Making Managers Account for Diversity

Authors

Judith H. Katz, The Kaleel Jamison Consulting GroupFollow
Roger Gans, University of Texas at ArlingtonFollow

ORCID Identifier(s)

https://orcid.org/0000-0001-8391-3443

Document Type

Article

Source Publication Title

Cultural Diversity at Work Journal

First Page

1

Abstract

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.

Disciplines

Communication | Gender, Race, Sexuality, and Ethnicity in Communication | Organizational Communication | Social and Behavioral Sciences

Publication Date

11-1998

Language

English

License

This work is licensed under a Creative Commons Attribution 4.0 International License.

Recommended Citation

Katz, J.H., & Gans, R. (1998). Making managers account for diversity. Cultural Diversity at Work Journal, 11(2), 1. https://mavmatrix.uta.edu/communication_facpubs/33/