This article reports the results of a study on the current status andfuture trends in diversity initiatives in the workplace as perceived by a group of twelve experts. The experts were surveyed through in-depth, open-ended telephone interviews. The study identified barriers that have inhibited the employment, development, retention, and promotion of diverse groups in the workplace and the signijcantfactors that are influencing diversity initiatives. It revealed that the primary reasonsfor managing diversity are to improve productivity and remain competitive, to form better work relationships among employees, to enhance social responsibility, and to address legal concerns. This article presents these findings us well as the best strategies for managing diversity. It also discusses components of an effective diversity training program andfuture trends related to diversity.

The purpose of this study was to provide information on the status of diversity initiatives in selected multinational corporations, to report on the dimensions of the diversity initiatives, and to interpret the dynamics of the corporate response to workforce diversity. Eight multinational corporations headquartered in the United States were selected for the study. Two methods of data collection were used: semistructured face‐to‐face interviews and document analysis. Diversity manager‐directors were asked to provide information on their diversity initiatives; on the planning, implementation, and evaluation of diversity initiatives; and on plans for future diversity initiatives. The study revealed that multinational corporations are planning, implementing, and evaluating a large number and variety of diversity initiatives not only in the United States but also internationally. © 2000 by Jossey‐Bass, A Publishing Unit of John Wiley & Sons, Inc.

No abstract

This article reports on the results of a study on the components of effective diversity training programmes as perceived by diversity experts. The major method of this research study was in-depth, open-ended telephone interviews with a panel of 12 diversity experts located throughout the USA. The purpose was to draw upon their knowledgeable insights about the topic of effective diversity training programmes. The literature that this study was based on shows that organisations have to consider training for diversity, both domestically and internationally, to a much greater extent than ever before, this is because of demographic trends, the cost of not having diversity training, and the variety and complexity of intercultural contacts throughout the world. This study also revealed the definition and goals of effective diversity training programmes. This study could have direct implications for the development and implementation of diversity training programmes for companies operating in domestic and international settings.The changing workforce is one of the most extraordinary and significant challenges facing many organisations today. Workforce diversity is a demographic phenomenon playing upon not only American organisations but also multinational corporations and institutions in other countries around the world (Littlefield, 1995). In addition, other business forces such as global competition and the need to remain competitive are driving diversity into organisations regardless of their geographical location.Theoretically, international business has been one of the pioneer fields in valuing diversity (Simons, 1992). Diversity, in this case, has emerged as a need for survival and success. Multinational corporations are forced to develop and implement

The use of educational technology not only facilitates learning but also provides educational access to students at a distance. This chapter outlines issues instructors should consider when integrating technology into the curriculum.