rst joined in 1966 and loved so much kept falling short of what I knew it could be. As a lifelong employee of the global Coca-Cola system—and as someone who has spent more of his life in Africa than on any of the other fi ve continents on which I have lived—the discrimination lawsuit was an embarrassment. With the task force’s guidance, Coca-Cola was in the process of establishing a culture that embraced diversity and harnessed its strength, and I wanted to be part of this effort. CBD: In terms of diversity, where is Coca-Cola today? NI: We have come a long way. Between 1999 and 2006, minority representation among Coca-Cola executives at the assistant vice-president level and above increased from 8.4% to 21%. The percentage of women in executive positions grew from 16% to 28% during the same time. Below the executive rank, minority managers increased from 16% to 25.5%. Coca-Cola is now recognized by a broad range of organizations as a leader in fairness and diversity. CBD: How did the company get to these results? NI: We established measurable programs and initiatives designed to recruit, mentor, and retain women and minorities in our workforce. It started with a simple premise: that all our open positions would have to have diverse candidate slates before we could proceed with interviewing and selection. To support this, we broadened our recruitment strategy and required our external sourcing partners to do the same. We began to look and communicate in new places; for example, reaching agreements with approximately 50 Hispanic job boards, ensuring that our recruitment messages were being seen by candidates where they were looking. We’ve made great strides in attracting diverse talent. Thirtyeight percent of new U.S. hires from 2004 through 2006 were persons of color, including 20.3% who are AfricanAmerican. Among senior managers, 40% of new hires in this same time period were persons of color, including 23.6% who are African-American. In 2001, the company instituted mentoring programs which have produced encouraging results. After fi ve years, as the magazine DiversityInc has reported, 81% of AfricanAmerican mentees were still with the company, as were 100% of Asian-American and 96% of Latino mentees. (Of Caucasian mentees, 73% were still employed at CocaCola.) And 80% of all mentees had progressed in their careers, changing jobs at least once since the program was implemented. CBD: You said that Coca-Cola has made diversity central to its business strategy. How? NI: We recognized that to seize opportunities to appeal to diverse consumers, we needed a workforce that could fi rst see these opportunities. One step in that, of course, is simply having a more diverse workforce. But it also meant harnessing their insights. We established employee networks, which we call forums, to enable employees throughout the organization to actively participate in shaping our culture and identifying marketplace opportunities. Here’s an example of one forum’s contributions: a new energy drink featuring Blue Agave fl avoring. With the support and guidance of our Latino employee network, we launched our fi rst North American product line with fully bilingual packaging, including labeling and nutritional information. Additionally, our employee Copyright © 2008 by Harvard Business School Publishing Corporation. All rights reserved. How Coca-Cola Built Strength on Diversity How Coca-Cola Built Strength on Diversity continued Latino network helped our sales force to introduce the product to our Hispanic-owned customers, leading to an extremely successful launch. CBD: How did you work with the federal task force? NI: Most would have viewed an external task force as intrusive and unnecessary. Instead, we chose to look at the task force as a valuable advisor. After all, the members of the task force, led by former Secretary of Labor Alexis Herman, were all accomplished experts in the fi elds of diversity and fairness; to not take advantage of their expertise would have been a serious management mistake. We shared every aspect of our employee strategies, initiatives, programs, policies, and practices with them. We shared all employment decision data with them. They conducted employee focus groups and shared thematic insights with us. In short, we asked them to help us see things for what they were, and we took advantage of their broad experiences and insights to change our culture. I saw so much value in this relationship that I asked the court to extend the task force’s term for a fi fth year. It’s not every day that you go down to the federal courts and ask to stay under their jurisdiction for an additional year—many people, I’m sure, might have questioned my sanity! But I fi rmly believed that the additional year of collaboration would help us, and it did. CBD: What can other businesses learn from your journey? NI: Our lawsuit was a painful reminder of why we must always concentrate on our people and their concerns. Talk to people at all levels of your organization and listen to what they have to say. Put programs and practices in place that measure your decisions for fairness. If a pattern of concern begins to arise, address it immediately through action and open, honest dialogue. u Neville Isdell is chairman and chief executive offi cer of The Coca-Cola Company. He can be reached at MUOpinion@hbsp.harvard.edu. Reprint # U0804B: To order a reprint of this article, call 800-668- 6705 or 617-783-7474. 4 HARVARD MANAGEMENT UPDATE | APRIL 2008 Harvard Business Review Notice of Use Restrictions, May 2009 Harvard Business Review and Harvard Business Publishing Newsletter content on EBSCOhost is licensed for the private individual use of authorized EBSCOhost users. It is not intended for use as assigned course material in academic institutions nor as corporate learning or training materials in businesses. Academic licensees may not use this content in electronic reserves, electronic course packs, persistent linking from syllabi or by any other means of incorporating the content into course resources. Business licensees may not host this content on learning management systems or use persistent linking or other means to incorporate the content into learning management systems. Harvard Business Publishing will be pleased to grant permission to make this content available through such means. For rates and permission, contact permissions@harvardbusiness.org.Running head: VIRTUAL TEAM MEETINGS 1 Virtual Team Meetings: How my Personality Fits In Scarlett Johns University of Houston-Downtown VIRTUAL TEAM MEETINGS 2 Abstract Many people have insight into how to make virtual teams work. These insights and tips are not don’t work every time for ever
yone, but they can help. I will use some of the insight I have read about, and also my own rules to help my virtual team work. My personality has helped me formulate my rules, and will also factor into how to incorporate them into my group. VIRTUAL TEAM MEETINGS 3 Virtual Team Meetings: How My Personality Fits In I have learned some valuable information to use for team meetings. I learned that there is a need for “water cooler” talk in order to avoid being too task-oriented and weaken cohesion (Watkins, 2013). This is something I didn’t think about before. There is the goal and tasks to consider, but there is also the need for the virtual team to still be social. It shouldn’t take up a substantial amount of time, but it can be beneficial to have a bit of small talk to help the team chemistry. A huge key in meetings, virtual or otherwise, is for participants to be prepared. The purpose of the meeting, and an agenda can help a meeting to be successful (Innovation Insights, 2005). This aspect of my group has been helped by the instructions of Dr. Murray and the leader of my group. In my group I have seen the importance of being prepared for the meeting. Time is of the essence, and nobody wants to waste it. I have developed some rules of my own that I think are important. The rules I think are important are: (1) Be prepared (2) Contribute respectfully (3) Be creative (4) Be willing to be wrong (5) Avoid being around distractions (6) Do things as early as possible (7) Be prepared for technical difficulties. These rules aren’t meant to be a step by step, but I think they work together to create and maintain an effective virtual meeting. It starts with being prepared. It is also important to do things as early as possible, because that is a part of being prepared for technical difficulties. Avoiding distractions is important in order to be focused on the meeting. These things help to create an effective meeting. Contributing respectfully, being creative, and willing to be wrong can help to keep a group moving forward. I think these rules can help with virtual meetings. I think my personality can help myself and others stay motivated, and also encourage diversity of thought. My quizzes pretty much confirmed what I already thought about myself. VIRTUAL TEAM MEETINGS 4 One quiz described me as a mediator. I see myself as the type of person who can encourage others to voice their views, listen respectfully, but also disagree respectfully. The other quiz described me as supportive and inspiring. This is a typical match for the task of motivating others and encouraging diversity of thought. In my virtual meetings I have been assertive with my input, but also explicit about wanting others to disagree when necessary. So far my group has been prepared, and I am looking forward to my group moving ahead effectively toward our goal. VIRTUAL TEAM MEETINGS 5 References Innovation Insights. (2005). Virtual Meetings and Virtual Teams Using Technology to Work Smarter. Retrieved from: https://bb.uhd.edu/bbcswebdav/pid-1050217-dt-contentrid-7628645_1/courses/20152021399/Virtual%20Team%20Meetings.pdf Watkins, M. (2013). Making Virtual Teams Work: Ten Basic Principles. Harvard Business Review. Retrieved from: https://hbr.org/2013/06/making-virtual-teams-work-ten/

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