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Essay / Research Paper Abstract
A 4 page critique of an article by Von Bergen, Soper and Foster (2002) pertaining to unintended negative consequences that can result from diversity management training. The writer explores the points made by the authors in depth, summarizing their arguments and evaluates the article as extremely informative on this subject. No additional sources cited.
Page Count:
4 pages (~225 words per page)
File: D0_khdivmgt.rtf
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Unformatted sample text from the term paper:
research study. While the article authored by Von Bergen, Soper and Foster (2002) is informative, it does not include a summation of a research study, but rather addresses the topic
purely from the standpoint of a research paper. In other words, there is no sample group, methodology, summation of results and discussion of findings, as one would find in an
article summarizing empirical research results. However, this is a scholarly article and it is clear that the authors consulted both primary and secondary sources. Therefore, this writer/tutor will try to
follow the outline as closely as possible. The authors begin by making it clear that their orientation supports diversity management and that they consider diversity training to be extremely
important. But while the goal of diversity management is to create a positive work environment for all employees through the utilizing and being open to human differences, the authors also
assert that attempts at managing workforce diversity have the potential to produce negative effects (Von Bergen, Soper, and Foster, 2002). Therefore, this research team examines the question of how what
benefits should become the focus of managing diversity within the workforce and what degree of emphasis should be placed on thee efforts. Von Bergen, Soper and Foster (2002) begin
by examining why diversity management is important. In this section of their article, they differentiate between diversity management and affirmative action programs, as well as how the prediction of increased
diversity in the workforce as fostered a new industry of diversity management "specialists." However, the authors point out that "High demand, coupled with a lack of regulation, has led to
legions of quacks consisting of thousands of self-proclaimed diversity trainers" (p. 240). In the next section, entitled "What goes wrong?" the authors examine why so many diversity management training programs
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