Discrimination

Introduction

The urge to reduce cost and fierce competition in business have driven companies to find best solutions to increase revenue while keeping costs as low as possible. Expanding into foreign market could be a sweet temptation for companies in order to increase revenues and market share. We call such companies that operate worldwide as Multinational Companies (MNCs) or Multinational Enterprises (MNEs) while we refer the expansion process as Globalization. Nowadays, globalization is almost a common issue within the business world because of the undeniable benefits and necessity of going abroad.

Currently, we witness there are so many large and small and medium enterprises (SMEs) have broaden their presences into foreign markets. However, the processes of expanding businesses abroad should not be viewed as ordinary activities since they requires massive and demanding changes in order to survive the intense competition and other complicated aspects. To deal with such changes, companies require staffs or employees having distinct qualities such as people who can endure the process and help the company to build their new ‘structure’ within foreign markets.

For the very least, this team of pioneers must consist of people with interests in international matters, multilingual language capabilities, and knowledge on managing cultural diversity in workplace (Delaney, 2002). In short, we will find that the difference between general HRM and International HRM lies on the ability of multinational companies to deal with cultural diversity, gender issues, and diverse needs of local markets. In order to obtain benefits of being a multinational company, therefore, the company should employ appropriate approaches into International Human Resources Management (IHRM).

For this reason, in this paper, we will elaborate several issues on IHRM II.

Strategy of International Human Resource Strategy (IHRM)

In a lecture material, International HRM is generally about how multinational companies or enterprises manage their geographically dispersed workforces. By meaning, Taylor (1996) defines IHRM as a range of people management functions, processes and activities which involve consideration of more than one national context.

Since IHRM deals with issues in more than one national context, therefore, we might see that multinational companies face several challenges in order to meet local responsiveness in which those challenges become contemporary issues in IHRM: ? International presences mean that multinational companies need to address the variations in customer demands ? Winning local market is characterized by local competition rather than multinational competition ? In some places, there is a strict political barriers that may prevent multinational companies to do specific action?

Local Legislation may force multinational companies to provide products or services prevent full standardization of product – leading to more tailored approaches. Concerning the needs to cope with above challenges, International HRM increasingly promotes and develops cross-cultural competence. This is imperative since enhancing competence for international workers have two complex dimensions: Dispersed geographic locations means that multinational companies should coordinate operations to be effective.

The presence of multiculturalism implies that multinational companies should foster coordination to be effective. In order to foster good communication between headquarters and local offices, usually, headquarters appoint expatriates on short & long-term assignments in foreign offices for a variety of purposes including to acquire & transfer knowledge, to develop and manage subsidiaries, to maintain communication from headquarters, and to strengthen the development of global competencies.

In order to succeed in overseas, in lecture material, we find that the key success of expatriates is their ability to conduct cross-cultural adjustment to a host country, understanding laws, language, gender issues, and customs & practices. In this manner, Sparrow and Hiltrop (1994) list some ccompetencies of intercultural issue for expatriates that are important to be effective international managers:

• Ability to conduct effective communication and interpersonal skills
• Cross-cultural awareness and sensitivity (debating rules, negotiation, non-verbal communication, humour, awareness of own culture).
•  Ability to work in diverse teams
• Understanding linguistic richness

Above competencies as listed by Sparrow and Hiltrop (1994) emphasize the idea that cultural issues become significant elements in IHRM since MNCs involve the interaction and movement of people across national borders.

Under such circumstances, the appreciation of cultural diversity and understanding on the importance of this diversity is essential. This is due to the new environment, which a MNC faces in foreign market, requires many behavioural adjustments in a relatively short period of time.

Or else, people will experience a cultural shock when dealing with cultural diversity. III. Case of IHRM III. 1 Case of HRM in China Instead of taking in effect any regulation that addresses their relation to business strategies, in China, they are still developing the rules and regulations for human relations and recruiting and labour. On January 1, 1995, the Chinese came up with a new labour law that outlined some of the human resources policies in China, but is vague in many areas.

According to Ames Gross, for every ten jobs in China, there is only one qualified person (Gross, 1996). Culture also becomes an obstacle from foreign companies in entering China. This is because multinational companies in China are finding it hard to attract and keep talented managers. “According to a survey released in October by management-consulting firm Hewitt Associates, 43% of senior managers and leaders in China voluntarily leave their organizations each year, compared with just 5% in Singapore and 11% in Australia” (Wozniak 2004).

Edward Turner, managing partner of Shearman & Sterling, a law firm in Hong Kong, says that the fact underlying the huge turnover is that many Chinese companies are overpopulated with managers and under managed. Moreover, Wozniak also reveals, “companies seeking to draw from a larger pool of experienced managers by recruiting, for instance, in other Chinese-speaking locales such as Hong Kong and Taiwan may lead into problems. According to Hewitt officials, 66% of senior managers hired from outside the company and outside China either quit or are replaced within their first 18 months on the job” (2004).

The reason is that managers from Hong Kong and Taiwan often are poorly accepted in mainland companies because of language, cultural and political differences. Moreover, according to a study in examining what motivates people to stay conducted by Grey Global Group, an advertising company that employs more than 350 people in China, turns out that compensation came fourth on the list of factors motivating staff to stay with the company. The factors that do retain the staffs are acknowledgment of a job well done, training and feeling part of a bigger thing (Wozniak 2004).

Eric Rosenkranz, Gray’s president for Asia Pacific, says managers are facing the turnover in fast-growing China and staff retention has always been a problem, which is natural. In such an explosively growing economy, where demand far outstrips supply, the best people will always be recruited. The main drawback of Chinese is most of the local are not usually familiar with Western business practices and normally do not speak English. Therefore, it can be tricky trying to recruit them as employees for a Western firm. In the past, Gross says, “When Chinese people finished school they were assigned to a certain factory for work” (1996).

Moreover, those state-nm businesses did not keep adequate records of their employees’ backgrounds and accomplishments. Consequently, it is often difficult for Western recruiters to evaluate the backgrounds of locals – unless they have already worked for foreign companies. The biggest opportunities for recruiters in China today are the returnees. There are many potential returnees located in Europe, the U. S. and Australia, people who want to return home in order to build their countries for nationalistic reasons since the mainland experiences business booming.

Gross and Dyson reveals, “employment structure has undergone a vast change since China opened to outside investment and development in the early 1980s. At that time, a potential employee had little or no choice as to job assignments. Entering into an employment arrangement meant that the employer would supply housing, children’s education, health-care and even food” (1997). Moreover, during the period, the state has forced every single university graduates to accept positions that the state selected for them according to the needs of the state, not the employees.

Since then, as the country is more opened to foreign companies, the graduates can seek their jobs that suit their needs. However, there is still a big deal difference in terms of salaries between local and foreign employees. Gross (1996) reveals, “Salaries for local people in the major cities – Beijing, Shanghai, are normally somewhere between US$3,000 and $7,000 per year. Expatriates from Europe and the U. S. can earn $75,000 to $100,000 or more, while Taiwanese and Hong Kong ex-pats earn somewhere around $65,000 to $90,000.

Moreover, gross says that expatriates also get other benefits such as expensive housing, education, and hardship benefits while locals receive insurance and housing allowances, and returnees require packages somewhere in between the locals and the ex-pats. The reason is that most foreign companies assess that local employees lack of basic skill for working in global mindset, the English language so that foreign companies are paying local employees much lower than their expatriates counterpart and the returnees.

Case of HRM in UK

Women’s involvement in the labour market is steadily increasing. There is also a growing convergence between the participation of women and men in paid work. The most significant difference between the sexes is the pronounced pattern of gender segregation in different industrial groupings and occupations. If in the past decades, we seldom find women head large corporations, at present, we might see that many of them are being the CEOs of large companies such as HP’s Carly Fiorina.

In the UK and other countries, it is common that the labour market continues to include strongly gender-segregated industries. Some are heavily male-dominated such as engineering whilst others are mainly female-dominated such as hairdressing. Another differentiation is on the number of working hours. This is true since men are overwhelmingly concentrated in full-time work, while large numbers of women work part-time and this is closely associated with their responsibilities for children and other dependants.

Under these circumstances, women remain disadvantaged compared to men. The notion points out the definition of occupational segregation, which means women are concentrated in lower skilled and lower paid jobs with less access to vocational training and education. Female employment in the UK is now at the highest rate ever, “… with women comprising 45 per cent of the workforce and just below 70 per cent of women in employment” (Kirton and Greene, 2000). The largest employment rate increase in the last decade has been among women with below five-year-old children.

In order to minimize the negative impact of diversity, the British legal and regulative framework for diversity and equality is set out in several Acts. It means that UK organizations can be held legally liable for cases of discrimination on grounds of gender, race, and disability. 1. Sex Discrimination Act (SDA) (1975) that covers discrimination on grounds of gender, marital status and gender reassignment 2. Race Relations Act (RRA) (1976) that deals with discrimination on grounds of color, race, nationality, or ethnic or national origins 3.

Disability Discrimination Act (DDA) (1995) that cope with the issue on discrimination against people with disabilities. Disability is defined as a physical or mental impairment, which has a long-term adverse effect on the person’s ability to carry out normal day-to-day activities IV. Cultural Diversity IV. 1 Importance of Dealing with Cultural Diversity Concerning the cultural diversity, we find that many companies that have been doing business internationally for decades suddenly fail. We might raise a simple question regarding to it, “How come?

” In contrast, there are also companies that relatively do not have extensive experience in operating in foreign countries becoming successful multinational corporations. There are several practices concerning managing cultural diversity. One of example is a MNC that decides to expand into foreign countries by sending an expatriate general manager under the auspices of local HR department manager since the local person is familiar with the host country’s HR practices. Although this practice seems attractive, however, in the end, it might cause serious problems.

A case on an Australian mining company operating Indonesia is a good example explaining this issue. Dowling, Welch & De Cieri (1989) explain that the local manager conduct common practices in Indonesian HRM by hiring his relatives rather than applicants with the required technical competence. On the other hand, the Australian’s General Manager considers this as nepotism, a negative practice in Australia according to his own value system but it turns out to be on opposite in Indonesian.

The above case shows the importance of managing cultural diversity for MNC aims at expanding into other countries. Therefore, the situation suggests that there is not single panacea when dealing with IHRM strategy. Majlergaard says that it is important for MNCs to identify quick- wins IHRM strategy and ensure that the MNCS review their HRM policies and practices regularly in order to find out whether they are up to date with market requirement or need changing or adjusting. Change in IHRM policy and practice and Its Influence on International Organisations.

Previous section emphasizes on the importance of managing diversity in IHRM. There is good example shown by several multinational companies when dealing with changes in IHRM policy and practices. The United Nations Conference on Trade and Development (UNCTAD) in its annual survey of foreign direct investment uses “index of transnationality”, which is an average of ratios of foreign assets to total assets; foreign sales to total sales; and foreign employment to total employment, as tools to measure the effectiveness of IHRM policy for MNCs.

Out of the ten companies, we do not find any U. S. firm like Coca-Cola and McDonald’s. Both are ranked 31st and 42nd, respectively. The reason is the two companies still have larger size of domestic market, in the U. S. Therefore, we can summarize that the key to successful IHRM policy and practices is to build as many as branches in foreign market so that any MNCs can obtain important lessons in managing cultural diversity. More importantly, we can see that for companies that have a very large domestic market, like U.

S. companies, will likely to face difficulty in managing cultural diversity since local HRM’s policy will influence all aspects of how the company organizes its activities when expanding into foreign markets. IHRM policy and practice As a company grows from a scratch in a paper into a worldwide-operated company, they soon find that managing people become tough challenges since they should find appropriate method of bringing all elements of the company, the human resources, into one that the company envision.

Therefore, in order to obtain a success in managing human resources in MNCs, the company should come with appropriate human resource strategy since knowledge workers in a MNC need updated information on continual basis. Dean and Mary Tjosvold (1995) in their book titled Psychology for Leaders: Using Motivation, Conflict, and Power to Manage More Effectively point out that “Top management sets policies; managers make decisions and solve problems; and employees do their assigned tasks”. Based on the above statements, it is obvious that top managements are responsible to create a healthy working environment.

It means that a company needs spirit of corporate entrepreneurship in order to improve the company’s performance. According to Watson (1998), human resource strategy is the general direction or objective that a company follows in order to help the company continues growing in the long term. V. Finding the Right HR Policies The first is integration of HRM in two senses: integrating HRM into an organization’s corporate strategy, and ensuring an HRM view in the decisions and actions of line managers.

In this manner, AMS should involve selecting the HRM options consistent with (and which promote) the particular corporate strategy. The option is determined by the type of employee behaviour expected (e. g. innovation) needed to further support the corporate strategy. For instance, MNCs should determine the HRM policies in relation to recruitment, appraisal, compensation, training, etc. differ according to whether the business strategy is one of innovation, quality enhancement or cost reduction.

This is imperative for MNCs since the companies typically deal with thousands or hundreds of thousands employees in many countries, each with distinctive HRM policies and practices. This situation suggests that MNCs should create a system that match both the company and individual needs through appropriate recruitment and selection or reward and punishment strategy, for instances. VI. Conclusion Companies as they grow are expanding into foreign market in order to increase market shares, hence increase revenues.

Those companies that share such characteristics are called Multinational Companies (MNCs) or Multinational Enterprises (MNEs). However, expanding into foreign market is not merely the matter of appropriate marketing and sales strategy. It also suggests that those companies need the right international human resource management (IHRM) as well. In this paper, we have shown while IHRM is basically similar to general HRM, however, IHRM put emphasis on cultural and gender issues since from one country to another, both issues have different treatment.

Cultural issues become a significant element in IHRM since MNCs involve the interaction and movement of people across national borders. There are many companies that have been doing business internationally for decades suddenly fail while there are also companies that relatively do not have extensive experience in operating in foreign countries becoming successful multinational corporations. The key is not the marketing or sales performance but the right strategy in their IHRM. We also have provided attractive findings that out of top ten most foreign-oriented multinational, there are no U. S. originated companies in the lists. We can conclude form the findings that the key to successful IHRM policy and practices is to build as many as branches in foreign market so that any MNCs can obtain important lessons in managing cultural diversity. More importantly, we can see that for companies that have a very large domestic market, like U. S. companies, will likely to face difficulty in managing cultural diversity since local HRM’s policy will influence all aspects of how the company organizes its activities when expanding into foreign markets.

Works Cited

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Racism is a problem that has existed in our society for many years. The roots of racism date back to when slavery was considered normal, and even further back then that. Racism happens all the time, everyday and everywhere. It is a complex issue which occurs at many different levels. In the world of sports racism is happening more often and becoming more of a concern. The first major example is of Jackie Robinson. Robinson is considered a leader in the black community for breaking the color barrier in the sport of baseball.

Although Robinson went through a great deal of prejudice, many black athletes today face similar problems. The National Hockey League, Major League Baseball, and many other associations are dealing with this problem even still today. Racism doesn’t only occur on the field. Today the management side of sports is more racist then the on field part. Racism is a problem that existed in sport when it first originated and continues to exist even in the world of sport today. Racism started in the beginning of sport when there were two separate leagues, the white league and the black league.

It was in 1947, when Jackie Robinson stepped into the white world of baseball, that people noticed this was occurring. At the time no one was concerned with this because everything was segregated back then. “The verbal taunting, physical abuse, and death threats unleashed on him and his family had the 27 year old on the verge of mental breakdown (Guss, 1997). Robinson got through it by ignoring all those comments and using it as the reason he would play, to prove everyone wrong.

He realized that he represented an entire race of people and if he were to explode he would condemn himself and his entire race. “I suffered then because I hoped to provide a better future for my children and for young black people everywhere, and because I naively believed that my sacrifices might help a little to make America the kind of country it was supposed to be”(Guss, 1997). Despite all the negativity, Robinson excelled in the majors by winning the 1947 Rookie of the Year award and helping lead his team to the World Series.

Robinson’s perseverance throughout his career is what paved the way for black athletes to make a stand and prove to the world that they can compete with white athletes. After Robinson’s career was over the opportunity for black athletes to play on the same level as whites athletes had increased greatly. Although Jackie Robinson was discriminated upon half a century ago many black athletes today have to go through similar racism. In Major League Baseball racism is still a concern.

Even though today African Americans are given an equal opportunity to compete, there are still certain people and players that disagree with this. In the same day and age that Albert Belle can earn $10 million per year, indicating that players are paid based on talent rather than skin color or personality, African Americans failed to make any progress (Guss, 1997). A big controversy that occurred during the 2000 baseball season included Atlanta Braves relief pitcher John Rocker. In an interview with Sports Illustrated Rocker made many derogatory, sexist, and racist remarks about the city of New York and the people who lived there. For his actions he was given a 22 game suspension and a reputation in society and throughout baseball as a racist(http://www. spn. go/profile/prifiles. com/mlb).

Another example of racism in modern day baseball involves Marge Schott. “In an interview with Primetime Live, Cincinnati Reds owner Marge Schott repeated her belief that everyone uses the word nigger. She argued that racism is an invention of the press. Schott had been suspended from baseball for allegedly declaring that ‘I’d rather have a trained monkey working for me then a nigger,’ and remarking ‘Hitler was good in the beginning but he went too far”(Steinberg, 1992).

Schott was punished for her remarks with a $25,000 fine, a suspension for one year, and removal from the Reds day to day operations. Baseball chairman Bud Selig wants to make it clear to everyone associated with baseball that racism will not be excepted in this business. From John Rocker to Marge Schott the world of baseball has been altered by their remarks. It was thought that there was racist thoughts in Major League Baseball, but these two actions brought it to the forefront. The chairman definitely made the right move by suspending and fining these two.

By doing that he shows that “racist utterances have no place in the national pastime”(Kirshenbaum, 1993). The National Hockey League is a sport that has been dominated by white players for its entire existence. There is an extremely small percentage of black players in the NHL today. Mike Greer of the Edmonton Oilers is one of these few black players. During one of the games last season Greer was being given a hard time and players kept yelling racial slurs at him. Another incident that occurred was between Marty McSorley and Donald Brashear.

Donald Brashear, like Greer, is one of the few African Americans in the National Hockey League. The incident that occurred between these two was that McSorley hit Brashear in the face with his stick. This happened toward the end of the game, in which MrSorley was immediately thrown out of the game. NHL Commissioner Gary Bettmann acted quickly by hitting McSorley with a suspension for the remainder of the regular season, which only had twenty three games remaining. This was the longest suspension for any player due to an on ice incident.

On top of that suspension the case was taken to court. “Although McSorley was found guilty by a Canadian court he received only an eighteen months probation, and the offense won’t appear on his record if he completes the time without violating the terms of the probation. McSorley is also forbidden to play against Brashear in Canada or the U. S. during the probationary period. As an unrestricted free-agent it’s possible no one will sign the 17-year veteran; if they do, he must meet with NHL Commissioner Gary Bettman before being reinstated”(Hardesty, 2000).

Race is an issue everywhere and it always going to be,” says Pro Bowl running back Ricky Watters. “It’s sneaky now. The owners have to be politically correct now. It isn’t fashionable anymore to be a racist. Now they have to kind of go behind the scenes, but believe me it’s still there. It’s not really something you can explain. It’s just a feeling. Just look at how many black head coaches were hired this year”(Guss, 1997). This quote was in response to the year of 1997 when Sherm Lewis, offensive coordinator for the Green Bay Packers who is African American wasn’t even interviewed for a head coaching job.

This is an issue because teams usually look for successful coordinators to be the head coach of their team. Sherm Lewis had just led his team to a Super Bowl appearance, while having his offense lead the league in points and yards per game. On top of this Dan Reeves, former coach of the New York Giants, was offered a head coaching position for the Atlanta Falcons after going 31-33 his last four years. It makes you wonder why a successful offensive coordinator with four Super Bowl appearances under his belt would not get interviewed while another man with a poor record would be given a head coaching job.

As NFL’s all time sack leader Reggie White puts it, “There is racism in the NFL. There are teams who have problems with black coaches and black quarterbacks”(Guss, 1997). Racism does exist in every aspect of life. From earlier times to more recent times it is obvious that racism is a part everyday life. When Jackie Robinson broke the color barrier in sports in 1947 he had imagined that by today things would have changed significantly, and to some extent they have. Even though African Americans are now allegedly offered similar treatment in sport, they are still treated differently.

In all sports there is a very small percentage of African American coaches and managers. In some cases the black coach has had a much better resume, but still not given the job. This is the world we live in today. Racism is still a problem and will continue to be until their are changes made in the front office. As says, “It’s a closed society in many ways. We will still have some problems in sports, no question about it. I want people to realize that we still have a long way to go”(Guss, 1997).

The Age Discrimination in Employment Act (ADEA) defines age discrimination, or ageism, as organizational decision-making that takes into account the age of employees when making decisions of employee benefits (Sawyer, 2017). In the past decade, even more cases of age discrimination have surfaced, causing businesses and companies money, time and credibility. (Doyle, 2018). Regardless of age, employers should be judged based on their performances and qualifications.

Though it is illegal, companies still act in unethical ways, offering different pay and benefits, job assignments, and even termination or layoffs because of age (Sawyer, 2017). As of 2017, the Equal Employment Opportunity Commission (EEOC) reported that about 21 percent of discrimination complaints were regarding age (Doyle, 2018). Employees must receive the same benefits regardless of age, the only exception being when the cost of providing supplemented benefits to young workers is the same as providing reduced benefits to older workers (Doyle, 2018).

Laws protect some personal rights, for those who believe they are discriminated against, and companies face serious consequences. The ADEA protects applicants and employees who are 40 years of age or older from employment discrimination based on age, and applies to private employers with 20 or more employees, state and local governments, employment agencies, labor organizations and the federal government (EEOC Publication). According to case statistics reported on the EEOC, there was an increase in the number of age discrimination cases filed between 2005 and 2015 (Sawyer, 2017).

Google Inc, the infamous technology company, is known as one of toughest companies to land a job with. Google is also known for its start-up mentality and flat organizational structure, which means that there are few or no levels of middle management. Like all other companies and organizations, leaders at Google set the standards and decide whether the company will be ethical or not.

Google found themselves fighting against age-discrimination lawsuits, having the first filed in 2007, followed by the second known case in 2015. These two cases offer insight into the implications of accommodating an aging workforce (Sawyer, 2017). In the first case, the plaintiff, Brian Reid was an employee who claimed he suffered age discrimination at the job (Sawyer, 2017). Reid claimed he encountered ageist attitudes from both coworkers and management, which resulted in termination after a performance review. (Sawyer, 2017). This caused Google’s reputation to become tainted, and they suffered financial costs.

Work ethics and behaviors trickle down to employees, and Google was found guilty of illegally discriminating against someone because of their age. In 2015, Robert Health also filed a case against Google, claiming unfair employment practices and was convinced his age was the reasoning. Many workers want to work for Google because the company is perceived as one of the best firms to work for and the employees define the company’s capabilities, such as the capability to innovate rapidly (Meyer, 2017). It is pertinent for companies to create “age fair” work environments (Sawyer, 2017). Leaders create and shape company culture through their behaviors.

The age discrimination concerns for Google are severe because it affects the company’s organizational functioning. Inclusive leadership means venturing beyond one’s own perspective, and always doing the right thing. There are solutions and options to reduce age discrimination, and Google, like other companies benefit from making better ethical decisions. If companies are aware of the law, have clear policies, evaluating employee performances, and training staff at all levels of the organization, discrimination can be avoided. It infringes of employees’ rights of fair treatment.

Not hiring someone because they are older could potentially cost employers the years of experience and older worker may have. Workers may even be concerned that once they hit a certain age, they may lose their job or be terminated. Clear guidelines for employers and aging workers, alike, regarding their right and responsibilities need to also set forth to ensure a fair and age equitable workplace (Sawyer, 2017). The company also needs to proactively review on a continual basis and ensure non-ageist practices in the workplace (Sawyer, 2017). By doing so, this decreases the feeling of insecurity by the employees.

Policies and codes of ethics are significant in businesses because they are essentially management tools for organizational values. Ethical leadership and reasoning can help companies gain the respect of employees and customers, which is an indirect link to profits for the business. Organizations that are effective, customer-centric, and employee-oriented, develop a clear, concise and shared meaning of values/beliefs, priorities, and direction within their organization (Doyle, 2017).

Communication, integrity, inclusion, and sensitivity to the needs of the employees round out the qualities and characteristics of an inspirational leader. The capacity to impart enthusiasm, reason, and significance to others sets up the helpful culture of an organization (Heathfield, 2018).

Promoting diversity in the workplace benefits employers because such organizational strategic planning promotes a positive work environment, which stimulates organizational productivity (Sawyer, 2017). Having this type of workplace environment allows employees to be divers in age, skillsets, levels of creativity, and open-mindedness. When employees have different perspectives and ideas are not uniformed, it allows diversity amongst the organization. If leaders respect all workers, give them access to the same opportunities, promote the most qualified candidates, and quickly address issues of stereotypes or unfortunate language, for example, it’s easier to create a healthy corporate culture.

Organizations are denied to subject workers to unreasonable treatment or unmitigated segregation in view of these legitimately secured qualities (Doyle, 2017). Proactively avoiding age discrimination in the workplace requires organizations and businesses to incorporate discrimination and diversity training. Aside from training, it’s important to clearly define policies and set expectations for what will occur if a violation happens (Doyle, 2017).

Because workplace ethics set the standards for the behavior of organizations, any type of discrimination in a company is seen as unethical. Discrimination is closely related to corporate social responsibility because this determines the moral behavior of the leaders and employees. Employers do not have the right to discriminate. The more developed an organization is, the likelihood of unethical behavior to occur is less likely.

Implications of Affirmative Action on Business ` Affirmative actionprograms, as we know them, are less than 50 years old, and are usually viewedas a series ofpositive steps taken to ensure the representation of minority groups in fields that have traditionallyexcluded them. It protects both racial and ethnic minorities, as well as women, in the areas of education, business, and government. Affirmative action, whichhas its roots in the Constitutional ideal of equal opportunity, is the government’s way of both eliminating inequality and making amends for past discrimination.

Sometimes viewed as “reverse discrimination” for blatantly favoring one group over another, affirmative action programs often differ in the extent to which they attempt to rectify discrimination by either instituting reviews of the hiring process for minority groups or explicitly preferring members of select groups. In many ways, affirmative action has helped women and minority groups obtain and keep positions in either work or school that they would otherwise have been unable to attain.

However, since the beginning of affirmative action in the 1960s, these policies have had many implications for businesses—both positive and negative—and have instituted many changes. ` ` President John F. Kennedy signed Executive Order 10925 in March of 1961. The order was originally designed with governmentcontractors in mind, and stated thatsaid contractors would “take affirmative action to ensure that applicants are employed, and employees are treated during their employment, without regard to their race, creed, color, or national origin. Executive Order 10925 did not advocate special treatment of minority groups, as would later come to pass, but was initially intended to eliminate discrimination from hiring and employment practices. In Title VII of the Civil Rights Act of 1964,the government’s position on the policy of affirmative action was solidified, and a new branch of the U. S. Department of Labor was created: the Equal Employment Opportunity Commission (EEOC). The purpose of the EEOC was to serve as a mediator between plaintiffs and private employers who disregarded the tenets ofaffirmative action, and to ensure restitution to the affected.

These changes to hiring and employment practices caused many to voice concerns: Should minority groups receive preferential treatment in fields they were previously excluded from? Does this constitute a violation of the principle of equal opportunity in the form of “reverse discrimination”? ` ` In 1965, President Lyndon B. Johnson issued Executive Order 11246 which required government contractors to actually document their efforts to ensure equality in hiring practices, and gave the Secretary of Labor the right to investigate and rectify anyaccusations of discrimination. The government could punish violations of the order by canceling contracts, barring companies from future contracts, and other measures” (Kowalski, 27). In 1967, Johnson’sorder was furtherexpanded by Executive Order 11375 to include women as well as minorities and, in 1968, under the administration of President Nixon, specific goals or “quotas” for the hiring of women and minorities wasinstituted. By 1972, the “four-fifths rule” was in effect, which “held that firms contracting with the federal government should not be allowed to hire any race, sex, or ethnic group at a rate below four-fifths that of any other group” (eNotes).

The EEOC was also strengthened in 1972 by the Equal Employment Opportunity Act. Now, the Commission was able to file class action law suits against corporations in violation of affirmative action policies. The Carter administration, in 1977, initiated the Public Works Employment Act, requiringat least ten percent of federal money given to certain projectsto be allocated toboth minority and women business enterprises. ` ` During the 1980s, affirmative action felt little government support under Presidents Ronald Reagan and George Bush.

Both resisted expansion in government contracting, and court decisions began to negate some affirmative action programs. Universities and businesses were struggling to conform to theguidelines of affirmative action while still maintaining certain standardsof operation. Eventually, many of these programs were either scaled-back or set-aside altogether. In the 1990s, Clinton vowed to “mend, not end” affirmative action programs. He began to reevaluate the programs of several federal agencies, which some believe had positive results. ` There are many arguments for affirmative action in hiring and employment practices. Historically, almost 90% of all jobs are filled internally, with positions going to relatives and friends of those already employed. Employers often fill these positions with people who are under-qualified, and had the position been advertised properly, the hiring managers may have found a better candidate for the job. Affirmative action has “encouraged many companies to engage in employment practices that set minimum standards of job definition, recruiting, outreach, and evaluation hat result in choosingthe right person for the job” (Diverse Strategies). These practices also promote diversity. When properly managed, diversity can “increase creativity and innovation in organizations as well as improve decision making by providing different perspectives on problems” (Judge, 20). Greater diversity in certain fields, such as medicine and law, will increase the aid given to underrepresented groups. ` ` The main focus of affirmative action, however, is to level the playing field and counter both ongoing discrimination as well as bigoted attitudes.

Even in this day and age, minorities and women continue to lag behind white Anglo-Saxon protestant men in the business world. Male employees may be promoted over women, because some companies still put women on a “mommy track” without their consent, and many people publicly lie about how they feel with regards to race. Studies have shown that many people “found it easier to link women’s names with home-related words than with career-related words” (Kowalski, 45), and test subjects “are often quicker at linking black faces with negative words than with positive words” (Kowalski, 45). ` With all of these arguments for affirmative action, there are still critics that believe these policies not only perpetuate continued racial tension, but alsolead members of these groups to believe they cannot succeed on their own. Supreme Court Justice Clarence Thomas is quoted saying “It never ceases to amaze me that the courts are so willing to assume that anything that is predominantly black must be inferior. ” Affirmative action is also seen to stigmatize people.

Others may assume that someone obtained their position because of affirmative action, and this breeds resentment and anger. People relate to each other as either inside or outside the groups benefiting from affirmative action, and it becomes a “them versus us” mentality. Managers,who have never done anything wrong, may feel painted with a bigot or chauvinist brush. ` ` Opponents of affirmative action also believe itviolates the idea of a merit system. Choices in hiring, raises, and promotions should benefit the people who worked hard and deserve them.

Any hiring decision istheresult of an interview, given bymanagers who already have ideas about the qualities an employee should have, and as such, should be based on the skills and education the candidate brings to the table. Managers feel constrained by words such as “quota” and “preferential treatment” when it comes to hiring decisions, and developa negative outlook on the idea of affirmative action. ` ` Not only do managers find it interferes with hiring decisions, many businessesalso feel that affirmative action is a burdensome procedure.

Scores of businesses protested “they were wasting too much time on paperwork and spending too much money defending themselves against discrimination charges” (Anderson, 167). During the Reagan years, research into the cost of affirmative action policies for businessesestimated that “a contract compliance review cost a contractor over $20,000, and that such appraisals were costing the Fortune 500companies $1 billion annually” (Anderson, 167;that estimate has only grown. ` Another issue is that some employees, or potential employees, now use affirmative action as a form of revenge if they feel they have been slighted in some way, such as by not being hired or notreceivinga promotion. It is very difficult to prove that someone was discriminated against based on their race or gender, but the case can still take many court hours and much money. Because of this, many businesses are more likely to settle out of court, rather than tie up thousands of dollars in court fees.

This ends with the company taking a financial hit and the angry employee with a settlement. ` ` Since the introduction of affirmative action in the 1960s, affirmative action has had many implications for businesses. Businesses now have to fill certain quotas based on how many people they have working for them, they are subject to reviews of their policies and procedures,and businesses owned by minorities and females are given special privileges and loans that are not offered to others.

Businesses arealso responsible for the financial burdens placedon them as a result of affirmative action. Many employees feelthat affirmative action is “reverse discrimination”,because hiring managers are openly favoring one group over another based on their race or gender,and many believe affirmative actioncontinues to perpetuate racial tension. ` ` With all of these issues, it’s no wonder that some peoplehave negative feelings and attitudes toward affirmative action.

They feel that jobs should be given to the people that most deserve them, and that raises and promotions shouldbeawarded basedon the merit system. It is impossible for businesses to operate fairly to all within the guidelines of affirmative action since, by definition,it requires businesses to base their hiring standards on what the government requires rather than ontheir business needs. Hiringthe best possible candidate for a job, no matter what race or gender, should be the main goal when making hiring decisions, and not what minority group may be underrepresented in your company.

As long as affirmative action is law, businesses will have to finda way to meet its requirements or face harsh fines and lawsuits, and while there are many compelling arguments against affirmative action, its policies will not be changed any time soon. ` Works Cited “Encyclopedia of Small Business/ Affirmative Action”. eNotes. com. April 8, 2009 http://www. enotes. com/small-business-encyclopedia/affirmative-action. com. Anderson, Terry H. . The Pursuit of Fairness: A History of Affirmative Action. New York, NY: Oxford University Press, Inc. , 2004. Coulter, Ann. How to Talk to a Liberal (If You Must).

New York, NY: Crown Forum, 2004. Grapes, Bryan J. . Affirmative Action. San Diego, CA: Greenhaven Press, Inc. , 2000. Judge Timothy A. , and Robbins, Stephen P.. Organizational Behavior. Upper Saddle River, NJ: Pearson Education, Inc. , 2009. Kowalski, Kathiann M. . Open for Debate: Affirmative Action. Tarrytown, NY: Marshall Cavendish Benchmark, 2007. Skrentny, John D.. The Minority Rights Revolution. Cambridge, MA: The Belknap Press of Harvard University Press, 2002. Tong, Clifford M.. “Diverse Strategies”. Diverse Strategies Incorporated. April 8, 2009 http://www. diversestrategies. com/Affirmative_action. htm.

MAGMA It was coldest November day when my friend and I went to the Birmingham Civil Rights Institute. Coming here brought back a lot of memories because feel like Civil Rights was the majority of what we studied in grade school. From the minute I parked I saw the 16th SST Baptist Church that was bombed many years ago. I remember taking field trips there when was a child. Walking through the building was like taking a journey through Birmingham contributions to the Civil Rights Movement and human rights struggles.

The most familiar part of the institute was going past Martin Luther King Jar. ‘s exhibit. I always enjoyed hearing his speeches because he has so much passion when he spoke. He actually helped me out in my speech class my freshman year. Another section remembered studying in grade school was the displays of segregation. There were separate bathrooms and water fountains and they depicted how the ‘White” bathrooms were spotless and the “black” bathrooms were run down and dirty.

And who can forget Rosa Parks and ere decision to stay put in her seat, ignoring the bus driver, James Blake, on December 1, 1955. Overall, I enjoyed my visit to the Birmingham Civil Rights Institute. I thought it was going to be a walk in, look at stuff and leave type of thing but it truly brought back many memories from grammar school and what we studied then. I would encourage anyone who has not been to the Civil Rights Institute to go and see for themselves how interesting and heartfelt it is to see the past of our city, Birmingham, and what has become of it now. Birmingham has come a long way.

College of Humanities ETH/125 Version 6 Cultural Diversity Copyright © 2010, 2009, 2007 by University of Phoenix. All rights reserved. Course Description This course is designed to educate students about issues of race and ethnicity by presenting historical and modern perspectives on diversity in the United States, and by providing tools necessary to promote a respectful and inclusive society. Students will complete several activities that allow them to examine their own values in relation to the values of various other racial and ethnic communities. Policies

Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: •University policies: You must be logged into the student website to view this document. •Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Schaefer, R, T. 2006). Racial and ethnic groups (10th ed. ). Upper Saddle River, NJ: Pearson Prentice Hall. Associate Level Writing Style Handbook, available online at https://ecampus. phoenix. edu/secure/aapd/CWE/pdfs/Associate_level_writing_style_handbook. pdf All electronic materials are available on the student website. Week One: Race and Ethnicity: Key Concepts Details Due Points Objectives 1. Recognize key terms and sociological concepts related to race and ethnicity. 2. Describe subordinate group creation and consequences. Course Preparation Read the course description and objectives. Read the instructor’s biography and post your own.

Reading Read Appendix A. Reading Read Ch. 1 of Racial and Ethnic Groups. CheckPoint Defining Race and Ethnicity Write a 200- to 300-word summary that answers the following questions: •What do the terms race and ethnicity mean to you? •Why are these concepts important to United States society? Tuesday 15 CheckPoint The Sociology of Race and Ethnicity Resource: Ch. 1 of Racial and Ethnic Groups Utilize Appendix B to match key terms with their correct descriptions. Post the completed Appendix B as an attachment. Thursday 15 Assignment Journal Entry of a Subordinate Group Member Resources: Ch. 1 of Racial and Ethnic Groups and the U.

S. Census Bureau American Fact Finder website athttp://factfinder. census. gov Select one of the following subordinate groups from Ch. 1 of the text. Because the chapter does not list all subordinate groups, you may select any other group that has a documented history in the United States. •Subordinate Groups: Native Americans, African Americans, Chinese Americans, Japanese Americans, Arab Americans, Filipino Americans, Korean Americans, Vietnamese Americans, Asian Indians, Hawaiians, Irish Americans, Polish Americans, Norwegian Americans, Jewish Americans, Cuban Americans, Mexican Americans, and Puerto Ricans.

Identify and describe which, if any, of the following creation and consequence situations the group has faced: •Creation: migration, annexation, or colonization •Consequences: extermination, expulsion, secession, segregation, fusion, or assimilation Write a fictional, first-person account of the creation and consequence situations of a subordinate group in the United States in the form of a 700- to 1,050-word journal entry. Describe, as if you were a member of that subordinate group, where the group originated, how it came to the United States, and one or two locations in the United States where members of your group live.

Be creative in your fictional descriptions, and accurate with your facts. Research your text, the Internet, or the University Library for information about your chosen group. Of particular usefulness is the People section of the U. S. Census Bureau American Fact Finder website athttp://factfinder. census. gov Cite your sources consistent with APA guidelines. Post your journal entry as an attachment. Sunday 100 Week Two: Recognizing and Overcoming Prejudice Details Due Points Objectives 1. Recognize how people are impacted by stereotypes. 2. Prescribe methods for strengthening modern efforts to reduce prejudice. 3.

Recognize difficulties in analyzing prejudice. Reading Read Ch. 2 of Racial and Ethnic Groups. Reading Read Ch. 3 of Racial and Ethnic Groups. Reading Read Ch. 4 of Racial and Ethnic Groups. Participation Participate in class discussion. 4 days/wk 10 Discussion Questions Respond to weekly discussion questions. Tue/Thur 10 CheckPoint Implicit Association Test Complete the Harvard-Hosted Implicit Association Test (IAT) using the following instructions. The test should take about 10 minutes to complete. •Navigate to the Project Implicit® home page at https://implicit. harvard. edu/implicit/ and clickDemonstration. At the IAT home page, click on the Go to the Demonstration Tests link. •At the Measure Your Attitudes page, find and click on the I wish to proceed link. •You will be prompted to select a test. Take one of the following IAT tests: ?Race IAT ?Arab-Muslim IAT ?Native IAT ?Asian IAT ?Skin-tone IAT Post a 200- to 300-word summary that answers all of the following questions: •What was the result of your IAT? Do you think that the test produced valid results in your case? •In your opinion, is it difficult to accurately measure prejudice? Why or why not? •Describe other measurements sociologists utilize to calculate prejudice.

Friday 30 Week Three: Countering Discrimination, Immigration in the United States Details Due Points Objectives 1. Recognize sources of discrimination in your environment. 2. Describe your personal cultural background. 3. Associate being an immigrant to the United States with its inherent challenges. CheckPoint Modern Challenges in Immigration Resources: Ch. 4 of Racial and Ethnic Groups and the U. S. Citizenship and Immigration Services (USCIS) website atwww. uscis. gov Browse through the USCIS website, paying special attention to immigration forms, fees, fingerprinting, services, and benefits.

Select an immigrant group from Ch. 4 of the text. Imagine yourself as a current member of your selected group, and consider the following question: Would I want to immigrate to the United States, and why? Think about what opinion you would have of the immigration process, including naturalization, the costs, fingerprinting, and so forth. Consider whether the process would seem easy or difficult for you as an immigrant. After you have thought about your answers, proceed to the next step of this CheckPoint. Post a 200- to 300-word summary that answers all of the following questions: Should United States government policy favor certain kinds of immigrants? •Should citizenship preference be given to the neediest applicants? The most talented? The most oppressed? The richest? •Should applications from certain countries be given priority? (Feltey, 2006, p. 11) Thursday 30 Assignment Ethnic Groups and Discrimination Resources: Racial and Ethnic Groups, the Internet, and the University Library Select an ethnic group to which you belong. If you identify with more than one group, choose the group with which you most identify or about which you would like to learn more.

Write a 700- to 1,050-word essay in which you answer the following questions: •Conduct research to determine if the group colonized or if it immigrated to the United States. Did the group face prejudice, segregation, racism, or any combination of the three? If so, how and why? Include your research findings in your essay. You may search through chapters of the text as part of your research. •Was this group affected by any of the following forms of discrimination, or did it participate in any of the following forms of discrimination? If so, describe: ?Dual labor market Environmental justice issues ?Affirmative action ?Redlining ?Double jeopardy ?Institutional discrimination ?Reverse discrimination ?Glass ceiling, glass walls, or glass escalator •Do you culturally identify more with the ethnic group you examined, with United States mainstream culture, or with both equally? Format your essay consistent with APA guidelines. Post your paper as an attachment. Sunday 100 Week Four: African American Group Progress, Modern African American Dynamics Details Due Points Objectives 1. Describe the effects of slavery on modern America. . Associate African American leaders and groups with their successes of the Civil Rights and Black Power movements. 3. Weigh persisting social inequities endured by African Americans. Reading Read Ch. 7 of Racial and Ethnic Groups. Reading Read Ch. 8 of Racial and Ethnic Groups. Reading Read Ch. 11 of Racial and Ethnic Groups. Participation Participate in class discussion. 4 days/wk 10 Discussion Questions Respond to weekly discussion questions. Tue/Thur 10 CheckPoint Leaders and Legislation of the Civil Rights and Black Power Movements Research Ch. of the text and Appendix C to identify events and leaders of the Civil Rights and Black Power movements and their contributions to their respective causes. Complete both Parts I and II of Appendix C. Post the completed Appendix C as an attachment. Friday 30 Week Five: Muslim and Arab Americans Details Due Points Objectives 1. Describe the impact of Orientalism on Muslim and Arab Americans. 2. Identify causes of prejudice and discrimination against Muslim and Arab Americans. 3. Compare and contrast United States-centric views of Muslim and Arab Americans with United States-centric views of Christian Americans. CheckPoint

Characteristics of Orientalism, Prejudice, and Discrimination Resource: Appendix D Post a 200- to 300-word response in which you complete the following: •Explain the difference between Muslims and Arabs. •According to research and news reports within the past 2 years, what are some of the changes the United States has made to policies concerning the treatment of Muslim and Arabic members of society? •List two to three characteristics of Orientalism. How may Orientalism and prejudice contribute to hate crimes against these groups? •What may individuals do to promote tolerance and reduce prejudice in their towns and cities?

For ideas, visit the Teaching Tolerance website at http://www. tolerance. org, and the Southern Poverty Law Center website at http://www. splcenter. org. Thursday 30 Assignment United States-Centric Views Comparison Provide a copy of Appendix D to a friend or family member and ask that person to complete the table contained therein. In doing so, your chosen participant will consider what he or she thinks are the common United States-centric viewpoints on Muslim and Arab American and Christian American groups. Ask your participant to return their completed appendix at least 1 day before this assignment is due.

Complete a duplicate copy of Appendix D, following the same directions as your participant. Write a 350- to 500-word summary in which you compare and contrast your participant’s answers with your own answers, and address the following questions: •How are your table answers similar? How are they different? •Do either tables list descriptors in the Both Groups category? Describe. •From either or both tables, name one or two descriptors that you think represent true facts about each group and one or two descriptors that you think are false. •How do you think an average American’s perceptions of each group are created?

Post your summary and both completed copies of Appendix D as Microsoft® Word attachments in your Assignments Section. Sunday 100 Week Six: Native American Cultures Details Due Points Objectives 1. Evaluate the overall effectiveness of Native American organizations in the advancement of their people’s needs. 2. Recognize how key policies shape the relationship between tribal Native Americans and the federal government. 3. Differentiate among causes of tribal poverty and prosperity. 4. Describe levels of Native American assimilation within mainstream society.

Reading Read Ch. 6 of Racial and Ethnic Groups. Reading Read Ch. 9 of Racial and Ethnic Groups. Reading Read Ch. 10 of Racial and Ethnic Groups. Participation Participate in class discussion. 4 days/wk 10 Discussion Questions Respond to weekly discussion questions. Tue/Thur 10 CheckPoint Legislation Legacy Resources: National Congress of American Indians websitehttp://www. ncai. org and the Indian Country Today website athttp://www. indiancountry. com Post a 200- to 300-word summary of a current issue between Native Americans and the federal government.

Identify the legislation that you think is linked to the issue, and explain why you think there is a connection. Consult the National Congress of American Indians website, the Indian Country Today newspaper, or another online source for examples of pertinent issues. Friday 30 Week Seven: Hipic American Diversity Details Due Points Objectives 1. Describe cultural interests important to modern Hipic Americans. 2. Give examples of diversity among Hipic American groups. CheckPoint The Official Language Movement Resources: Racial and Ethnic Groups, the Internet, and the University Library

Investigate the official language movement, which is an important Hipic American cultural interest, described on pp. 243–244 of the text by researching bilingualism in education and politics in the United States. Find four to six credible websites or articles that support, oppose, or present information about bilingualism in education or politics. Most sources will focus exclusively on either topic of education or politics; therefore, try to find at least two sources per topic. Write one paragraph about each source, summarizing the main points presented. Provide APA-formatted reference citations.

Submit all of your summaries in a 200- to 300-word post. Thursday 30 Assignment Hipic American Diversity Resources: Racial and Ethnic Groups, the University Library, and the Internet Write a 1,050- to 1,400-word research paper in which you identify the linguistic, political, social, economic, religious, and familial conventions or statuses of four Hipic groups living in the United States. Your paper must address Mexican Americans, Puerto Ricans, and two groups of your choice from Ch. 9 of the text. Dedicate an equal portion of your paper to each Hipic group.

Conclude your essay by summarizing major differences and commonalties apparent among the groups. Format your paper consistent with APA guidelines. Post your paper as an attachment. Sunday 100 Week Eight: Asian American Relations Details Due Points Objectives 1. Recognize the cultural makeup of Asian American and Asian Pacific Islander minority groups present in United States society. 2. Compare and contrast the cultural experiences of Chinese and Japanese Americans. Reading Read Ch. 12 of Racial and Ethnic Groups. Reading Read Ch. 13 of Racial and Ethnic Groups. Participation

Participate in class discussion. 4 days/wk 10 Discussion Questions Respond to weekly discussion questions. Tue/Thur 10 CheckPoint Asian Americans According to the U. S. Census Bureau Complete the matrix in Appendix E using information from the Asian Pacific American Heritage Month press release located under the Materials tab on the student website. Post the completed Appendix E as an attachment. Friday 30 Week Nine: Core Concept Application Details Due Points Objectives 1. Describe the effects of the expansion of race and ethnicity on United States society. Capstone CheckPoint

Write a 200- to 300-word summary that answers all of the following questions: •What information about race and ethnicity in the United States has helped you better understand or relate to specific minority groups? •Have you learned something new about your own cultural history? •Trends in immigration will continue to shape the face of the United States. What will this face look like in the year 2050? •How might the country best prepare for the changing race and ethnicity of its current and future citizens? Thurs. 30 Final Project Race and Your Community Resource: Appendix A.

Write a 1,400- to 1,750-word autobiographical research paper that analyzes the influences of race as it relates to your community. In your paper, write your first-person account of how human interactions in your community have been racialized. For the community, you may consider relations within your neighborhood, local government, service groups, clubs, schools, workplace, or any environment of which you are a part. Answer the following questions and provide examples: •Do members of your community look like you? In what ways do they look the same or different? How do leaders within your community treat people who are like you? How do they treat people who are different? •How do other members of your community treat people who are like you? How do they treat people who are different? •Do your texts or work manuals contain information by or about people like you? •Do the local media represent people like you? If so, in what ways? •What are some similarities and differences between you and the people who are in leadership positions in your community? Do you think minority group interests are represented within your community? If you could resolve any inequities within your community, what would you change? How and why? •Which main concepts from the text relate to race? Apply some of these concepts to your project. Include the following elements in your paper: •The thesis addresses racial issues in your local community. •The content is comprehensive and accurate. •The paper itself draws on your personal experiences with and opinions about cultural diversity in your community. •Three sources are used, and one source is a community member, leader, or representative from a local community organization. The paper is written in first-person point of view, with an autobiographical approach. •Text concepts are applied to your observations. •Assignment questions are answered. •The paper includes perspectives from supporting sources. •The conclusion is logical, flows from the body of the paper, and reviews the major points. •Paragraph transitions are present. •The tone is appropriate. •Sentences are well-constructed. •The paper, title page, and references follow APA guidelines. •Rules of grammar, usage, and punctuation are followed. •Spelling is correct.

Post your completed research as an attachment. Sunday 250 Copyright University of Phoenix® is a registered trademark of Apollo Group, Inc. in the United States and/or other countries. Microsoft®, Windows®, and Windows NT® are registered trademarks of Microsoft Corporation in the United States and/or other countries. All other company and product names are trademarks or registered trademarks of their respective companies. Use of these marks is not intended to imply endorsement, sponsorship, or affiliation. Edited in accordance with University of Phoenix® editorial standards and practices.

We all want to live in the best city in the world. A high standard and quality of living is, after all, a very desirable thing. We have hopes and dreams and aspirations for what an ideal city should be. Magazines even routinely publish their own lists of the best cities in the world, so we can all have an idea of just what a great city should constitute. With that in mind, the following constitutes the ultimate model city. The model city is small, as larger cities have larger problems like pollution and crime.

Yet it is not so small as to have nothing to offer its residents. The model city covers ten square miles or less and has a population of between 5,000 and 10,000. That makes it large enough to attract certain amenities and small enough that it maintains its “hometown” feel and charm; it is also small enough that most of the residents will have the opportunity to know each other. The model city is a direct democracy. Its citizens all have a direct say in what goes on in the town, thus giving them a true feeling of ownership of the town.

The direct democracy is facilitated through regularly scheduled monthly town meetings (with an option to have extra meetings in cases or emergencies or extremely important and urgent topics). Town members can go to the meetings personally or appoint a proxy to vote in their place on issues. The town meetings are run by a town chairman, whose main function is organizing, holding, and acting as facilitator at town meetings. This chairman is elected by secret ballot by town citizens once a year to a year-long term with no term limits. Any issue that comes before the town is voted on in town meetings.

For certain functions that would require too frequent voting to be practicable, the town elects every other year to terms of two years with no term limits, committee members to oversee functions such as roads and parks, etc. The town has its own Constitution. It is a document drawn up at the founding of the town and amended throughout the years by town citizens as times and needs change. It lays out the rights and responsibilities of being a citizen of the town.

The town Constitution gives each citizen all of their basic freedoms found in the U. S. Constitution, plus describes the organization of their system of direct democratic government. The Constitution also guarantees non-discrimination in the town in all areas of town life. This non-discrimination policy extends to all races, genders, nationalities, and sexual orientations (and just to make sure the policy is followed, there is a committee of Equal Opportunity volunteers to look into allegations of discrimination and then report back to the town for votes on resolution). The town Constitution is displayed at the town hall for all to see.

The town has all of the basic necessities one would need in a town. These necessities include a fire department, a hospital, an elementary/middle school (grades K through 8) and a high school, a water department, an ambulance, a train station and a bus station. The town also has electric and phone service, is within range for cell phone service, and has cable and high speed internet capabilities. The water and fire departments are run by volunteer committees whose terms are for two years, when they can re-volunteer or allow others to do so.

There is no police department per se, but there is a volunteer citizens patrol, unarmed but with the power to make citizens’ arrests, and these volunteers take shifts patrolling the streets either on foot or in their cars. These patrol volunteers have terms of one year, renewable at will. All volunteers on all committees and departments, as well as all people in elected positions, can be removed by for cause by vote of the town. The town has an extensive system of parks and open spaces where children, families, and pet-owners can go.

These parks are landscaped, well-kept, and rely heavily on natural influences, meaning there are many trails, trees, and streams. Some parks have playground equipment, some have sports equipment, others do not. Each park has a theme, and attracts people who want to indulge in that theme (dog-walking, Frisbee, nature observation, etc. ). The town also has attracted several different ethnic restaurants, giving the town a variety of food from which to choose. The town has Chinese, Japanese, Indian, Vietnamese, Mexican, Ethiopian, Middle Eastern, French, Greek, Italian, and vegetarian restaurants available.

There is also a thriving community theater, which actively encourages community participants in its productions, and which has its own playhouse. For those who prefer the silver screen to the stage, there is a 4-screen movie theater. There are also three dance clubs in town, a contemporary club for the young adults, a ballroom/swing club for seniors, a line-dancing/karaoke club for families, and a club just for teenagers. The town also has several thriving civic organizations, including the Lions, Kiwanis, Daughters of the American Revolution, and a Garden club, to name a few.

In addition, there is always some sort of program or production going on at the elementary/middle school and high school, including sporting events with neighboring towns. There is always plenty to do and plenty to get involved with in the town. The residents do not lack for recreation. The town is very environmentally conscious. It has a curbside recycling program that picks up any sort of recyclable material and provides residents with color-coded bins for dividing recyclables. The town makes sure its water is not fluoridated and has a complex filtration system to make sure the water is pure.

All wires and cables are buried rather than on poles. Steps are taken through an environmental protection committee run by a committee of volunteers of those with knowledge in the field to make sure that any unavoidable pollution, such as through sanitation systems, has the minimal possible impact on the environment. None of the businesses in town is allowed to have any toxic emissions. Firearms are not allowed to be discharged within town limits, thus eliminating the needless killing of animals and resultant disruption of the ecological balance within the town.

The town, as a result, has some of the cleanest air and water in the nation and has attracted many natural and health foods stores. In the area of business and industry, most of the people who live in the town also work in it. The small area of the town has the added benefit of making it quick and easy to get to work, and carpooling and biking is encouraged through company car pool incentive programs and well-kept bike paths within the city. Most of the businesses in the town are locally owned and operated.

The town places a high value on independently owned stores, and has more than once successfully voted down proposals from big chains like Wal-Mart and Target to build there. The schools in town employ many town residents, as do the restaurants and grocery stores, the movie theater, and a wide array of specialty retail shops. The town is also home to several banks, bookstores, attorneys’ offices, salons/day spas, and even has a few family-run farms on the outskirts that employ some residents.

The town itself is an employer of those who work on sanitation crews and recycling trucks and at the public library. There are not any big companies or corporations in the town, as that would detract from the local, small-town atmosphere and may lead to an increase in pollution and could attract undesirable companies to the town. However, the town has enough local businesses and town departments to employ nearly everyone who needs employment. The town does levy a property tax and a school tax in order to create revenue for things it needs.

However, these taxes were voted on by the town members, and every five years, the taxes are re-evaluated at town meetings in order to determine if they should continue, and if so, if they should be increased, decreased, or remain the same. A town treasurer is elected every two years to handle the money from these revenues, to create a town budget that is then voted on by the townspeople for approval, and to make sure all the money goes to the appropriate places.

The town treasurer is allotted two volunteers to assist him or her in his or her duties, and these volunteers are selected at the times the town treasurer elections are held. The town is also home to a chapter of the Red Cross, and many people in the town are volunteers, and have learned how to be prepared for and handle disasters. These townspeople regularly give lectures and hold classes for other townspeople pertaining to these things, including giving a regularly scheduled adult and child CPR class and organizing and holding blood drives.

If a natural disaster were to occur in the town, the citizens would be prepared and know what to do. The town is not built in an area prone to earthquakes or floods, and there are no volcanoes nearby, so the chances of these disasters happening are remote. However, the chance of a violent storm, tornado, or blizzard is a possibility, and the residents are well-prepared for these events. The town also has 911 service for their local fire trucks and ambulances, and a connection at the town hall to the Federal Emergency Management System in case of larger emergencies. So far, this connection has not had to be used.