izational structures if their full talents are to be utilized for the benefit of the organization. Organizations, therefore, must work to recreate structures and processes that cater to a diverse workforce (Newell, 1995, p. 142-143).Achieving and managing diversity demands sensitivity to and respect for group and individual differences. It also requires that both managers and employees conform to a uniform code of conduct, and adhere to a basic professional etiquette (Oubre, 1997, on-line). One of the first steps to optimizing the productivity of employees is to help them intellectually and emotionally understand why different groups of people have diverse beliefs and cultural behaviors. The ultimate goal of this process is to recognize and eventually transform stereotypes of others that reinforce age-old prejudices. When individuals are able to change their rigid views so that they can perceive others in a more favorable light, then the conflict and tension decreases (Oubre, 1997, on-line). Getting ThereRealizing the need for competence and accountability with diversity issues is the easy part, the hard part is figuring out how to do it. Obviously, it may be necessary at first to sponsor specific diversity courses. But eventually, diversity management should be incorporated into normal leadership training or mentoring programs. Although initially a company may put special accountability measures in place, eventually accountability should be built into the organizations normal appraisal systems (Digh, 1998, p. 64). As with Johnson Controls, it may be advantageous for a company that looks at results as a part of their appraisal systems, to build diversity management into its mission statement, business objectives and strategies. Efforts to develop and use performance evaluations that measure diversity competencies reflect the commitment to diversity as a business benefit systems. Performance expectations address the employees ...
