Managing Diversity--the Courage to Lead

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Greenwood Publishing Group, 2000 - Business & Economics - 250 pages
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White women and people of color now constitute the majority of the U.S. workforce, yet ninety-seven percent of senior managers of Fortune 500 and Fortune 1,000 industrial companies remain white men. It's clear that leaders of American organizations are requited to play key roles in a world that has become strange to them, says Cross. To succeed in an increasingly competitive global environment, our organizational leaders must have the courage to act outside their comfort zones--to try to understand, interact with, motivate, develop, and retain a work force that is alien to them.

Cross' book provides the practical assistance they need. Because racism, sexism, and other forms of oppression are not rational, help cannot be found wholly in rationalism. Such biases arise from emotional and psychological bases. Our leaders are thus forced to confront their barriers within barriers that exist at every level of their organization. Cross uses her own experiences as an African American woman and as an experienced, and recognized management consultant to demonstrate how oppression functions at the individual, group, and systems levels, but her book is not a memoir. Rather, it is a sophisticated explication of a complex and complete system of organizational change, with case studies and other useful aids, which, if fully grasped, will enable courageous leaders to succeed in understanding and dealing effectively with the urgent crosscultural and gender issues in the workplace.


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No "anti-racists" say a 100% Black area needs more diversity.
No "anti-racists" say a 100% Asian area needs more diversity.
No "anti-racists" say a 100% Muslim area needs more diversity.
According to "anti-racists", they are already 100% diverse.
They say ALL & ONLY White area need to be more diverse, and that White areas only stop needing to be more diverse when there are no White people left in them.
Anti-racist is a codeword for anti-White.


Leadership for Democracy The Managing Diversity Intervention
Behind the Model
Managing Diversity The Beginning of a Theory
From Theory to Practice
The Theory Evolves
Jaraco Corporation A Case Study in Culture Change
White Men as Champions
Putting It All Together The CoreStates Story
Citizens All Toward the Future
The Discourses of Diversity The Links Between Conversation and Organizational Change
Measuring Results
Suggestions for Further Reading
The Language of Diversity An Introductory Guide

What We Need to Know to Manage Diversity

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About the author (2000)

ELSIE Y. CROSS is founder and president of Elsie Y. Cross Associates, Philadelphia, Pa., an organization development consulting firm. A member and former chairperson of the National Training Laboratories of Applied Behavioral Science (NTL) and member of the Organization Development Network, she holds master degrees in business and in psycho-educational processes from Temple University. Ms. Cross has consulted to national, state, and local governments, governmental agencies and educational institutions, and lists among her many corporate clients a number of Fortune 500 companies in petro-chemicals, pharmaceuticals, communications, power, and manufacturing. This is her third book.

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