Customer Reviews

Creating the Multicultural Organization: A Strategy for Capturing the Power of Diversity

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This is one of the volumes which comprise the University of Michigan Business School Management Series. According to Paul H. O'Neill in the Foreword, this book "captures the leading-edge theory and practice on how to leverage diversity for the benefit of individuals and the organizations in which they work." It does indeed. Cox organizes his excellent material within seven chapters:

1. The Challenge of Managing Diversity

2. for Meeting the Challenge

3. leadership: The First Requirement of Change

4. Leverage Research, Develop Measurement Plans

5. Create Effective Education

6. Align Organizational Systems and Practices

7. Follow Up for Sustainable Results A Strategy

As you can see, Cox presents the material within a logical sequence inorder to achieve several specific objectives: to offer a systematic, comprehensive model for change as well as to provide data on the results of using that method; to include detailed examples to illustrate all of his main ideas; to include, also, an integrated case study on managing diversity efforts in one of the world's largest companies Alcoa, Inc.); meanwhile, to integrate relevant research with chapter endnotes; and finally, to raise questions in each chapter for discussion and further learning. He fully achieves all of these objectives.

Cox defines diversity as "the variation of social and cultural identities among people existing together in a defined employment or market setting." Many of the largest organizations have operations located throughout the world. They are by nature "multicultural." Other, probably smaller organizations are now involved in globalization initiatives and have become (or will soon become) "multicultural." Still other organizations, perhaps even smaller, may not be (according to Cox's definition) "multicultural" but they do business with organizations which are; it is in their best interests to have a strategy (or combination of strategies) to capture, manage, and then sustain what Cox calls "the power of diversity." I strongly urge decision-makers in all of these organizations to read Cox's book because all of the subjects, covered so well in logical sequence, can also serve as agenda items during the strategic planning process.

One of the book's greatest value-added benefits consists of various "Tables" and clusters of bullet points which Cox includes within a fast-paced but comprehensive narrative. For example, Table 3.1 (in Chapter 1) which provides seven examples of strong leadership behavior or Table 6.1 (in Chapter 6) which lists "primary climate factors" to be aligned with diversity. Those who share my high regard for this book are urged to check out the other volumes in the series. With regard to other relevant resources which readers may need for additional study of this important subject, Cox includes a number of excellent recommendations within the "Notes" section.

Interesting book. I had to read it for a class, and it brought up some interesting points. Very easy reading.

This book was required reading for a promotional exam. It was by far the WORST book I have ever read in my life. It is written by a pompous author who wants to sell his views and his personal "consulting business". There were only 10 questions on my exam...I wish I would have not even studied it. If you are a true believer in "the best person for the job, should get the job", you will find this book ridiculous and you will be sickened by his ideas. At one point, the book tells you how you make your employees feel/think "the way they should". As if, we have lost our free thinking when we work for a company. The author pulls most of his "facts" out of his incredibly narrow studies of a few companies (mainly ALCOA-which was referenced about 1000 times). He also uses unneeded, difficult words to attempt to make himself look like a scholar. It doesn't work!