Question

As the Director of HR, David is leading a management discussion to plan and implement a diversity management program. David is concerned that management, while tolerant, tends to stereotype minorities and this will eventually lead to difficulties for the firm. The company's top three markets are in Los Angeles, Chicago, and Miami. All three markets are heavily Latino in make-up. The senior management team is all male. The youngest member is 58 years of age.

Martinez, the VP of Operations, feels that people should blend together and that focusing on differences merely creates divisions. He thinks that you should have a common training program to create a unified "American" company culture. Patrick, VP of Finance, doesn't see the need for a program. He respects that people are different, but he feels that once you get to know a Hispanic, African-American, or Asian-American, you know how to work with any Hispanic, African-American, or Asian-American. Moreover, Patrick doesn't believe the company should get into affirmative action programs. The firm tried it ten years ago, and it created many problems.
Simon, the CEO, thinks a diversity management program is important. He believes the company is missing some important talent without such a program. Simon feels that the company can create a competitive advantage by being in the lead on this issue and also believes the changing workforce is going to require adjustments in the future.
What should be the firm's first step in improving diversity management?
Select one:
a.
Forming a commitment from top management to value diversity
b.
Initiating senior mentoring programs
c.
Implementing flextime and job share programs
d.
Developing communication standards

Answer 1

Answer: A: Forming a commitment from top management to value diversity

Step-by-step explanation:

The reason for this is that change in an organization, particularly something as important as a diversity initiative, needs to begin at the top. The attitudes and behaviors of top management set the tone for the entire company. Without their buy-in and support, any diversity initiative is likely to fail.

While the other options are important elements of a comprehensive diversity program, they won't be effective without the foundation of support from top management. Once this commitment is in place, other initiatives such as mentoring programs, flexible work arrangements, and communication standards can be implemented more effectively.