Question

with participants showed the discussions may have rein forced the very stereotypes the programns were supposed to undermine. These practices also could be very embarrass ing for participants. Because the training focused primarily on portraying historically underrepresented minori and women in White male-dominated environments, WHAT DOES DIVERSITY TRAINING TEACH? We noted in the chapter that some researchers have pro- vided evidence that diversity training programs may not be delivering the expected outcomes. The authors interpret this evidence as a sign that corporate efforts to improve di- versity are more effective when the focus is on concrete measurable goals with accountability. It may be that en- trenched attitudes related to race, ethnicity, and gender are just too hard to change in short-term classroom settings Others argue that diversity training isn't really designed to increase the number of women and minorities in top management positions but rather to improve relationships among workers Reviews of the historical development of diversity pro- grams demonstrate some significant changes in the ways diversity trainers conceptualize their role. Early diversity training efforts focused primarily on legal compliance and the regulatory framework. This may have created an atti- tude that diversity was a when possible, rather than an diversity was also the only focus of these programs, mean- ing other forms of workforce diversity, like differences in abilities or significant portion of the White males (who make up a workforce) felt excluded and stigmatized. Contemporary diversity management programs have changed their focus considerably in response to these con cerns. Diversity training sessions are now imize public shame or embarrassment. Legal compliance is still a major part of diversity training, but the business case for effective diversity management is a much more central component of training sessions. designed to min Questions 1. Do you think representation in top management is a fair indicator of the effects of diversity training pro- grams? Why Why might one-shot diversity training programs be ineffective? problem to be solved and avoided opportunity. Demographic why not? or attitudes, were ignored. 2. There were also features that led to unintended conse- quences. Some diversity programs encouraged partici- pants to describe stereotypical language regarding different groups in an effort to expose the content of peo- ple's assumptions. Unfortunately, follow-up discussions 3. What significant obstacles must be overcome to make diversity programs effective? 4. How could you design programs? more effective diversity

Answer 1

1. The main objective of a successful diversity training program is to produce a positive working environment to employees by helpingthem to understand and be sensitive among the difference betweenco-workers.Diversity training programs cannot directly change individualbeliefs. On which top management must understand the fact that thedifference in race, sexual orientation, education and work experience may cause remarkable damage to employees own beliefs.Diversity training programs must focus on the ability to increase awareness, impart knowledge and educate employees further on how to accept differences among fellow employees.

Representation in top management is a fair indicator of the effects of diversity training program. Implementations of diversity programs are truly helpful in improving representation in top management. It gives chance to underrepresented minorities and women to hold management positions and signify themselves.

2. When can we say that a diversity training program is effective and successful? A diversity training program can be called a success if it meets its target objectives and that is to produce a harmonious and positive working environment to employees.

Diversity training program must teach employees how to understand and cope up into a diverse workplace, and encourages the entire organization to look at the lighter side that a diverse workplace is an opportunity to grow as an organization.

Thus the above mentioned objectives of diversity training program cannot be achieved in one-shot orientation and acquaintance.According to All Business, an online business resource “a good diversity training is ongoing". It must be done in a regular basis to keep employees reminded how important is diversity training and the core values it teaches. It also true to the fact that as the organization's workforce expand, it is most like that its environment become more complex and diverse that’s why a well planned diversity training program must be carried out regularly.

3. Well it is certainly clear that there should be strong representation of management to make diversity programs effective. Proportionally not representation of employees in top management is a significant obstacle which be overcome to make diversity programs effective. Selection system should be more transparent. Providing training for employees who have not had adequate exposure to certain material in past is a significant obstacle. Ineffective communication of organization policies and practices leads to ineffective diversity programs which is a significant obstacle.

4. My effective diversity program involves strong representation of management along with employees. My diversity program teach “the legal framework for equal employment opportunity and encourage fair treatment of all people regardless of their demographic characteristics.” Program teaches “how a diverse workforce will be better able to serve a diverse market of customers and clients.” My effective diversity program designed for “foster personal development practices that bring out the skills and abilities of all workers, acknowledging how differences in perspective can be a valuable way to improve performance for everyone.”