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DIVERSITY POLICY STATEMENT
DIVERSITY POLICY STATEMENT
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The diverse composition of American society in various aspects makes it important to come up with a policy for unity. In the interest of the federal government, there has been increasing debate that a strategic diversity policy is adopted. In response to the emerging social, economic and political climate, it is imperative that an inclusive policy statement is enacted to promote continued peaceful co-existence of different people in the society. In respect to USA Organization Diversity Facilitation Project, it was established that American is made up of diverse socially, economically and politically minded people hence need to promote harmony for a unity philosophy (Dulmus & Sowers, 2012). It is important to underscore the concept of diversity in this case. Although there are several meanings attached to diversity, in this case it takes into consideration the physical orientation of different people. In other words, there are physically disadvantaged people in the American society who need equal consideration within the socio-economic and political framework (Newman & Berry, 2002). In regard to this fact, a policy to improve their general welfare has been on the spotlight hence the creation of American disability act (ADA). By incorporating this disabled needs group within the development framework of the society, there is bound to be a significant improvement in social policy agenda (Thompson & Campbell, 2008). To achieve the overall diversity, there is a need to set training program that would facilitate the overall policy implementation.
Some of the critical diversity policy concerns include the various facilities structures in public and private places. The question is whether they accommodate the physically challenged in terms of accessibility. To promote a development geared towards this issue, training is the best option as far as the USA organization is concerned. To begin with, the training facilities recruitment needs to be transparent and non-discriminate in any perspective. The staff must incorporate representative group of the diverse social framework of the entire USA including the Disabled (Jones, 2003). The next aspect of this policy is the learning room planning which must consider the special need of the disabled. According to the ADA, there are some modifications that such training facilities must meet to qualify as diversified. One of the ADA compliant requirements is the use of video aids for the hearing impaired. Other training facilities like computers must be modified to capture the different physical challenges across the disabled (Rhoads, 2010). The buildings must meet ADA minimum requirement of easy accessibility by disabled on wheelchair as this promotes easier management of their movement in and out.
It is important to highlight the basic issues of discussion in any day, and this reflects on the overall Agenda of every training session. By bring learners from different backgrounds and harmonizing language of communication, it is evident that the Agenda of unity is taken care of. The classrooms are likely to be large, therefore, need for additional training personnel (Jaeger & Bowman, 2002). Besides, when the learners note the diversity in terms of their instructor’s background, color, sex, race among others, they develop the spirit of respect to cultural diversity hence appreciate each other.
Increased campaign for diversity policy requires collaboration between government and the private sector. Its benefits are of great significance in promoting national co-operation and spirit of unity and appreciation of socio-economic and political diversity besides the physical nature difference. The issue of disabled in the contemporary society is a good indicator of a considerate society to the physically challenged.
References
Davidson, M., & Fielden, S. L. (2003). Individual diversity and psychology in organizations. Hoboken, NJ: John Wiley.
Dulmus, C. N., & Sowers, K. M. (2012). Social work fields of practice: Historical trends, professional issues, and future opportunities. Hoboken, N.J: John Wiley & Sons.
Jaeger, P. T., & Bowman, C. A. (2002). Disability matters: Legal and pedagogical issues of disability in education. Westport, Conn: Bergin & Garvey.
Jones, N. L. (2003). The Americans with Disabilities Act (ADA): Overview, regulations, and interpretations. New York: Novinka Books.
Newman, D. S., & Berry, M. (2002). Opening doors: Pathways to diverse donors. San Francisco: Jossey-Bass.
Rhoads, M. A. (2010). The ADA companion guide: Understanding the Americans With Disabilities Act Accessibility Guidelines (ADAAG) and the Architectural Barriers Act (ABA). Hoboken, N.J: John Wiley.
Thompson, L. K., & Campbell, M. R. (2008). Diverse methodologies in the study of music teaching and learning. Charlotte, N.C: Information Age Pub.
Diversity Museum Acceptance and Difference Struggle for Women Liberation
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Diversity Museum: Acceptance and Difference: Struggle for Women Liberation
Over time women have been an object of discrimination especially when it comes to matters of politics. Even through these difficulties, there are women who have defied all odds to champion for women liberation the NWP party formed a good front and has been a vehicle for carrying and airing their views (Danilov 103). A good example of these women is Alice Paul. Through the effort to preserve the history of these outstanding women, the Sewall-Belmont House Museum has become one of the most important national historic sites for women suffragists. It was declared a national historic landmark in 1974. Although gender equality has evolved to be seen as a controversial aspect in the society, this paper gives detailed analysis concerning women suffrage in the world and the historical development of their struggle to attain equality in the society and thus, attain women liberation.
The museum has a rich history especially die to its long life. The Sewall B Elmont house and museum is housed in the Sewall-Belmont house (Washington Post 2). Being constructed in the 1799 after much of the land parcel had been taken for the construction of the white house the house is one of the oldest in Washington D.C. Its location close to the Capitol Hill made it a good avenue for women to air their grievances. The house was destroyed by British troops in 1812 from alleged claims that an attack was launched from the house. The ownership of the house has evolved around several people but in 1921 it was purchased by Parton Dale a U.S. senator who restored the house and most of the gardens (Sewall-Belmont House and Museum).
The house is jointly managed by the National Women’s Party and the National park service. Since the house was declared a national museum in 1974, great measures have been taken to ensure that it preserves history. The NWP bought the house in 1929 and renamed it Alva Belmont house in honor of its major benefactor. The house has since become the headquarters to the party. When looking at the history of women suffrage, it becomes intricate to ignore the role played by the Belmont-House Museum. The museum has several book reference works, magazines and archive holdings. Most of these reference materials include books that were written by and about the women from 1880 to the present (Sewall-Belmont House and Museum).
There are several publications about NWP. There exist cartoon drawings created by artists including NWP official cartoonist Nina Allender James Harrison Domanhey and others for inclusion in the suffragist and equal rights collection (Danilov 92). More than fifty scrapbooks created by NWP members detailing the suffragist and equal rights movement through newspapers magazines articles speeches letters pamphlets photographic and printed materials. Approximately three thousand congressional voting cards produced by NWP for lobbying in both the women suffrages and equal rights movement.
Over five thousand prints and photos document NWP events and individual members their participation in the suffrage movement and their efforts to pass equal rights amendments. A fine arts collection composed of about sixty paintings and sculptures of NWP leaders and other history including busts of women suffrage leaders including Lucretia Mott Elizabeth, Cady Stanton and Susan B. Antony’s sculptures by Adelaide Johnson (1909-10). There are about one hundred and fifty decorative arts pieces donated mostly by NWP members.
The house is a museum of its kind and this is not a mere claim. Going by the things stored in the house it rightly merits as a museum. The house contains suffrage and equal rights memorabilia and sculptures of women suffrage leaders. The Alva Belmont living room furniture and china a roll top desk once owned by Susan B. Antony Elizabeth Cady Stanton’s upholstered chair Alice Paul’s four poster bed a drop-leaf desk and paintings of Inez Mulholland on her white horse leading the 1913 suffrage parade (Robyn 15). The beatifully stained glass fan windows hall of statues pays tribute to the leaders of the women movement. The portraits commemorate militant women suffragist of the congressional union jailed in 1917. Marble and ivory statues of Joan arc complete the iconography of the female suffragists.
Architecture and furnishings are artifacts of the women rights movement and testimony to the material conditions that enabled their work. Oil paintings of NWP members and an elegantly appointed formal dining room indicate the class background of many of the NWP members. The house today is also a museum that houses the pieces of furniture and other artifacts of women suffragists and equal rights movement involved in the struggle (Robyn 16). The museum maintains an extensive collection of suffrage banners archives and artifacts documenting the continued efforts of women and men of all races religion and background to win voting rights and equality for women under the law. It also celebrates the women progress towards equality.
The Sewall-Belmont house partners with other organizations such the Women Leadership and Mentoring Alliance to build leadership skills locate support and receive encouragement and motivation and guidance from current and emerging leaders across a variety of fields. The program which includes a diverse panel of distinguished speakers and about twenty organizations looking to recruit potential new board members echoes the words of Antony as they were so many years ago. The museum therefore is a forum for different individuals to meet and air their views on various issues affecting leadership and society in general. The forums therefore offer individuals a forum to grow professionally and acquire leadership and customer relations skills.
The museum celebrates women towards equality and explores the evolving role of women towards equality and their contribution to society through educational programs tours exhibits research and publications (Boston 3). Both the museum and the public are committed towards preserving the legacy of Alice Paul founder and author of equal rights amendments and telling the untold stories for the benefits of scholars’ current and future generations of Americans and all the citizens of the world. When looking at the history of women suffrage it becomes difficult to ignore the role played by Belmont house. Women have seldom had the economic resources of historical self consciousness to create monuments for women right’s organizations.
The Sewall-Belmont House Museum is the head quarters of NWP since 1929. The exhibits have the characteristic narrowness of internal institutional history. Even as it is, it’s so inspiring and worth of praise for preserving a history that is manifestly not represented elsewhere for public audiences (Danilov 78). The museum challenges the canons of historical greats but shares the conventional definition of history as politics and public life. It represents the significant chapter of women’s self organization and affirms feminist struggle by celebrating the heroines who resisted the limits of this patriarchal society.
From the social point of view museums are usually established with a view to creating a place of convergence between all and sundry to share and appreciate our rich history. Being accessible to all the public people with varied interests come to the museum to satisfy their interests. For instance scholars and researchers get to satisfy their academic needs from various books journals and magazines that forms the bulk of reference materials. Photographers are usually treated to a rare view of photographic materials and paintings that help recap history. The house gardens are a good meeting point especially for family get-together (Boston 4). Being a public place artists especially painters and sculptors get an opportunity to their pieces in the annual gala. The internship opportunities offered to the public regardless of gender nationality or physical ability has been a good breeding ground for professional careers
In the fight for justice women activists have demonstrated that justice should be awarded to all regardless of there affiliations and not only men can make good leaders. The Sewall Belmont house has therefore embarked on a mission to liberate the society by coming up with various programs and projects that are aimed at improving both economic and social standards of individuals by empowering women (New York Times 3). The museum has contributed greatly to various projects such as fund raising educational communication and other programs that have been received positively by all.
From the research conducted it is evident that museums collect and store diverse sources of information ranging from portrays to documents. These are often accessed by a diverse group of people with varied interests. By conducting forums these groups converge at appoint they get to appreciate the role played by women in the liberation struggles. By looking at the history artistic position and mission we are in apposition to actually appreciate the role played by the museum in recollecting and preserving history (National Council of Women Organizations).
From my own experience at the museum I was thrilled at how much information such a quiet small place has to offer. I got so inspired that I have resolved to start collecting art pieces especially the one commemorating and advocating for social equality. I want to honestly make a call to my friends and urge them to make the Sewall Belmont house and museum one of their holiday destinations since they will learn and discover so many things about the history of women that they are not aware of (Goldstein 19). On the part of the government, there is the need for it to enact laws that will see an increase in the number as well as protection of national historic sites. This will not only be a move to preserve our heritage but will help conserve the environment as well as being a good source of revenue and employment to the locals affected.
Finally, it can be comprehended that the path has not been smooth for women liberation strugglers as they had to be exposed to harsh treatment such as jail terms. This is a wakeup call for aspiring women leaders to be prepared for the worse but never give up in their quest for justice. The government should also put in measures to support women programs especially ones related political awareness and equal leadership opportunities (Boston 5).
Works Cited
Danilov, J. Women and Museums: A comprehensive guide. Victoria. Rowman, Littlefield Publishers Inc., 2005.
Sewall-Belmont House and Museum. Celebrating the History of Women’s Progress towards Equality. Retrieved from http://www.sewallbelmont.org/
National Council of Women Organizations. Sewall-Belmont House. Retrieved from http://www.womensorganizations.org/index.php?option=com_content&task=view&id=204&Itemid=82
Washington Post. Sewall Belmont house and museum: Jessica Goldstein. 08/08/2011
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New York Times: ‘‘Sewall Belmont house and Museum reopens May 18th’’: Ferm Team 10/05 2011.
Goldstein, J. Headquarters for women’s equality. Washington Post, The, 08/12/2011.
Boston, G. Home of Suffragist movement. Washington Times, The DC, 02/05/2006.
Robyn, M. Monuments and Museums in Washington. OAH Newsletter, Feb 2006, Vol.34 Issue 1, pA11, 1p.
diversity issues in a case organization, and the organization in focus is PricewaterhouseCoopers (PwC)
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Organizational case study
Introduction
The current business environment an increase in globalization trends requires that an organization incorporates diversity as a best practice area (Stretch, 2006). In relevance to the changing business environment and demographics, it is important to recruit, retain, and manage a diverse workforce in a way that the reputation and competitive advantage of the organization will be retained. Diversity occurs in terms of gender, ethnicity, and ages and these should be strategically managed in order to overcome the challenges that occur when people from different backgrounds unite in the workplace (Reichenberg, 2001). Diversity has potential for great accomplishment but can also be a source for great conflict (Miller & Hayward, 2006).
The purpose of this essay is to discuss diversity issues in a case organization, and the organization in focus is PricewaterhouseCoopers (PwC). The objective of the research is to highlight the strategies that constitute good practice in diversity management today. The followings key issues are discussed: First, PwC’s current workplace profile and the organizational strategy and goals. Second, the essay discusses the organizational level diversity strategies. Third, the essay discusses gender, education level, and work orientation preference as dominant diversity issues in PWC. Data gathering is made possible from peer reviewed scholarly literatures that discuss current diversity issues in organizations. A critical review of literatures is done in the aim of comparison to the PwC case and also identification of research gaps that warrant further studies is done. Limitations in the study are stated.
PricewaterhouseCooper’s workplace profile, goals and strategies
PwC is a multinational assurance, tax and advisory services provider firm for both public and private clients and the focus is at industrial level. The services are provided in the areas of corporate accountability, risk management, structuring and mergers and acquisitions, and performance and process improvement (EOWA, 2008). According to the EOWA (2008) report, PwC focuses on attracting, developing and retaining the best talent, and in accordance to gender, improved outcomes for women have been termed as fundamental. There is an increased level of female intake especially for the top executive position as the report states (EOWA, 2008). PwC employs full time workers (43.20 % female and 48.67 % male); Part-time workers (5.80% females, and 0.94% males); and casual workers (0.88% females and 0.52% males) (EOWA, 2008). In accordance to the workers grading, there are 420 partners (14 % female, 85% male) 444 directors (31% F, 68.9% M), 612 senior managers (45.9%F,54% M) 762 managers (49.6% F, 50%M) 1126 senior accountants and consultants (49%F, 50.5%M), 1427 accountants and consultants (53.6% F, 46.3% M), 212 undergraduates (51.8% F,48.1M) and 428 support staff (97.9%.F, 2.1M).
Organizational level diversity strategies
One of the strategies of the firm in Australia is the creation team behaviors and core clients which serve as the framework of the culture change program being adopted by the firm globally (EOWA, 2008). The Experience framework entails an integrated suit of behaviors, processes, policies and strategies that reflect the transparency, flexibility, rights and obligations in relevance to the diverse and inclusive workforce. The PwC ensures equal employment opportunities through its comprehensively created program dubbed the eQuilibrium program which seeks to build talent and diversity through creating an understanding and supportive environment for the life needs of the employees as they progress in their careers. The aim is to provide a work-life balance for all employees from various backgrounds by balancing both personal and career goals. Importantly, the eQuilibrium is tailored to attract and retain specific demographic groups, especially women (EOWA, 2008). This is a remarkable move considering that previously, working for PWC has been considered demanding and that personal goals of demographics like women employees could not be easily met. The eQuilibrium program includes polices such as Flexible work arrangements such as working from home or working part time, child or elderly care and referral services, parents gift, parental leave, paternity leave, PwC kids artwork, parent networking, social club, paid study leave, and intranet site in which employees can access online resources to make a business case for work flexibility among others. These strategies are attractive to women, family members and young people advancing their careers or still undertaking studies, and also the increasing trend of part time employees in Australia.
Dominant diversity issues in PWC
PWC focuses in increasing the number of its staff as the years go by, and this is with a special focus on diversity (EOWA, 2008). First, issues of gender and especially recruitment of women is highly considered in PWC after a survey that revealed that there is a positive correlation between the firm’s growth and the increase of women’s proportion in the senior management levels. Second, PwC strives to attract individuals from various educational levels and age as observed on the 2008 increase of staff at graduate entry level of which females were again in favor (EOWA, 2008). Third, PwC strives to increase employees from various orientations of work preference and especially part time workers although this population has remained stable but with females being of a higher number.
As part of attract ting and retaining the female workforce, seven employment matters are put in place and these are recruitment and selection, promotion, transfer, and termination, training and development, work organization, conditions of service, sex-based harassment, pregnancy, potential pregnancy and breastfeeding.
Critical Analysis of Issues
Diversity refers to how the social groups in the organization are represented in terms of gender, ethnicity, race, or age (Enchautegui-de-Jesus, Hughes, Johnston & Oh, 2006). Kravitz (2005) notes the increasing trend of globalization at the work environment and hence the greater workforce diversity. Great workforce diversity requires the need to apply a wide variety of skills especially to the increasing complexity in jobs (Kravitz, 2005). PwC foresees further firm’s growth and success if the number of women in senior managerial positions is increased. Similarly, Gill, Mills, Franzway and Sharp (2008) analyze through a study that the issue of gender in connection to high educational achievement and professional career fulfillment. The study is drawn from Australia engineer firms situated at various locations. The purpose of the study is to investigate ways in which education and professional career fulfillment aided the women in further negotiations of promotion or pay rise and dealing with realities of a divergent workplace. The findings of the study revealed that females who have high educational achievement engaged in a range of tactics in the effort to achieve a degree of acceptance at the workplace and some professional recognition. Causon (2008) criticizes the poor reputation of engineering and technology professions in diversity issues concerning female employment. This study relates to the PWC scenario in which women are fewer in high demanding professions like engineering and consultancy. Nevertheless, the recognition of the importance of women at the workplace is remarkable as firms seek to put women in higher positions in the organization (Sappleton & Takruri-Rizk, 2008).
Many organizations including PWC focus not only in increasing female diversity at the workplace but increasing the whole diversity incident in general. As observed in the profile, PwC intends to increases the size of the workforce every year. A study by Harrel (2007) aimed to find out the extent of size and kind of diversity that a firm should have in order to be successful. The findings revealed that the higher the number of people in a group and the more diverse they were the faster and better the tasks were preformed. The study therefore recommends the recognition of groups in the entire organizational culture. Larger groups have greater resources, strength and energy as compared to smaller groups. However, conflicts are also likely to be higher in larger groups but these can be managed strategically (Mannex & Neale, 2005). Mannex and Neale (2005) argue that as much as workplace diversity increases, there is still tension between the promise and reality of diversity and reality in team processes and performance. Nevertheless, there is optimism that diversity will lead to an increase in the variety of perspectives and approaches that can be used in problem solving or provide opportunities for knowledge sharing, creativity enhancement, and quality of team performance. Therefore, at group level, PwC can use team diversity to foster better organizational performance. Burr and Mutchler (2007) assert that the changing demographics need to be utilized in the workforce and should focus on getting the best from age, gender, and ethnic backgrounds.
King and Biro (2006) address diversity from the issue of sexual identity and addresses the challenges that gay couples face in fitting in at the workplace. This is a novel issue that is yet to be accepted in the society. Nevertheless, if there are outweighing benefits that sex identity can bring to the workforce, then the diversity should be utilized.
Managing diversity requires that equality is observed despite of an individual’s demographic background (Stretch, 2006). Globally legislations have occurred to rule against sexual orientation discrimination, sexual harassment, affirming universal human rights and promoting affirmative action (Stretch, 2006). PwC has also faced a recent issue in press in which there was claim of sexual harassment. Nevertheless, the firm maintains a strong stance through its ethical code of conduct as it seeks to maintain a culture of integrity across all activities, for instance recruitment, promotion, and termination among others.
Diversity at the workplace is attributed to the increased global activities such as immigration for the purpose of education, work, marriages, or search for newer settlements (Doyle & George, 2008). These demographic changes warrant the integration of diversity in the organizations. Doyle & George (2008) discuss the issue of diversity from a social worker perspective. Diversity is evident at the workplace and it is usual for cases of discrimination or ethnocentrisms to occur. Doyle & George (2008) refer to the social worker as personnel with a focus o ensure social justice, access, and equity for all members of non-dominant, marginalized or oppressed social groups in the workplace.
Effective diversity management is important for the psychological well being and job satisfaction by the employees (Enchautegui-de-Jesus, Hughes, Johnston & Oh, 2006). Recommendations
PWC intent to increase diversity is remarkable especially when the focus is to increase the number of females in top managerial positions. Diversity incorporation requires articulation of organizational structures and culture to the diversity at individual, group, and organizational levels (Jin, 2007). PwC can use the following criteria to determine whether the firm has the potential for best practice in organizational diversity. First, the program eQuilibrium becomes successful over a period of time. Second, both quantitative and qualitative results are produced with the program. Third, the outcome developed is positive and warrants customer satisfaction. Fourth, diversity management results to innovation and hence growth of the firm. Fifth, the project should be replicable and transferable to all the areas of the organization. Diversity of gender is practice area but the firm should also formulate an equivalent program for multiethnic backgrounds considering that PWC is multinational and therefore likely to draw workers from all over the world.
Limitations
The literature has mostly focused on gender as a major diversity issue in regard to the case study organization in which a higher female workforce is being attracted. However, issues of diversity are wide and further research can be done to study the issue of disability or racial differences at the workplace.
Conclusion
The studies show that diverse teams in organizations perform better and are more creative than small homogeneous teams. PwC seeks to increase its diversity through attracting, hiring and retaining employees from various demographic backgrounds. The firm’s profile shows that women are fewer at the top managerial positions and this is what the firm seeks to change. Through the eQuilibrium program PWC has laid policies that will ensure better hiring and retaining practices for women. PwC’s future diversity aspects should aim to address ethnicity, racial and disability issues.
References
Burr, J. & Mutchler, J. (2007). Employment in later life: A focus on race/ethnicity and gender. Aging Workforce, 37-44.
Causon, J. (2008). The diversity advantage. Engineering and Technology, 78-81
Doyle, R., & George, U. (2008). Achieving and measuring diversity: An organizational change approach, Social Work Education, 27(1): 97-110.
Enchautegui-de-Jesus, N., Hughes, D.,Johnston, K.& Oh,H. (2006). “Well-being in the context of workplace ethnic diversity. Journal of Community Psychology, 34(4): 211-223
EOWA (2008). Public report on EO workplace program for PwC 2007-2008. Available at http://search.eowa.gov.au/ReportFiles/2007/40631_.doc
Gill, J. Mills, J., Franzway, S., & Sharp, R. (2008). “Oh you must be very clever! High achieving women, professional power and the ongoing negotiation of workplace identity,” Gender and Education, 20(3): 223-236
Harrel, A. (2007).Group formation in a simulated scavenger hunt: How big and diverse should a successful group be? Social Behavior and Personality, 35(1): 31-40
Jin, N. (2007). Group composition and employee creative behavior in a Korean electronics company: Distinct effects of relational demography and group diversity, Journal of Occupational and Organizational Psychology, 80(2): 213-234
King, K. & Biro,C. (2006). A transformative learning perspective of continuing sexual identity development in the workplace, New Directions for Adult and Continuing Education, 112: 17-127
Kravitz, D. (2005). Diversity in terms: A two edged sword requires careful handling. Psychological Science, 6(2): 1-2
Mannex, E. & Neale, M. (2005). The promise and reality of diverse teams in organizations. Psychological Science, 6(2): 31-55
Miller, L.,& Hayward, R. (2006). New jobs, old occupational stereotypes: gender and jobs in the new economy. Journal of Education & Work, 19(1): 67-93
Reichenberg, N. (2001). Best practices in diversity management. Retrieved October 23, 2010, HYPERLINK “http://unpan1.un.org/intradoc/groups/public/documents/un/unpan000715.pdf” http://unpan1.un.org/intradoc/groups/public/documents/un/unpan000715.pdf.
Sappleton, N.,& Takruri-Rizk, H. (2008). The gender subtext of science, engineering, and technology (set) organizations: A review and critique. Women’s Studies, 37(3); 284-316
Stretch, J. (2006). “Managing diversity: toward a globally inclusive workplace. Social Work, 51(3): 279-288