In the article, “Turn diversity to your advantage” from the August 2003 issue of Research-Technology Management, Mary F. Sloan and Joan M. Schork state that “for corporations to be competitive in global markets they must take advantage of the benefits of a diverse workforce” (Salomon 2003, 37). The article shows statistical evidence that both women and minorities combined only represent a small portion of the doctorate level workforce (Salomon 2003, 37). Several studies, performed by the Industrial Research Institute, showed that women involved i

The article ends with the issue of implementation. Although there is universal agreement as to the advantages of diversity, the majority of implementation occurs and exists at the mid-management level (Salomon 2003, 44). There is an extensive list of related paperbacks included at the end of this article for further research into this trend toward changing corporate policies, which is further proof that it is a “Hot Topic”. Once more shareholders become aware of the statistics comparing all-male leadership to diverse male-female leadership, there will be more pressure toward involving more women at higher levels of leadership (Salomon 2003, 37-38).

The article states that creating a diverse workforce will require a critical mass of the minority group that is needed to form these groups without difficulty (Salomon 2003, 41). In this aspect, the article takes a much different perspective than the textbook takes. Fro example, the textbook tends to define diverse workgroups as ones that are made up of members from different departments or educational backgrounds such as, marketing, research and development, finance, manufacturing, and others (George 2002, 378). Although it is true that both examples adequately define diversity, the article suggests that a much wider scope of dive

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