larch wrote:
> Piss on the corporate bolsheviks and their affirmative action crap.
>
> --------------------------------
>
> In much of the racial dialogue in the U.S., integrationists dispute
> the simple fact of anti-White bias in the system. Of course, the
media
> generally propagate our national myths -- myths intended to hide the
> ball from the majority. But there is one major daily newspaper that
is
> overwhelmingly subscriber supported (and not supported by ad
revenue).
> So it is no surprise that this well known paper reports the facts.
All
> the facts.
>
> The excerpt below gives us another list of American corporations
> employing preference schemes. In this case, the schemes involve the
> curious practice of encouraging exclusive minority "networks" in
which
> minorities are encouraged to "strategize" about promotions. Not the
> company's success, but promotions.
>
> You see, some organizations have several parallel corporate
> objectives. Some employees and managers are expected to get the goods
> out the door to customers. Other employees and managers -- now
> officially -- have the job of getting themselves promoted.
>
> In these corporate cultures, non-preferred employees charged with
> getting the goods out the door are expected to ignore the blatant
> promotion seeking activity of the preferred employees -- pretend it
> doesn't exist -- and press on with the company's economic business.
> Managers running this system have developed a wonderful set of code
> words, described below, to mollify non-preferred employees who might
> perceive unfairness in all this.
>
> It tells you a great deal about the organization.
>
> In any event, we get a nice list of short-sale candidates from this
> article.
>
> Good luck to Xerox in its drive to show the monolithic Japanese
copier
> companies that "diverse" management ranks are better.
>
> ---------------------------------------------------------------------
>
> The New Work Force: A New Push to Break the "Glass Ceiling"
>
> But Senior Jobs For Minorities Remain Scarce
>
> By Leon E. Wynter and Jolie Solomon
> Staff Reporters of The Wall Street Journal
> 11/15/89 WALL STREET JOURNAL (J)
> {Part of a Series}
>
> For years, blacks, other minorities and women have complained about
> the "glass ceiling" -- invisible but real -- that acts as a subtle
> barrier to promotions into high-level executive jobs.
>
> * * *
>
> Today, though, a new sense of urgen p to be building over promoting
> minorities into senior management. And pressure for increased efforts
> is coming not just from minority employees, but also from growing
> numbers of decision-makers in big U.S. corporations.
>
> Demographics are an important reason. According to the Hudson
> Institute, a think tank, white non-Hispanic men made up 45% of the
> labor force in 1986, but from now till 2000, they will represent only
> 9% of work-force growth. So, many executives argue, the successful
> companies of the future will be those that remake their corporate
> cultures so that women, blacks, immigrants -- and white males -- can
> get along comfortably and productively.
>
> Thus, attention is focusing on those few companies that have shown a
> knack for promoting minorities into fast-track management jobs. One
> such company is Xerox Corp., where minorities held 16% of managerial
> jobs and 18% of professional posts in 1987. Both figures, which have
> since risen, were close to the 21% overall minority participation in
> the work force in 1987, and significantly better than average:
> Companies reporting that year to the Equal Employment Opportunity
> Commission had minorities in only 9% of managerial and 12% of
> professional jobs.
>
> What's more, two of Xerox's five regional vice presidents and general
> managers are black. The vice president who heads the 16,000-person
> field-service army is black. And he reports to a black man, A. Barry
> Rand, who heads Xerox's U.S. marketing group, the company's single
> largest U.S. operation.
>
> Some of Xerox's tactics were considered radical just a few years ago.
> Among them: encouraging minority caucus groups and national
"networks"
> providing support and advice to black -- and, later, female, Asian
and
> Hispanic -- employees. "Xerox gave them the freedom to help advance
> themselves," says Glegg Watson, a black Xerox executive and co-author
> of a book on blacks in corporate America.
>
> Today, many other companies are trying to learn from Xerox. Johnson &
> Johnson and Polaroid Corp. have contacted Xerox recently to find out
> about its policies.
>
> Amoco Corp., seeking the best way to establish some form of minority
> employee groups, looked to Xerox for guidance. "Their reputation is
> that they do a good job," says Wayne Anderson, vice president for
> human resources.
>
> Xerox officials say they didn't set out to promote minorities with
the
> changing labor market in mind, yet they see definite advantages in
> being out front in promoting minorities. "We believe we will have an
> edge on people who are trying to catch up to the work force of the
> '90s," says Mr. Rand, the Xerox marketing chief. "The manager of the
> future is one who can relate to all parts of the population, with the
> ability to manage minorities, females, etc. and be managed by them."

Is the hiring of incompetent minorities is a factor in outsourcing?

http://www.eaif.org/ European American Issues Forum

http://www.amren.com/index.html  American Renaissance

Jay



--- UseNet To RIME Gateway {at} 3/19/05 12:59:04 PM ---