From the Chrysler Corporation to the Central Intelligence Agency, cultural diversity programs are flourishingin American organizations today. Firms can no longer safely assume that every employee walking in the doorhas similar beliefs or expectations. Whereas North American white males may believe in challenging authority,Asians tend to respect and defer to it. In Hispanic cultures, people often bring music, food, and family membersto work, a custom that US businesses have traditionally not allowed. A job applicant who won’t make eye contactduring an interview may be rejected for being unapproachable, when according to her culture, she was just beingpolite.As a larger number of women, minorities, and immigrants enter the US work force, the workplace is growingmore diverse. It is estimated that by 2008 women will make up about 48 percent of the US work force, andAfrican Americans and Hispanics will each account for about 11 percent; by the year 2050, minorities will makeup over 50 percent of the American population.Cultural diversity refers to the differences among people in a work force due to race, ethnicity, and gender.Increasing cultural diversity is forcing managers to learn to supervise and motivate people with a broaderrange of values systems. According to a recent survey by the American Management Association, half of all USemployers have established some kind of formal initiative to promote and manage cultural diversity. Althoughdemographics isn’t the only reason for the growth of these programs, it is a compelling one. An increasingnumber of organizations have come to believe that diversity, like quality and customer service, is a competitiveedge. A more diverse work force provides a wider range of ideas and perspectives and fosters creativity andinnovation. Avenues for encouraging diversity include recruiting at historically black colleges and universities,training and development, mentoring, and revamped promotion review policies. To get out the message about theircommitment to diversity, many organizations establish diversity councils made up of employees, managers andexecutives.Although many Fortune 500 companies are making diversity part of their strategic planning process, some programsstand out from the crowd.At Texas Instruments, strategies for enhancing diversity include an aggressive recruiting plan, diversity training,mentoring, and an incentive compensation program that rewards managers for fostering diversity. Each businessunit has a diversity manager who implements these strategies and works closely with the company’s DiversityNetwork. The network provides a forum of employees to share ideas, solicit support, and build coalitions.Convinced that strengthening diversity is a business imperative, Du Pont has established several programs toachieve that goal. In addition to training workshops and mentoring, Du Pont has established over 100 multiculturalnetworks through which employees share work and life experiences and strive to help women and minorities reachhigher levels of leadership and responsibility within the organization. Over half of Du Pont’s new hires forprofessional and managerial positions are minorities and women.Disney World’s director of diversity wants theme park guests to see themselves reflected in the diversity ofDisney’s employees. Working to attract diverse employees, Disney hopes to convince them that the organizationunderstands, respects, and values who they are. By holding a variety of diversity celebrations every year —including Dr. Martin Luther King’s Birthday, Asian Pacific Heritage Month, Hispanic Heritage Month, DisabilityAwareness Month, and Native American Heritage Month — Disney opens the door to this kind of understanding.What do we learn from strong, successful diversity program such as these, as well as similar programs at Microsoft,Xerox, Procter & Gamble and Digital Equipment Corporation? First, they can go a long way toward eliminatingprejudice in the workplace and removing barriers to advancement. Second, to be more than just the latest corporatebuzzword, diversity programs require commitment from the top and a culture that supports an inclusive environment.6.Which of the following is NOT mentioned as cultural diversity in the passage?Asian people tend to show submissiveness to their seniors.Spanish-speaking people enjoy gathering with their family members.African people try to avoid eye contact to show their respect.Americans might be innovators defying the experts in some fields.7.Cultural diversity is a result of a number of factors EXCEPT _________.racegendernationalityethnicity8.Recruiting potential employees at historically black colleges and universities is an approach for _________.training and developmentmentoringrevamped promotionencouraging diversity9.For a company to be successful in business, it should do all of the following EXCEPT to _________.set up a division to supervise its employeesprovide its clients with good servicesguarantee the products it has producedtake in employees with different cultural background10.It can be inferred from the last paragraph that diversity programs _________.have been put into practice by dozens of big corporationsmay provide the minorities with more chancesmake no demand of managershave an effect on employees’ motivation