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Dry Skin Symptoms, Treatment, Causes - What causes dry skin? What causes dry skin? There is no single cause of dry skin. Dry skin causes can be classified as external and internal. External factors are the most common underlying cause and are the easiest to address. External factors include cold temperatures and low humidity, especially during the winter when central heaters are used. Internal factors include overall health, age, genetics, family history, and a personal history of other medical conditions like atopic dermatitis. In particular those with ceartain thyroid diseases are more prone to developing dry skin. External factors that cause dry skin includeover- washing with harsh soaps,overuse of sanitizers and cleaning agents (alcohol),cold temperature,low humidity. Although bathing and showering adds water to skin, it is the evaporation of this water after the completion of the immersion that results in dry skin. Skin that feels overly tight after bathing may indicate excess removal of natural skin oils. One of the most common factors causing dry skin is frequent application of harsh soaps. The type of soap may have a large impact on dry skin. Soap is an emulsifier that removes oils on the skin. The more often skin is scrubbed with soap, the more oil is removed, ultimately resulting in dryer skin. Excessive use of soaps can worsen dry skin. Moreover, dry skin may persist or worsen if using moisturizers improperly or choosing an inadequate moisturizer. Sometimes, the material of different clothing can also affect dry skin. Some materials such as wool or synthetic fibers tend to irritate the skin and worsen dry skin. Dry skin condition may be caused by taking some medicines as well. Some examples are drugs for high blood pressure, high cholesterol, allergies, and acne. Occasionally, a dry skin problem can be a sign of an internal medical condition. 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For small quantity generators, try the following links.19 Pumpkin Patches in Central Arkansas to Visit this Fall. Schaefers and Collins Pumpkin Patch & Corn Maze at Lollie in Mayflower. 19 Pumpkin Patches in Central Arkansas to Visit this Fall.Pumpkin Patch Farms Rochester Ny. New York Pumpkin Patch Farms and Pumpkin Picking Guide - NYAug 2. This information may not be reproduced, in whole or in part, without the express written permission of Kids. Out. And. About. com. South Rd, Scottsville, NY 5. The following map and directions are printable for your convenience. Look for our signs to help you along the way. Home of the Great Pumpkin Patch. Join us every weekend in October,rain or shine. City of Mayflower, Arkansas. Search for: Home; Contact; Your Government. Handling Disasters Presentation; Administrative Staff; Court; City Council. The Schaefers & Collins Pumpkin Farm. 257 Pins 69 Followers. About Search KeyWord schaffer and collins pumpkin patch 4,520,000 Results. 2227 Cayuga Drive Extension. Home / Do / Attractions / Schaefers & Collins Pumpkin Patch & Farm. Arts & Culture; Attractions. Free Things to Do; Must See; What's New; Agritourism; Crafts, Antiques & Flea Markets; Entertainment; History. We have an excellent slate of entertaining activities for your whole family to enjoy. Since our farm is on the near edge of the Rochester NY metropolitan area, we see part of our mission is to communicate the vital role of agriculture to children. This page provides a detailed list of central New York state s pumpkin patches, corn mazes, hay rides and other Halloween farm stuff. Click here to see the listings. Directions. This page provides a detailed list of Finger Lakes Region of New York state s pumpkin patches, corn mazes, hay rides and other Halloween farm stuff. Accord. Saunderskill Farms. Route 2. 09. Accord, NYMap. More info Back to the top Akron. Kelkenberg Farm of Akron. Stage Road. Akron, NY7. Albion. Bertsch s Good Earth Market. Oak Orchard Road. Albion, NY5. 85- 6. Altamont. Indian Ladder Farms. Altamont Road. Altamont, NY5. Aquebogue. Filasky Farm. Church Lane. Aquebogue, NYHelen s Greenhouses and Flower Farm. Union Avenue. 63. Stakeys Pumpkin Farm. West Lane. 63. 1- 7. Argyle. Mc. Whorter s Orchard. State Route 4. 0Argyle, NY5. Baldwinsville. Abbott Farms. Cold Springs Road. Pumpkin Patches And More.org Find a pumpkin patch, corn maze, safe trick-or-treating, hayrides and other Fall and Halloween fun near you! Toggle navigation Pumpkins. Schaeferspumpkinpatch is ranked 4,104,906 in the United States. They have a little train ride that they can take all around the pumpkin patch. The Guernsey Literary and Potato Peel Pie Society by Mary Ann Shaffer. Shaffer's Pumpkin Patch, Franklin, Pennsylvania. Shaffer's Pumpkin Patch. Baldwinsville, NY3. Emmi Farms. 14. 82 West Genesee Road. Hafner s U- Pick. Genesee Road. 31. Katie s Pumpkin Patch. Route 3. 70. 31. 5- 6. Ballston Spa. Ellms Family Farm. Charlton Road. Ballston Spa, NY5. Bay Shore. Brightwaters Farms. Manatuck Boulevard. Bay Shore, NY6. 31- 6. Big Flats. Smithome Farms. Route 3. 52. Big Flats, NY6. Bloomfield. Schlenker Farm Market. Routes 5 and 2. 0Bloomfield, NY5. Brewster. Salingers Orchards Inc. Guinea Road. Brewster, NY8. Bridgehampton. Fairview Farm. Horsemill Lane. Bridgehampton, NY6. Brockport. Kirbys Farm Market. West Ridge Road. Brockport, NY7. Mc. Cracken Farms. White Road. 58. 5- 5. Brookhaven. Glover Farms. Victory Avenue. Brookhaven, NY6. Grammas Flower Cottage. Montauk Highway. 63. Burdett. Wickham Farms. Church Street Burdett. Burdett, NY6. 07- 5. Burnt Hills. Fo Castle Farm Country Store. Kingsley Road. Burnt Hills, NY5. Burt. Murphy Orchards. Mc. Clew Road. Burt, NY7. Calverton. Lewin Farms. Sound Avenue. Calverton, NY6. Rottkamp s Fox Hollow Farm. Sound Avenue. 51. Windy Acres Farm. Middle Country Road. Camden. Will s Cackleberry Castle Pumpkin Farm. Hillsboro Road. Camden, NY3. Campbell Hall. Late Bloomer Farm. Route 2. 07. Campbell Hall, NY8. Candor. Iron Kettle Farm. Owego Road. Candor, NY6. Canton. Kingston s Roadside Stand. County Route 3. 4Canton, NY3. Cassville. Hilltop Farm. Shaul Road. Cassville, NY3. Castleton. Goold Orchards. Brookview Station Road. Castleton, NY5. 18- 7. Castleton on Hudson. Castleton on Hudson, NYSwartz Dairy and Produce. Eleanor Drive. 51. Cayuga. Cayuga Pumpkin Barn. State Route 3. 26. Cayuga, NY3. 15- 2. Cazenovia. Critz Farms. Rippleton Road. Cazenovia, NY3. Chaffee. Hen- Hawk Acres. Genesee Road. Chaffee, NY7. Churchville. Ford Farm Market. Paul Road. Churchville, NY5. Cicero. Cicero Pumkin Patch. Island Road. Cicero, NY3. Clarence. The Great Pumpkin Farm. Main Street. Clarence, NY7. Clarence Center. Greg s U- Pick Farm. Lapp Road. Clarence Center, NY7. Kelkenberg Farm of Clarence. Wolcott Road. 71. Clifton Park. Devoe s Rainbow Orchards. Route 9. Clifton Park, NY5. Climax. Boehm Farm. County Route 2. 6Climax, NY5. Clinton. Bauer Family Farms. Maxwell Road. Clinton, NYNorth Star Orchards LLC4. Route 2. 33. 31. 5- 8. Clintondale. Minard Farms. Hurds Road. Clintondale, NY8. Congers. Dr. Davies Farm. Route 3. 04. Congers, NY8. Cornwall. Jones Farm. Angola Road. Cornwall, NY8. Cortland. Deerfield Farms - Pumpkins. Sherman Road Cortland. Cortland, NY6. 07- 7. Cutchogue. Greenland Family Farms. County Road 4. 8Cutchogue, NY6. Dix Hills. Albert H. Schmitt Family Farm. Bagatelle Road. Dix Hills, NY6. Prianti Farms Inc. East Deer Park Road. Durham. Hull- O Farms. Cochrane Road. Durham, NY5. Eagle Bridge. Moses Vegetable Farm. Route 6. 7Eagle Bridge, NY5. East Amherst. Spoth s Farm Market. Transit Road. East Amherst, NY7. East Aurora. A- maze- ing Adventures. Porterville Road. East Aurora, NY7. East Islip. Organics Today Farms. Washington Street. East Islip, NY6. 31- 6. East Setauket. Benner s Farm. Gnarled Hollow Road. East Setauket, NY6. Edwards. LB s Pumpkins And Corn Maize. State Highway 5. 8Edwards, NY3. Elmira. 28. 44 State Route 3. Elmira, NYEsperance. Pick a Pumpkin Pumpkin Patch. Creek Road. Esperance, NY5. Fairport. Chase Farms. Pannell Road. Fairport, NY3. Feura Bush. Stanton s Feura Farm. Onesquethaw Creek Road. Feura Bush, NY5. 18- 7. Floral Park. Green Meadows Farm. Little Neck Parkway. Floral Park, NY7. Fonda. Sand Flats Orchard. Martin Road. Fonda, NY5. Forestville. Falcone Farms Apples. King Road. Forestville, NY7. Fort Edward. The Garden Barn. East Road. Fort Edward, NY5. Fultonville. Bellinger s Orchard. Argersinger Road. Fultonville, NY5. Gabriels. Tucker Farms, Inc. Hobart Rd. Gabriels, NY5. Gardiner. Tantillo s Farm Market. State Route 2. 08. Gardiner, NY8. 45- 2. Wright Farms. 69. Route 2. 08. 84. 5- 2. Wright s Farm. 69. State Route 2. 08. Gasport. Becker Farms. Quaker Road. Gasport, NY7. Germantown. Heller s Farm. Route 9. G and Hover Avenue. Germantown, NY5. 18- 5. Granite Springs. Stuart s Fruit Farm. Granite Springs Road. Granite Springs, NY9. Great Valley. Pumpkinville Pawlowsky Family Farm 4. Sugartown Rd. Great Valley, NY7. Henrietta. Gro- Moore Farms. East Henrietta Road. Henrietta, NY5. 85- 3. High Falls. Mr. Apple. Orchard Street. High Falls, NY8. Highland. Du. Bois Farms. Perkinsville Road. Highland, NY8. 45- 7. Wilklow Orchards. Pancake Hollow Road. Hilton. Kelly s Farm Market and Bakery. Old Wilder Road. Hilton, NY5. Zarpentine Farms. Burritt Road. 58. Homer. Dave s Veggies Farm Market and 4- Greenhouses. State Route 4. 1Homer, NY6. Vern s Pumpkins. 73. Route 4. 1 1. 2 mi from Rt 2. Rt 4. 1 Homer. 60. Honeoye Falls. Lehigh Valley Outpost. Rush Mendon Road. Honeoye Falls, NY5. Hoosick Falls. Hay Berry Farm. Babcock Lake Road. Hoosick Falls, NY5. Hopewell Junction. Fishkill Farms. 9 Fishkill Farms Road. Hopewell Junction, NY8. Hudson. Fix Bros Fruit Farm. White Birch Road. Hudson, NY5. 18- 8. Huntington. Elwood Pumpkin and Christmas Tree Farm. East Jericho Turnpike. Huntington, NY6. 31- 3. Jamesport. Gabrielsen s Country Farm. Main Road. Jamesport, NY6. Harbes Western Farm. Main Road, Route 2. Kendall. Partyka Farms, Inc. County Line Road. Kendall, NY5. 85- 6. Kerhonkson. Kelder s Farm. Route 2. 09. Kerhonkson, NY8. Kinderhook. Samascott Orchard. Sunset Avenue. Kinderhook, NY5. King Ferry. Sheils Farm. Rt 3. 4B 1 mile N of King Ferry King Ferry. King Ferry, NY3. 15- 3. Locke. Grisamore Farms. Cowan Road. Locke, NY3. Lockport. Blackman Homestead Farm. Thrall Road. Lockport, NY7. Cambria Corn Maze. Lockport Junction Road. Emerald Green Acres. Lower Mountain Road. Macedon. Long Acre Farms. Eddy Road. Macedon, NY3. Manorville. Fink s Country Farm. Middle Country Road. Manorville, NY6. 31- 8. Lenny Bruno Farms. Wading River Road. Marietta. Tim s Pumpkin Patch. Rose Hill Road. Marietta, NY3. Marion. Morgan s Farm Market. Cory Corners Road. Marion, NY3. 15- 9. Marlboro. Weed Orchards Pick Your Own. Mt Zion Rd. Marlboro, NY8. Weeds Orchards. 43 Mount Zion Road. Massena. Breezy Maples Farm. Willard Road. Massena, NY3. Mattituck. Mattituck, NYHarbes Family Farms. Sound Avenue. 63. Medina. Roberts Farm Market. Maple Ridge Road. Medina, NY5. 85- 7. Melville. F and W Schmitt Family Farm. Pinelawn Road. Melville, NY6. White Post Farm. 25. Old Country Road. Mexico. Appledale Orchards. State Route 3. Mexico, NY3. Applegrove Farms. State Route 3. 88. Behling Orchards. Potter Road. 31. 5- 9. Middle Island. Corwin Farms. Yaphank- Middle Island Road. Middle Island, NY6. Middleburgh. Bohringers Fruit Farm. State Route 3. 0Middleburgh, NY5. Middletown. Maples Farm and Garden Center. Route 1. 7MMiddletown, NY8. Pierson Bicentennial Farm and Greenhouse. Route 2. 11 West. Milton. Prospect Hill Orchards. Clarkes Lane, PO Box 1. Milton, NY8. 45- 7. Modena. Hurds Family Farm. State Route 3. 2Modena, NY8. Monroe. Ace Farms. County Route 1. 05. Monroe, NY9. 14- 7. Montgomery. Hoeffner Farms. Goodwill Road. Montgomery, NY8. Manza Family Farm. Route 2. 11. 84. 5- 6. Morris. J And J Farms. Wells Road. Morris, NY6. Mount Upton. Hanehan Fall Produce. State Highway 8. Mount Upton, NY5. Naples. Jerome s U- Pick. Route 5. 3Naples, NY8. New Hampton. Soons Orchards. Soons Circle. New Hampton, NY8. New Paltz. Country Charm Farm. Du. Bois Road. New Paltz, NY8. Jenkins and Lueken Orchards. Yankee Folley Road. Wallkill View Farm. Route 2. 99 West. Newark Valley. Stoughton Farm. State Route 3. 8Newark Valley, NY6. Newburgh. Lawrence Farms Orchards. Frozen Ridge Road. Newburgh, NY8. 45- 5. Newfield. Little Tree Orchards. Shaffer Road. Newfield, NY6. Niagara Falls. Goodman s Farm Market. Cayuga Drive Extension. Niagara Falls, NY7. North Collins. Awald Farms. Walnut Avenue. North Collins, NY7. North Salem. Harvest Moon Farm and Orchard. Hardscrabble Road. North Salem, NY9. North Tonawanda. Wheatfield Pumpkin Farm. Nash Road. North Tonawanda, NY7. Norwich. Mizrahi Manor. German Hollow Road. Norwich, NY6. 07- 3. Oceanside. Dees Nursery and Florist. Atlantic Avenue. Oceanside, NY5. Olmstedville. It s About Thyme Farm. Smith Road. Olmstedville, NY5. Oswego. CNY Great Pumpkin Festival. Washington Square Park. Oswego, NY3. 15- 3. Ontario Orchards. State Route 1. 04. Patchogue. Woodside Nursery and Garden Center. East Woodside Avenue. Patchogue, NY6. 31- 7. Patterson. Kessman Farms Pumpkin Patch. Cornwall Hill Road. Patterson, NY8. 45- 8. Pawling. Dykeman s Farm. Dykeman Lane. Pawling, NY8. Peconic. Krupski Farms. Rte 2. 5Peconic, NY6. Penfield. 18. 21 Fairport Nine Mile Point Road. Penfield, NY5. 85- 3. Woody Acres. 15. 30 Harris Road. Peru. Applejacks Orchard. Brand Hollow Road. Peru, NY5. 18- 6. Rulfs Orchard. 53. Bear Swamp Road. 51. Libro Canciones Para Mirar Pdf ConverterMi libro animado : canciones para mirar de. El registro de este libro sirve para guardar las evaluaciones de los lectores. Canciones de cuna para que los ni. 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First, they inform managers about the legal framework for equal employment opportunities and encourage fair. 28) Effective workforce programs that encourage diversity have three distinct components. First, they inform managers about the legal framework for equal employment opportunities and encourage fair treatment. Managing Workplace Diversity . It means understanding that each individual is unique, and recognizing our individual differences. These can be along the dimensions of race, ethnicity, gender, sexual orientation, socioeconomic status, age, physical abilities, religious beliefs, political beliefs, or other ideologies. It is the exploration of these differences in a safe, positive, and fostering environment. It is about understanding each other and moving beyond simple tolerance to embracing and celebrating the rich dimensions of diversity contained within each individual. Diversity is a set of conscious practices that involve understanding and appreciating interdependence of humanity, cultures, and the natural environment; practicing mutual respect for qualities and experiences that are different from our own; understanding that diversity includes not only ways of being but also ways of knowing; recognizing that personal, cultural, and institutionalized discrimination creates and sustains privileges for some while creating and sustaining disadvantages for others; and building alliances across differences so that we can work together to eradicate all forms of discrimination. Workplace diversity refers to the variety of differences between people in an organization.
That sounds simple, but diversity encompasses race, gender, ethnic group, age, personality, cognitive style, tenure, organizational function, education, background, and more. Diversity involves not only how people perceive themselves but also how they perceive others. Those perceptions affect their interactions. For a wide assortment of employees to function effectively as an organization, human resource professionals need to deal effectively with issues such as communication, adaptability, and change. Diversity management is a process intended to create and maintain a positive work environment where the similarities and differences of individuals are valued, so that all can reach their potential and maximize their contributions to an organization’s strategic goals and objectives. Diversity in Relation to Culture and Performance. As the importance of diversity in the organizational context has increased manifold, most organizations would like to research on diversity–organizational culture linkage, its effect on diversity openness, and between diversity and performance both at individual and organizational levels. Diversity Training Programs Matter. Organizations that embrace workplace diversity training and actively promote effective diversity courses have a distinct competitive advantage because they are able to: Attract and retain. Workplace Diversity Policy and Action Plan. Support and encourage individual Indigenous employees to pursue career development through mainstream programs. Diversity Initiatives in the Workplace. An effective diversity training program begins with identifying the. Patrick (2. 01. 0) found that diversity determines not only the effects of the diversity within an organization but also the level of openness to dissimilarity characteristics among the organization’s members, work groups, and culture. Despite the technological wonders of today’s communication, international relations require us to deal with one another on a person- to- person basis. For this to be effective, one has to overcome language and stereotype barriers. This may require the mental elimination of terms like alien and view the individual as having a background that is different (Moran, Harris, & Moran, 2. Simlin (2. 00. 6) found that as the age increases, the perception of diversity openness decreases, and hence it is important to orient the older employees also about the presence and need of diversity openness in organizations through training, workshops, group discussions, and so on. To create opportunities for collaboration, global leaders must not only learn the customs, courtesies, and business protocols of their counterparts from other countries but must also understand the national character, management philosophies, and mind- sets of the people (Hofstede, 1. Researchers have suggested that diversity has enhanced performance by broadening the group’s perspectives. There is a strong empirical confirmation that successful diversity management and a resulting improvement in organizational performance are positively correlated (Ozbilgin and Tatli, 2. However, there is a consistent finding that differences should be sought in moderation. Group members’ ability to elaborate diverse information may also develop over time as members become more familiar with each others’ perspectives and develop transactive memory. This suggests that, especially for diverse work groups, it is important that they can reach more extended tenure, and that they are allowed a more extended start- up phase than more homogeneous groups (Knippenberg, de Dreu, & Homan, 2. In multidisciplinary teams, in the oil and gas industry, expertise levels of performance diversity were most strongly associated with team performance at moderate levels of diversity (Van Der Vegt & Bunderson, 2. New Perspectives and Strategies in Managing Diversity. There are two structural principles that form the foundation for network perspectives. One principle focuses on dense patterns of local interaction as the basis for coordination and collective action. The other principle focuses on the bridges across global divisions as the basis for information transfer and learning. Moreover, both principles capture important elements of what it takes for a task group to achieve success in reaching its goals. A team that does not develop the connections among their members, which enable it to coordinate effectively, faces an uphill battle. However, when such networks remain concentrated among homogeneous sets of individuals, the team fails to generate the learning that can only come from interaction among different individuals (Reagans & Zuckerman, 2. The biggest driver for higher level diversity strategy is the need to tap the creative, cultural, and communicative skills of a variety of employees and to use those skills to improve company policies, products, and customer experiences. Diversity executives cite the importance of having an open mind because the job requires them to come out of their comfort zone and experience things that they may not be familiar with or drawn to (Rodriguez, 2. Need and Rationale of the Study. Organizations in India are global today, especially in the IT sector. This has led to an increase in the heterogeneousness among employees and has increased the challenge of organizations to manage diverse employees. Incorporating diverse people and their perspectives has become a major concern for every organization. The repercussions for not managing diversity would lead to lack of skills, competencies, and interests in employees, which will ultimately increase employee turnover and reduce individuals’ and organizations’ performance to a great extent. Organizations that manage diversity are recipients of more commitment, and better satisfied as well as better performing employees. Diversity management intends to create and maintain a positive work environment where the similarities and differences of individuals are valued, so that all can reach their potential and maximize their contributions to an organization’s strategic goals and objectives. Diversity management ensures that all employees have the opportunity to maximize their potential and enhance their self- development and their contribution to the organization. It recognizes that people from different backgrounds can bring fresh ideas and perceptions, which can make the way work is done more efficient and make products and services better. Managing diversity successfully will help organizations to nurture creativity and innovation and thereby to tap hidden capacity for growth and improved competitiveness. Past research work has focused on national culture and its impact on organizational culture. This study has been undertaken to find out the attitudes of employees toward diversity at the workplace. This would enable organizations to formulate diversity programs that incorporate the diverseness of each individual, which in turn would induce more commitment and productivity in their respective roles. The study has also identified the most frequently encountered barriers toward accepting workplace diversity. Some of the strategies to increase inclusiveness and awareness about workplace diversity in IT organizations have also been identified in the study. Diversity will increase significantly in the coming years, and successful organizations recognize the need for immediate action and are ready and willing to spend resources on managing diversity in the workplace now. It is in this context that the present study was conducted to explore the diversity dimension in the Indian context. Objectives of the Study. To map the attitudes to workplace diversity in the IT context. To find the most important strategies adopted to enhance workplace diversity. To identify most frequently encountered barriers for accepting workplace diversity. To identify strategies to increase inclusiveness. To find out ways to increase awareness about workplace diversity. Sample and Sampling Technique. The units selected for the study consisted of employees in IT organizations. Convenience sampling technique was adopted to select the sample respondents. The sample was drawn from the top 1. IT companies in India. To achieve some degree of representativeness, a moderately large sample size of 3. The questionnaires were administered to employees with 2 years’ experience in that organization to ensure that they are fairly aware about diversity practices in their organizations. The questionnaire was sent to the 3. Furthermore, 1. 0 responses were eliminated due to excessive missing data, and the final sample size for the study was 3. Tools Adopted for the Study. A questionnaire was developed by the researchers based on the objectives of the study. The reliability of the scales was tested using Cronbach’s alpha and is reported in description of tools. Construct validity was ensured by selecting statements from the works of Al- Lamki (2. Johnson (2. 00. 3). Content validity of the statements was established by thorough review by a panel of 1. HR professionals from IT organizations, 5 diversity training experts, and 7 organizational behavior professors. What do leaders need to understand about diversity? In globalized, multicultural organizations, leaders need to learn to create value out of diversity. Five experts discuss what it takes to make this happen. Making Diversity Part of the Organization. David Thomas. H. Naylor Fitzhugh Professor of Business Administration, Harvard Business School. What do business leaders need to understand about diversity? The first thing is that the companies that do it most effectively don. What they do is integrate diversity into all of the processes of their organization. Diversity becomes a lens for looking at, identifying, developing, and advancing talent. So when they think about recruitment, they don. They educate all of their recruiters about how to relate to the diversity of the population that they recruit from. We often see the people at the very top saying all the right things relative to diversity, but their middle management, who really run the organization and create the experience of people who work there, don. And diversity, in my view, should also be one of the lenses through which we look at customers and community stakeholders. There is a cosmetic diversity that can come when an organization decides they need internal diversity when they meet external stakeholders who are diverse. Those stakeholders need to be interacted with by someone like them, so African- Americans need to be interacted with by African- Americans. I think the danger there is that it pigeonholes people. I, as an African- American male, will never be Asian, but if I. What it means to be a diverse and inclusive place is not simply that you have people who look different, but that you have created an environment where people feel like, at the end of the day, they are who they are, uniquely, and in a way that integrates them, and that they. Horvitz Chair of Family Business, Professor in the Departments of Organizational Behavior, Psychology, and Cognitive Science, Weatherhead School of Management, Case Western Reserve University. What do business leaders need to understand about diversity? I think some of the most profound diversity we experience in life has to do with diversity of thought. Diversity initiatives can have important and interesting social justice benefits, but the real reason you want to pursue diversity programs is for innovation. You want diversity of thought. Differences in race, gender, and socioeconomic background are three characteristics, but so are differences in learning style or differences in professional field. On the whole, almost everybody knows the difference between right and wrong. So how do you help people, in the heat of the moment, when they let go of that and use some form of contingent morality or expediency or self- justification as an argument to do something that ends up being a bad thing? We need to teach people to have better conversations, more dialogue, with people who have differing views. How else can you get somebody to say, . Because the world changes. One of the ways organizations adapt is by noticing what. How do you come up with innovative ideas, unless you have a spectrum of ideas to examine? Leaders need some degree of emotional intelligence to rise above our need to justify or validate ourselves, which is what happens when we seek people who are just like us in their thinking. And we need a certain amount of social competency to be able to engage people who do have differences of ideas and perspectives. The default condition for the human organism, neurologically and hormonally, is to protect itself. That defensive posture closes down our ability to learn. We go into a state of cognitive and perceptual impairment. People stick with what they know, what. Strong leaders create an environment where people don. We find that when they go against stereotypes, people generally lose status. And traditional organizational power and dominance behaviors, like talking a lot or expressing anger, really only work for men. I have other studies that show that when women dominate the conversation in a meeting or show anger, they experience status decreases. I used to work in the Senate, and I was fascinated by how many times female senators making their standard stump speeches would talk about how they never intended to become a politician in the first place. I never saw a male senator do that. But these women are masters of impression management. They know that this is an effective way to present themselves to the public. We found that if people inferred that a woman had an intention to get power, or if she explicitly said that she was looking for a position of power, they were less likely to vote her into office. But people were more likely to vote for a man when he explicitly expressed or they inferred that he had that intention. A strong desire for power on the part of women is very much violating a gender stereotype that women should be modest and play more of a backseat role. So, it looks like men and women should use a different set of tools if they want to get ahead or maintain their status and power. If you ask people if they would vote for a woman who says she wants power, they. But when we randomly assign people to view one of the scenarios, they will show the bias against the people enacting counter- stereotypical behavior. This is a great thing for women to do. In all the examples, you can say that there. There are things that biases dictate that men should do and women shouldn. So things like expressing sadness or asking for a lot of help in a professional context might not be good tactics for men. Chief Diversity Officer, Pricewaterhouse. Coopers. What do leaders at Pw. C need to know about diversity in order to be effective? Diversity can and should be a critical component of the innovation that leaders are driving in their organization, and it can and should be a competitive advantage for them. I think of Pw. C as being in the business of serving clients; for us, innovation means solutions that we bring to our clients. And if we have people who come from different perspectives at the table, the solutions that we bring to our clients, the way we interact, and the relationships we build with our clients are going to distinguish us from our competitors. A focus on diversity and building an organization that. By cultural dexterity, we mean the ability to connect across myriad areas, backgrounds, and focuses that are different. Ultimately, we need to make sure we. So we have a number of different programs allowing individuals to work reduced hours, work from home, or arrange job- sharing. One such program that we. Individuals that enter this program are assigned a Pw. C coach and have access to all the training that the firm provides to keep their skills current. They stay connected with the firm. And when they choose to come back, they can. More than half of our new hires are women. And more than 3. 0% are minorities. A lot of our focus, now that we are attracting diverse individuals to the firm, is continuing not only to retain them, but really getting these individuals into leadership positions. Certain dimensions of diversity, for example, gender, resonate. Beyond that and a few others, you really have to look at what elements of diversity become important in a given jurisdiction. In Nigeria, dealing with race is not the issue, but dealing with tribal differences is very important. You want to make sure it. The way we look at it is one size doesn. Taylor Professor of Management, The. I think the discrimination is just so prevalent that people don. It affects primarily people getting jobs in the first place, but the scope of claims of age discrimination has been rising in the downturn, because there are more age- related dismissals. Performance appraisals of older employees tend to be worse, independent of actual performance. And problems of performance are attributed to age for older workers where they. Interpersonal skills are better. Job performance in general is better. The only thing that younger people do better on, among any of the tasks that might even loosely be related to jobs, is solving novel problems under time pressure without assistance like calculators. While we obsess over the differences between Generations X, Y, and Z, we. Having a younger supervisor manage an older subordinate is in some ways a reversal of the historic norms. In some cases, it makes the older subordinates uncomfortable. But we know it makes the younger supervisors uncomfortable. And this is the heart of much of the discrimination; younger supervisors say, . Often one of the problems we see with younger supervisors is that they just abdicate management of older subordinates. We know that younger supervisors tend not to give as much praise to older subordinates, and we know that they tend to be biased in the attributions they make concerning performance. Older subordinates are less likely to be told that the problem could be fixed by training. The difference is that with younger subordinates, you can more easily get away with supervisory practices which we could describe as not so good, like just telling people. |
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