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Workplace Diversity
Chapters 5-8 Gibson, Aurelius B. Jr. 2nd Edition
| Question | Answer |
|---|---|
| What is an executive summary? | An overview of the organization. Written at the end of the plan, placed at the beginning. For int. and ext. audiences. Highlights: Business Concept, Mission Statement, Company Description, Strategy, Programs, Finances, Implementation. |
| How do you develop strategy for your diversity plan? | Consider the connection between products, services, activities, and analysis- and the overall strategy, goals. |
| What is implementation? | Programs steps with timeliness and measurements. Written steps to execute and put the plan into practice. Highlights: Action Plans, Objectives, Tactics, Policy. |
| How do we determine assessment? | How well has the organization followed it's goals? Written to determine if the path of the plan is correct (related to goals). For internal audiences. Highlights: Competitive, Cust. Service, Quality, Integration, Intro., Strategic-Tactical, Measurable. |
| How do we develop a company description for our diversity plan? | The type of business, length of time, profile. Written to describe the company and it's assets. For ext. audience. Highlights: Vision Statement, Industry Description, Key Contributors, Assets, Financing, Company Growth, Name. |
| In diversity, how do environmental factors work? | The Social, Economic, Technological, Competitive, and Legal factors affect the marketing and business activities of an organization in various ways. |
| Economic forces tend to do what? | Drive businesses to focus internally and experience a constant state of change and development. |
| How do we define lifestyle? | The totality of a person's pattern of living in the world as expressed in the person's activities and interests. |
| How do we define technology? | Inventions and/or innovations from applied sciences or engineering research. |
| How do we define legal forces? | Restrictions (State and Federal) and laws that are placed on business. |
| Laws are designed to: | 1. protect competition. 2. allow for self-regulation. |
| The Sherman Antitrust Act (1890): | The act disallows: Contracts, combinations, or conspiracies in restraint of trade. Monopolies or attempts to monopolize any portion of trade or commerce. Laws that permit the consumer to determine which organization will succeed and which will not. |
| Clayton Act (1914): | did not allow certain actions that would lessen the possibility of competition, even if not actual harm had yet occurred. |
| The Robinson-Patman Act (1936): | the first act that made it unlawful to discriminate in proces charged to different purchasers of the same product, especially if there was an unfair impact on the competition or if ut helped to create a monopoly. |
| What are the key principles in leadership? | Authenticity; Awareness; Acknowledgement; Accountability; Action Planning |
| Authenticity | being genuine. |
| Awareness | being acutely aware of the + and - activities surrounding them. |
| Acknowledgement | recognizing the work submitted by their people. |
| Accountability | taking responsibility for your own. or companies actions. |
| Action Planning: | taking steps that contribute to the effectiveness and success of the organization, not just the individual. |
| Who was Walter Shewhart? | Creator of the statistical studies for quality control in the 1920's that came to be called the Statistical Process Control (SPC). |
| Who was W. Edwards Deming? | showed how factories could actually increase production by focusing on quality. Said: "85% of business problems stem from poor processes(quality) and only 15% from the workers." |
| Quality | the degree which customers need are met or exceeded. It is as much a frame of reference and an attitude as it is a goal. |
| Who was Peter Drucker? | defined leadership as: "The ability to recognize and align strengths in such a way that weaknesses are irrelevant." |
| What is appreciative inquiry or an appreciative approach? | a way to create, understand, and manage solutions in the planning and development process. Taking a position of quality from past experiences and applying it to building future opportunities. |
| Why is it important to incorporate change in todays business environment? (4 Keys Reasons): | 1. asking ?'s places us in a position to be a + influence w/in our Cos. 2. address the Ideal Performance State (IPS) that brings together talents and skills 3. look at our primary asset (people) in an integrated manner 4. environments that foster cont imp |
| With regard to the Principle Skills Blueprint, simplicity is the key component that pulls together what skills. | communication, negotiation, facilitation, and implementation. |
| Communication can be divided into three distinct areas, What are they? | Listen, Culture, Interpersonal Skills. |
| What is the foundation for communication? | a sender, a message, and a receiver. It's necessary to hone one's listening skills to become proficient in communicating. |
| Negotiation | when two or more parties communicate specific proposals to find mutually acceptable agreement. A discussion with the aim of resolving a difference of opinion or dispute, or to settle terms of an agreement or transaction. |
| Executive Summary | Summarization of the business plan, concise and relevant to all points in the plan. |
| Strategy | Your road map. |
| Financials | Income statements, cash flows, balance sheet, schedule of planned capital expenditures. Written projections for earning revenue, keeping costs in check. |
| SWOT | Written strengths, weakness, opportunities, threats. |
| Diversity Programs | Written tactics to complete your strategy- The "how" of completing your plan. For int and Ext audiences. |
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