DIVERSITY TRAINING

DISSERTATION REPORT
A report submitted in partial fulfilment of the requirement for the BBA + MBA
(DUAL) course of
Amity University

Submitted by
DEVYANI MISRA
(A3923011006)

Under the Guidance and Support of

Ms. KUSHI SHARMA
Faculty
Amity School of Business

AMITY SCHOOL OF BUSINESS

AMITY UNIVERISTY UTTAR PRADESH
NOIDA

ACKNOWLEDGEMENT

I would like to thank my faculty guide, Ms Kushi Sharma, who has guided me throughout the
time span of this Dissertation and has helped me in shaping up the report.
I would like to thank my family for their support and guidance throughout the internship and
the compiling of the report.
The support and expertise of both parties have been extremely fruitful to bring this project to
this stage.

CERTIFICATE OF ORIGIN
This to certify that I, Devyani Misra, a student of BBA +MBA (dual)
in 2011-15, Amity School of Business, Noida has worked under the
guidance and supervision of Ms. Kushi Sharma.
This Dissertation report has the requisite standard for the partial
fulfilment of BBA+MBA (Dual). To the best of our knowledge no
part of this report has been reproduced from any other report and the
contents are based on original research.
I am aware that in case of non-compliance, Amity School of Business
is entitled to cancel the report.

Devyani Misra
A3923011006

Signature of project coordinator

(Faculty Guide)
3

CONTENTS

PREFACE

05

CHAPTER I INTRODUCTION

06

CHAPTER II RESEARCH METHODOLOGY

08

CHAPTER III CONCEPTUAL FRAMEWORK

10

CHAPTER IV REVIEW OF LITERATURE

19

CHAPTER V DATA ANALYSIS & INTERPRETATION

20

CHAPTER VI CONCLUSION

27

BIBLIOGRAPHY

28

PREFACE

The following chapters of this report will highlight from the basics of Diversity, Diversity
Training, to explain the meaning of the same. Over the other chapters in the project, the
evolution and need of the same is mentioned. The latter explains the challenges,
disadvantages, methods and approaches that Diversity Training has to offer.

CHAPTER I INTRODUCTION

The topic From time immemorial, every organisation, that has ever been formed and has
liberally allowed people from different walks of life to enter, the organisation has
continuously been home to many different kinds of people.
People coming into an organisation from across the globe cannot be the same. They might be
the same people in ambition for a good work life. But the walls and history of society has
bent the human mind to think of them as different.
In other words, people who are different in caste, gender, ethnicity, race, religious beliefs,
physical beliefs or political beliefs are Diverse and globally known as Diversity.
When diverse people come into an organisation, both existing and new employees may feel
inhibited, uncomfortable, conflicting in terms of beliefs, ideas and work practices.
Such a situation, when not dealt with, creates confusion, havoc, conflicts, absenteeism, loss
of employees, bad work culture, bad quality of work life, hostility, acceptance problems,
stress and ultimately leads to loss of organisational and personal goals.
Therefore, a phenomenon like Diversity Training emerged, wherein both existing and new
employees are given rigorous training about how to deal with diverse people, how to adjust
with different kinds of employees and how to solve problems and conflicts effectively.
I have chosen this topic because it is the need of the hour to learn how to work with all kinds
of people with the growing level of globalization, technology. Not only does it help to
inculcate adjustment into a person but also increase the limit of expanding an organisation to
other parts of the globe, as this kind of training does not limit itself to the countries you work
with but can reach itself to countries you can and will work with in future.

AREA OF RESEARCHThe area of research under the topic Diversity Training will be to highlight the methods
and approaches, advantages, disadvantages of the same.
The objective is to ascertain the feedback, result of how the Diversity Training
Programmes have affected the organisation and how they have changed the people there.
The research has been conducted to understand the importance and aspects of Diversity
Training.

CHAPTER II RESEARCH METHODOLOGY

2.1 Objective of Research

To highlight the aspects of Diversity Training Evolution, Need, Effects, Challenges,

Advantages, Disadvantages, Methods and Approaches.

To ascertain the effect of Diversity Training Programmes on various organisations.

2.2 Research Design

DefinitionA research design can be explained as a detailed outline of a particular investigation that has
to take place. The basic contents of a research design describe the procurement of data, the
types of instruments that are employed, their usage, and the final analysis of the held
investigation with conclusions.

Research Design Followed

This research has been conducted in a descriptive style. Therefore, there has been a use of
case studies, books and other material for gaining substance knowledge about the topic. The
use of various case studies and research papers has helped in shaping up this project.

2.3 Data Collection

8

The survey has the collection of Secondary data only. Wherein various case studies and
research papers have been referred to for gaining basic knowledge about the topic.
Secondary Data- Means the data which has been collected through the reference of books,
case studies, research papers, articles of other authors.

2.4 Scope Of The Study

Following may be described as the scope of Diversity Training1)
2)
3)
4)
5)

Increased Cultural Consciousness

EEO Compliance
Greater Employee Retention
Improved Recruitment
Reduced Harassment and Discrimination

2.5 Limitations of the Study

The biggest limitation of such training is that one is not aware of the others cultural

background, religious beliefs and language.

They may not be aware of the persons daily routine and may cause limitation in the
understanding of the trainee.

CHAPTER III CONCEPTUAL FRAMEWORK

(A)

DIVERSITY TRAINING

A.1 Definition
Diversity
The concept of diversity encompasses acceptance and respect. 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 nurturing 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.
In another terminology - The state of having people who are different in terms of their races
or culture in a group or in an organization.
Diversity includes, therefore, knowing how to relate to those qualities and conditions that are
different from our own and outside the groups to which we belong, yet are present in other
individuals and groups.
These include but are not limited to age, ethnicity, class, gender, physical abilities/qualities,
race, sexual orientation, as well as religious status, gender expression, educational
background, geographical location, income, marital status, parental status, and work
experiences.
Finally, we acknowledge that categories of difference are not always fixed but also can be
fluid, we respect individual rights to self-identification, and we recognize that no one culture
is intrinsically superior to another.

10

As and when an organization grows and inter relates with other economies it becomes a home
to a variety of employees from different nationalities and backgrounds. These variations are
basically known as Diversity. They require a level of training that has to be imparted for the
comfort of both the new and existing employees, also so that the working of the organization
does not suffer. It requires each to know the overview of the basics of Diversity Training.

A.2 Diversity Training

Diversity training is a course of instruction aimed at increasing the participants' cultural
awareness, knowledge, and skills in order to benefit an organization by protecting against
civil rights violations, by increasing the inclusion of different identity groups, and by
promoting better teamwork.
Diversity training is done to educate people on different cultures in order to facilitate better
communication. Diversity training is especially important for global firms as the employees
of these firms must be sensitive to the social differences in other parts of the world.

A.3 Evolution of Diversity Training

1) The roots of Diversity Training extend back to the work of the psychologist Kurt Lewin
in the 1940s, where he was trying to train leaders to manage their interpersonal tensions
better. He developed the method of creating discussion forums with small groups, helping
them to unfreeze their attitude about their members. The term group dynamics was coined
in the same process.

2) However, the current popularity of Diversity Training dates back to the 1980s. The social
revolutions of 1960s bought women and minorities into workplaces. The problem lied in their
integration. This issue spread from inequalities in hiring, promoting and remunerating these
groups.

11

3) Managers then turned to diversity courses as their only option. Companies took to these
courses positively but some of them like Texaco and Coca Cola, for instance, were compelled
to implement them under the settlement terms of the discrimination law suits.

4) Soon, a whole diversity management industry arose to meet and encourage the need of
the same. Large companies started creating diversity task forces and also began appointing
diversity chief officers.

5) Meanwhile, social scientists had been studying bias for decades. Psychologists looked at it
in the lab, economists studied its effects on housing and markets and sociologists would study
the effects of the same on schools, neighbourhoods and even workplaces.

6) But aside from a few examples, like Lewins example, the research literature had largely
limited itself to only diagnosing the problem rather than proposing solutions for them.

7) A sociologist from the University of Arizona also quoted, We were increasingly frustrated
by the fact that we know a lot about what kinds of disparities there are in organizations, and
what kind of disadvantages women and minorities faced, but we know almost nothing about
how to reduce them.

A.4 Need for Diversity Training

1) Increased Cultural Consciousness

Diversity training promotes awareness of diverse cultures, races, sexual orientations and
gender considerations that can strain communication in the workplace. Increasing the level of
cultural consciousness in the workplace is beneficial as people begin to learn tolerance for
individuals of different cultures. The necessity of individuals to understand the cultural
viewpoint of others is a useful skill in both business and one's personal life. Through
increasing cultural awareness, people can ideally begin to strive for common ground in
12

misunderstandings and thus make a more productive environment in which the organization
can carry out its mission.

2) EEO Compliance
Organizations that engage in diversity training are more likely to comply with Equal
Employment Opportunity standards as set forth by the U.S Equal Opportunity Employment
Commission. Compliance with EEOC standards will ensure that your organization has the
correct amount of coverage for your type of business. By engaging in EEO training for your
employees, you can decrease the risk of liability for organizations if they violate EEOC
standards. Complying with EEO standards varies from organization to organization, so it's
important for businesses to check whether they must comply with all EEO standards.

3) Greater Employee Retention

Many diversity training consultants report greater success with employee retention with
organizations that engage in regular diversity training. The reasons for this are not hard to
understand: Greater understanding of diversity in the workplace creates an air of
understanding and tolerance, which makes employees more likely to feel comfort in their
jobs. Through promoting diversity enrichment training, employers can begin to understand
the various blockages to retention as filtered through the eyes of diverse world views.
Employers may find that misunderstandings among differing cultural, racial, gender or sexual
positions create tensions that contribute to significant turnover.

4) Improved Recruitment
Through understanding the kaleidoscope of cultural differences, organizations increase
recruiting efforts. Through improving diversity understanding in the workplace, organizations
inadvertently create an environment that communicates openness and acceptance, which
improves the desirability of an organization. Recruiters need to know the importance of
diversity in the workplace in order to seek diverse viewpoints and cultures in their recruiting
efforts. By seeking diversity in recruiting efforts, organizations can improve their EEO
compliance and become greater competitors in an increasingly diversity aware business
climate.
13

5) Reduced Harassment and Discrimination

A comprehensive diversity training program can help to reduce an organizations harassment
and discrimination suits. Promoting a zero tolerance policy for EEO violations helps to
improve employee comfort with the work environment. While some research suggests that
employee diversity training is ineffectual in reducing legal repercussion, it is important for
organizations to seek training programs that are comprehensive and interactive. Finding the
right diversity training program for your organization is crucial. Many online or distancelearning programs are ineffectual because they do not promote hands-on interaction, which is
what promotes sustained retention of diversity concepts.

A.5 Importance of Diversity Training

Because of the challenges individuals sometimes have in incorporating diverse

perspectives in group settings, it is important that managers manage diversity in the
workplace. A manager can help guide these differences to the benefit of innovation
and inclusion in the organization.

Human resource managers are often tasked with managing many aspects
of diversity in organizations, but project managers and other managers with whom
employees directly work or to whom they directly report can also guide inclusion practices.

Stereotypes may affect the performance of a team, limiting employees contributions

to the areas are seen as typical to persons in the given stereotypical category. To address
this issue, managers can mix teams, monitor all members progress, and allow individuals
to self-select for roles.

14

Diversity training is another way that managers and other employees can manage
diversity in the workplace. Diversity training has the purpose of increasing
participants' cultural awareness, knowledge, and skills.

Because of the challenges individuals sometimes have in incorporating diverse perspectives

in group settings, managing diversity in the workplace is essential. A team or organizations
diversity can include diversity across religion, sex, age, and race, but can also include
diversity across work skills or personality types. All of these differences can affect team
interactions and performance. Global businesses demand management that can work in a
diverse environment.

Diversity is beneficial to both the organization and the members of the company or
organization. Diversity brings substantial potential benefits, such as better decision making
and improved problem solving; greater creativity and innovation, which leads to enhanced
product development; and more successful marketing to different types of customers.

Diversity provides organizations with the ability to compete in global markets.

A manager can help guide these differences to the benefit of innovation and inclusion in the
organization. This includes not only hiring practices but also communication and career
development practices over the course of an employees career with a firm.

Human Resources (HR) is often tasked with managing many aspects of diversity in
organizations, including the attraction, selection, training, assessment, and reward of
15

employees, but project managers and other managers with whom employees directly work or
to whom they directly report can also guide inclusion practices. The process of inclusion
engages each individual and makes people feeling important to the success of the
organization.

For example, stereotypes may affect the performance of a team. A person may be
misunderstood early in an interaction. Contributions may be limited and specific strengths or
talents may be overlooked because they do not seem prominent in the given stereotypical
category. On the other hand, poor performance can be overlooked in an individual because
they belong to a stereotypically desirable group. Managers can combat this by mixing teams,
creating smaller mixed teams for subtasks, monitoring all team members progress, and
allowing individuals to volunteer for roles rather than being cast into their default role, as
defined by their stereotypical category.

Diversity training is another way that managers and other employees can manage diversity in
the workplace. Diversity training is training for the purpose of increasing participants'
cultural awareness, knowledge, and skills, which is based on the assumption that the training
will benefit an organization by protecting against civil rights violations, increasing the
inclusion of different identity groups, and promoting better teamwork.

A.6 Challenges of Diversity and Diversity Training

There are challenges to managing a diverse work population. Managing diversity is more
than simply acknowledging differences in people. It involves recognizing the value of
differences, combating discrimination, and promoting inclusiveness. Managers may also be
challenged with losses in personnel and work productivity due to prejudice and
discrimination and complaints and legal actions against the organization (Devoe, 1999).
Negative attitudes and behaviors can be barriers to organizational diversity because they can
harm working relationships and damage morale and work productivity (Esty, et al., 1995).
Negative attitudes and behaviors in the workplace include prejudice, stereotyping, and
16

discrimination, which should never be used by management for hiring, retention, and
termination practices (could lead to costly litigation).
Communication
Perceptual, cultural and language barriers need to be overcome for diversity programs to
succeed. Ineffective communication of key objectives results in confusion, lack of teamwork,
and low morale.
Resistance to change
There are always employees who will refuse to accept the fact that the social and cultural
makeup of their workplace is changing. The weve always done it this way mentality
silences new ideas and inhibits progress.
This can be the overriding challenge to all diversity advocates. Armed with the results of
employee assessments and research data, they must build and implement a customized
strategy to maximize the effects of diversity in the workplace for their particular organization.

A.7 Disadvantages of Increasing Workforce Diversity

Business communities admire employers that strive to increase diversity throughout the
workforce. However, companies that implement their strategies for increasing diversity
encounter a number of challenges. The challenges related to receptiveness to training and
prioritizing hiring decisions based on diversity can transform those challenges into
disadvantages.

1. Mandatory Training
Increasing workplace diversity often includes mandatory diversity training, during which
employees, supervisors and managers receive lessons on how best to interact with customers,
clients and employees who represent diverse populations. Mandatory training for some
employees is the equivalent of forcing employees to accept diversity at all costs, regardless of
their personal exposure and experiences. Training that's forced upon employees may have
17

unintended consequences. Employees who feel diversity training shouldn't be mandated

might believe instead that the mere concept of diversity is more important than any other kind
of employee training and development the employer provides to improve employees' skills
and capabilities.
2. Hiring Manager Authority
In the name of increasing workplace diversity, employers may feel pressured to recruit
applicants from diverse groups. Many hiring managers believe that employer edicts
concerning increasing diversity require them to overlook more suitably qualified applicants in
favor of applicants who bring diversity -- not necessarily talent -- to the organization. In these
circumstances, hiring managers may begin to resent how increasing workplace diversity
affects their ability to exercise independent judgment, as well as their authority in making
hiring decisions.

3. Workplace Relationships
Employees who realize the company's goal is to increase diversity may feel they are less
important if they don't represent the typical diverse populations that focus on race, sex,
national origin, age and disability. In a workplace where employees don't belong to diverse
populations, these employees may feel undervalued and unappreciated based purely on the
fact that they don't represent diversity. They also might believe that employees from diverse
groups have more opportunities for advancement, thus disrupting the working relationships
they once had with colleagues and co-workers.
4. Myriad Accommodations
Although the premise of workplace diversity is mutual respect, making accommodations for
numerous diverse groups' demands can become burdensome on employers, making diversity
management difficult. Employee requests and work constraints based on religion, national
origin, gender and race can become overwhelming if your workplace has so much diversity
that it takes a full-time human resources staff member just to keep track of accommodating
the needs of diverse groups in the workplace. Examples of accommodating numerous diverse
populations include translating materials into multiple languages and having interpreters on
hand for meetings with employees, accommodating employee absences due to religious
18

practices or disabilities, as well as adjusting business hours to coincide with preferred

schedules for employees with different work styles and personal obligations

CHAPTER IV REVIEW OF THE LITERATURE

A sociologist from the University of Arizona also quoted, We were increasingly

frustrated by the fact that we know a lot about what kinds of disparities there are in
organizations, and what kind of disadvantages women and minorities faced, but we
know almost nothing about how to reduce them.

19

Outtz, James L, 2004 Women who make less than half the workforce are actually
expected to fill out about 65% of the jobs during the current decade. Be it any kind of
a professional, the success of that person depends upon their skill to adjust and work
in a diverse place. Companies have now realised that they require a diverse workforce
and they stressed upon each employee to learn the art of working in a diverse place
for growth of both organisation and self.

Van-Knippenberg, De-Dreu, Homan, 2004 To revalue the phrase diversity,

organisations must take it as a source of strength rather than hostility and conflict. It
does not come naturally for any person to accept a different nature so easily. It is a
major concern for organisational behaviour nowadays to help and adjust workforce
with each other.

Grano, J. J, (1999) One underlying issue is that people promote racism though a lot
of them try to make believe that it no longer exists. They believe that society is
changing but they themselves are not able to adjust in their organisation when it
comes to diversity. The phenomenon remains in theory only.

CHAPTER V ANALYSIS
(Methods and Approaches of Diversity Training)

A good diversity training program must prove its worth in a business and why would
it be advantageous for that business. A lot of programs talk about it morally and

20

politically sound but few make it to the bottom line to actually solving the problem or
even being implemented.

A program is said to be outdated if it still only aims at curing problems related to

difference in race and gender, because diversity includes any and every kind of
uniqueness and difference.

Diversity is a topic that comes with a lot of bias perceptions therefore the program
must touch the participant from the inside. It should challenge the presumptions and
should draw them towards introspection. A way to do this is to get to their heart where
they really reside truly.

A good and effective program should never blame anyone for their biasness or
perceptions because it may trigger a defensive attitude barring the participant to learn
about the positives.

A topic like diversity is usually heavy loaded. A good facilitator must also
occasionally be humorous so as to avoid suffocating and shutting down the
participants. It should help the participants to lighten their emotions and any
overloaded offence.

Anyone would not like a training program which is not connected to reality. No
training program would succeed without relevant examples, statistics, inorganisational topics related to diversity. That would be a total waste of time and
money.

A.1 On what basis does the training occur

1. Type of Learning
They differ on the basis of strategies and techniques decided on the level it is being
addressed. There are two basic approaches
a. Didactic Approach It suggests that interaction among people from different
cultures will be more effective when there is reciprocal understanding of the other
persons culture. It is most suited on those trainings that primarily target knowledge
and awareness as it is based on cognitive domain and involves group discussions.

21

It is suggested that didactic or cognitive learning is effective in creating awareness but

lacks in inculcating cross cultural sensitivity. Though these methods prove to be
successful in providing models to frame conversations.
b. Experiential Approach It suggests that the best way to inculcate adjustments into
the participants is by actively engaging and making them participate. It involves role
playing and simulations, group discussions of various personal experiences. It is
extremely effective as participants transfer real life instances into a learning
experience for others.
This type of approach is typically used when the organisational culture is going
through major changes. It is positioned as a strategic intervention where participants
are involved in mostly sharing their own data. One of the main aspects are learning
how to engage oneself effectively so as to enhance the skill to work across
differences.
c. Perception Exchange An application of the above approach gave rise tp this
technique where all participants grouped along gender and ethnic lines drew what
they thought was the effect of the organisation and different groups on them. These
drawing were later discussed with the whole group where a lot of them realised that
not all people working with them experience the organisation in a similar manner and
usually the difference lied in gender, caste, religion identities, etc.
This was described as a very powerful, jarring, profound and enriching experience for
the people who were not exactly accustomed to group working or behaviour which
also lead to a very coherent group.

2. Individual or Group Learning

In some diversity training programs, participants are accumulated without giving

much thought to their function or position in the organisation or relations with toher
employees. The approaches where participants hierarchal positions are usually
ignored are the ones where change of behaviour is the main objective or the change
desired so is of individual or interpersonal level.

This sort of pattern may be seen when diversity training is one component of other
training sessions offered by the HR Department. In this approach, participants learn

22

from each other as well as take learning individually and apply it at the daily
workplace.

But when the training is more of a systematic intervention, the configuration of the
participant group and the learning taking place at that level is given more attention.
Therefore, in this perspective, it is not what the individual learns from the training but
also the entire group in that room as a collective are bound to learn.

It becomes a first time experience for a lot of participants to be in a work related

environment and be themselves and even get work done.

3. Duration
The duration of both the trainings whether specific or organisational vary. Top leaders of the
organisation are also asked to only commit about 12-15 days to the total training process.
Training and education are seen as an on-going process.

4. Trainer Roles and Competencies

The functions of a trainer are to teach, facilitate, model and counsel. Teaching is a
function and a skill which is required by every diversity trainer. Almost all the trainers
involved in a diversity training program involve in helping their participants learn
information and develop important necessary skills. This requires immense flexibility
and knowledge ability to deal with conflicts.

In the facilitation process every participant must be considered and taken care of.
One major task is to create a group context in which everyone is atleast included. The
trainer is supposed to be proficient enough in doing such an activity where
knowledge, experience and insights are shared with each other.

23

Modelling is extremely important because there is a general notion with a lot of

people that it is possible to work effectively across differences is a new concept and a
bit dis-concerning. When trainers who are different in the context of group
dimensions model the way it is done then it actually becomes a vital source of
learning for participants.

To model effectively it is important to work in a diverse team. And those who work in
this thought process believe that diversity training is difficult to do alone.

Consulting is the next important step for managers and leaders. If the training is
based on a strategic model then managers and leaders must be ready at a short time
span to shift gears and plan a redesign to meet the requirements of the particular
group and organisation as they would relate to overall objectives of inculcating
change.

These managers have to keep the entire change effort strategy and organisation in
consideration of what is going to affect the participants in the assessment stage. A way
to achieve this is conducting a one to one interview session with each participant prior
to the training session to understand the depth of the situation.

Therefore the mix of skills appropriate to deliver a successful training program at an

individual level and to the organisational specific needs will require different
ingredients.

A.2 Activities Involved in Diversity Training Programmes

Name that feeling The purpose of this activity is to help the participants focus on
what it feels like to be different in just one word.

Diversity Letter Game To ascertain the definition of diversity from the participant
itself. Every participant writes the full form of diversity according to their
perception.

Who Do You Know? This activity helps participants to begin to explore what they
know about different cultural groups.

Time Marches On This activity helps participants to understand how values for one
person changes over a time period.

24

Back To The Future It allows the participants to reflect on their diversity issues
and experiences and share them with fellow participants.

Learning Styles This activity helps the participants to understand the differences in
learning and to identify their own learning style.

Political Savvy This activity enables the participants to determine the most efficient
and effective qualities for leadership for different culturally diverse groups.

Impact of Culture The purpose is to define culture and to ascertain those aspects of
culture that affect a persons work environment.

Ups and Downs It enables the participants with knowledge and understanding
about people from different groups both inside and outside the organisation.

Personal Influences The purpose of this activity is to understand the variety of

cultures and perceptions of values, education and other backgrounds.

Seeing is Believing, or is it? This activity helps the participants in recognising that
the way a person can see certain things may be selective and/or subjective in nature
and often culturally determined, often.

Which line is shorter? A game where the perception of the participant is being put
through a test for the evaluation of openness and broadness in thinking.

Communicating An exercise where each participant gets to discuss their ways of

making an ice breaker conversation with another person of a different group. How
efficiently both people can adjust and work together along with conflict resolution
strategy.

A.3 DESO Model

The DESO Model of Intercultural Communication is known to resolve communication
problems across various cultures. It is used as a guide to develop particular skills for dealing
with people from across diverse cultures when discussing needs, conflict, motivation,
perception, assumptions, etc.
Bifurcation of the model -

25

D - Describe the exact behavior that is under discussion and your interpretation of it.
Determine the important facts; be objective; use concrete terms.
E - Express your feelings about the situation. If you are upset, confused, frustrated, just say
so calmly, directing yourself to the behavior and not the person. Evaluate all perspectives,
showing respect for the others point of view. Examine the intent as well as the content.
S - Specify the new behavior you would prefer. Speak about alternate approaches.
O - Outline the outcome, the positive results expected from the new behavior. Observe how
everyone needs to know the consequences

Describe
Express
Specify
Outline

Old Behaviour
Feeling about current scenario
New Behaviour Preference
Positive Outcomes

26

CHAPTER VI CONCLUSION

Diversity Training is the need of the hour when it comes to the corporate business
world and the entire organisation must know the techniques of dealing with the
same.

If diversity training does not exist in an organisation there are chances of major
conflicts, hostility, imbalance, absenteeism, which ultimately lead to failure of
personal and organisational objectives.

Employees have better ways of handling new diverse culture by broadening their
outlook and gaining a knowledge base about diverse cultures so as to eliminate
miscommunication.

New employees from a different background also have a series of training where
they learn the skill of adjustment and effective communication to eliminate
alienation from the rest of the organisation.

Diversity cannot be avoided due to the growth in globalisation. Every organisation

wants to go international, and with this step it faces the issue of adjustment to
diverse cultures and people.

Due to diversity training programs, employees are benefitted to the extent that
they are confident enough to approach anyone in their work environment.
27

Adjustment and Acceptance are key components to be taken care of during

inculcating diversity training to the employees.

BIBLIOGRAPHY & REFERENCES

1. What kind of diversity training works? Gregg Ward, CMC (2008)
2. 50 Activities for Diversity Training Jonamay Lambert (1994)
3. Reviewing Diversity Training: Where we have been and where should we go?
Katerina Bezrukova, Santa Clara University; Karen A. Jehn, Melbourne Business
School; Chester S. Spell, Rutgers University (2012)
4. The Boston Globe Drake Bennett (2010)
5. Diversity Training in Public Organisations Rodrico A. Jackson Jr, Southern Illinois
University Carbondale (2011)
6. Training for Business School: Does Diversity Training improve productivity,
performance and fair promotions? Loren Henderson, Patrick Washington, Akilah
Watkins Butler

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Last updated on February 20, 2014

This document explains the Terms of Use under which you may use PaperRater.com ("PaperRater"), its
products and services. Please read these Terms of Use carefully. By using PaperRater you are agreeing to
these terms and that you are legally able to be bound by these terms. If you are using PaperRater on
behalf of an organization, that organization accepts these terms to the same extent as an individual
using PaperRater.
PaperRater may modify or revise these terms at any time, at its sole discretion, by updating this page. By
using PaperRater after an update to the Terms of Use, you are agreeing to abide by the revised terms, so
you should periodically check this page for updates. Do not use

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