ity in the work force), but MAC took a proactive approach to building a diversity program which enabled it to tailor the program to its particular needs. In addition, the company operates internationally, with factories in South Korea, France and Argentina. Because of this, and the exchange of employees from one location to another, the company determined that an aggressive approach to the issue of diversity is the one that would serve it best (Caudron, 1990, p. 72).
Diversity at Monsanto extends beyond race and gender, although these are two obvious issues. Even with regard to race and gender, the company recognized that it needs to be concerned not only with the composition of the work force, but with the composition of its management personnel. When the program began, there was a strong effort directed at finding ways to move women and minorities into positions of authority. But the program goes beyond race and gender to include working couples and the problems they face arranging child care and other issues. In addition, the diversity program also sought to create alternatives to traditional promotions as a way to measure success (Caudron, 1990, p. 74).
At MAC, the diversity program began with a three-day workshop (attended by more than 100 employees) which led to the development of a long-range plan to address critical issues. The plan was approved by management, and the company set out to implement the program, using a human resource professional who reports directly to the president. Such reporting authority gives the diversity program the greatest opportunity for success, according to analysts. In order for diversity plans to succeed, they need the backing of senior managers, and sometimes champions at the highest levels of the organization (Heller, 1995, p. 27). This is what MAC established from the earliest stages of the diversity program process.
Bank of America, one of the nation's largest financial insti...