Open Access. Powered by Scholars. Published by Universities.®

Gender, Race, Sexuality, and Ethnicity in Communication Commons™

Open Access. Powered by Scholars. Published by Universities.®

Diversity

Discipline
Institution
Publication Year
Publication
Publication Type

Articles 61 - 68 of 68

Full-Text Articles in Gender, Race, Sexuality, and Ethnicity in Communication

Training For Diversity In Journalism: Tracking The Columbia Summer Program Graduates, 1968-1974., Mary Alice Basconi May 2006

Training For Diversity In Journalism: Tracking The Columbia Summer Program Graduates, 1968-1974., Mary Alice Basconi

Electronic Theses and Dissertations

Columbia University's Summer Program, created by Fred Friendly, was the first enduring effort to prepare non-whites for jobs in the news media. It operated from 1968 to 1974 at the Graduate School of Journalism, training 223 journalists for print and broadcast jobs. Three decades after the closing of this elite program, 110 graduates responded to a telephone survey on attitudes toward first employers, careers, and their experiences at Columbia. Results from this exploratory study show respondents spent an average 17.6 years in news media after the Summer Program, and 30.9 percent of respondents spent thirty years or more in journalism. …

Go to article

Determinants Of Cable Program Diversity [Slides], Louisa Ha, Lisa Marshall Aug 2005

Determinants Of Cable Program Diversity [Slides], Louisa Ha, Lisa Marshall

School of Media and Communication Faculty Publications

Slides from a presentation given at the Media Management and Economics Division, Association for Education in Journalism and Mass Communication Annual Convention, San Antonio, Texas on August 10-12, 2005 by Louisa Ha and Lisa Marshall. Second best faculty paper.

Go to article

A Survival Guide To Corporate Golf Culture, Roger Gans Jul 2001

A Survival Guide To Corporate Golf Culture, Roger Gans

Communication Faculty Publications - Archive

Thanks to the popularity of Tiger Woods and other prominent professional golfers with diverse ethnicities and backgrounds, golf has gained a new patina of inclusivity. As a result, corporate golf outings have become more popular than ever before. For non-golfers, this may feel like it means more opportunities to be excluded from an elitist activity. For planners of corporate activities, it can mean a greater challenge to build inclusion into the equation. This article offers a middle-ground perspective on the ins and outs of golf outings.

Go to article

Caution: Diversity Results Can Be Dangerous, Judith H. Katz, Roger Gans Mar 2001

Caution: Diversity Results Can Be Dangerous, Judith H. Katz, Roger Gans

Communication Faculty Publications - Archive

Many organizations have been engaged in work on diversity, equity and inclusion, but few can honestly report positive results. This article suggests that part of the reason is that few organizations have processes in place to measure success in this area. Deciding on what to measure is a large part of the problem, especially in organizations that have not established a clear connection between DEI factors and their core business processes and outcomes. Typically, managers and work teams focus on achieving measurable goals. When measurement is absent, often so is effort. When DEI objectives are tied to measurable organizational outcomes, …

Go to article

Why Managers Must Listen, Roger Gans Jan 2001

Why Managers Must Listen, Roger Gans

Communication Faculty Publications - Archive

Managers play perhaps the most essential role in any organizational change strategy. Among managerial communication skills, listening is underappreciated but vital not just for clear communication but for fostering workplace engagement and an inclusive work culture. This article outlines the need for two-way communication and provides keys for effective listening.

Go to article

Bottleneck On The Path To Inclusion, Judith H. Katz, Frederick A. Miller, Roger Gans Jan 2001

Bottleneck On The Path To Inclusion, Judith H. Katz, Frederick A. Miller, Roger Gans

Communication Faculty Publications - Archive

Many organizations realize they need their work cultures to be more inclusive, but most also believe their work cultures are far more inclusive than they actually are. Barriers to inclusion tend to be invisible to those who do not bump into them on a daily basis. This article identifies why most organizations remain passively exclusive and offers a roadmap for fostering greater inclusivity, including eight specific keys to bypass the “bottleneck.”

Go to article

Making Managers Account For Diversity, Judith H. Katz, Roger Gans Nov 1998

Making Managers Account For Diversity, Judith H. Katz, Roger Gans

Communication Faculty Publications - Archive

Overwhelmingly, people who work in organizations cite their managers as having the greatest influence both on the quality of their work and the quality of their work-life. Managers also exert tremendous influence over the success or failure of organizational change initiatives. This article suggests that organizational change efforts have greater chances for success when managers are held accountable for practicing and modeling the behaviors required of the change initiative. The article describes a model system of accountability enacted in a composite organization and the effects on employee retention, job satisfaction and customer-service quality.

Go to article

What Makes A Good Manager?, Frederick A. Miller, Roger Gans Mar 1998

What Makes A Good Manager?, Frederick A. Miller, Roger Gans

Communication Faculty Publications - Archive

Managers have enormous influence over the work-life experience, productivity and job satisfaction of the people they supervise. While much is often said about the importance of cultural sensitivities, focus group interviews suggest cultural sensitivity is not as important to workers as whether their manager treats them fairly and enables them to do their best work. This article reports on the results of scores of focus-group interviews regarding five things managers do that are most likely to alienate their direct reports and five characteristics people most appreciate—or would like to see—in their managers.

Go to article

First Prev