The article states, that workforce diversity will bring useful information and intelligence to organizations. Intelligences obtained from diverse workgroups are useful marketing tools for organizations. Third, the article also suggested that, "demographically diverse groups can outperform homogeneous groups on problem-solving and creativity tasks because diverse group contains a diverse Variety of information, experience, perspectives and cognitive styles" (Johnston & Packer, 1987). Most organizations seem to accept these findings.
3.
The "Workforce 2000: Work and Worker in the 21st Century" case study had an impact on many businesses and organizations shortly after the case study was published. Most businesses and organizations hired consultants to advocate making the business case for diversity in their labor force. Business and organizations began to attract and recruit talented employees from various cultures and ethnic backgrounds. Management had to become much more flexible when dealing with a mixture of cultures and social differences. Managers received training to improve their skills in relations, behaviors, and the treatment of its diverse workforce. .
The limitation, or downside of the article suggested that traditional White males were reluctant to accept the business case to change its traditional workforce to a more diverse workforce. Some organizations and businesses were not motivated to downsize and interrupt its homogeneous workforce environment; they were not interested in attracting and recruiting for a diverse workforce in low-level positions. Moreover, some corporate tycoons and consultants in positions to implement workplace diversity continued to ignore the destructive impact of stereotyping, prejudice, institutional, and interpersonal discrimination. .
"Raising these sensitive issues for changes was threatening to power holders" (Konrad, 2003). .
4.
My perceptions after reading the article, is that having a diverse workforce in low-level positions is unnecessary.
