Major corporations take hits to their reputation all the time, but the problem has rarely seemed as pervasive as during the recent pileup of business scandals. Alsop, a marketing columnist and editor at the Wall Street Journal, studies companies from a broad range of industries to show how a corporation can make a name for itself, then maintain that reputation or fix it when things go wrong. Harris Interactive supplies plenty of poll data to gauge public perception, but the real meat of this book lies in the stories Alsop tells about specific companies. His examples are detailed and immediate, from Coca-Cola's use of its Web site to debunk persistent urban legends to the disastrously slow corporate response when a flustered Starbucks employee made World Trade Center rescue workers pay for bottled water. Some companies come in for particularly close scrutiny, such as Phillip Morris, for trying to shed its big tobacco image by renaming itself the Altria Group. And Alsop's not afraid to call things as he sees them. He criticizes Martha Stewart's attempts to spin her bad publicity and declares McDonald's "had better hurry up and give people more reasons to love it," suggesting a new ad campaign won't make up for poor customer service. That feistiness permeates much of his advice, as when he suggests to business owners that "most activists are your enemy," but the tone is combative without being offensive. And though some of the conclusions may seem obvious, executives will likely find the book an effective basic primer for dealing with public image.

The ability to successfully manage diversity in the workplace has become a basic strategy for corporate survival. Thomas supplies an action plan, extensive case studies, and a series of tough questions and answers to get readers thinking seriously about what elements are blocking the full use of their employees.

Within the context of a fable about giraffes and elephants, this text demonstrates the mutual adaptation that is necessary to create a diversity friendly atmosphere in corporations. In a way that makes diversity management "up close and personal," Building a House for Diversity offers compelling, real-life stories of individual experiences at work. The book includes the perspective of both "insiders" (usually white males) and "outsiders" (usually minorities or women), insightful commentary illuminating what these experiences tell us about the challenges and opportunities of diversity, an interesting segment on Phil Jackson, legendary Chicago Bulls coach, and how he dealt with diversity issues in his relationships with his players, and a hands-on guidance to help readers become "diversity mature".

Litigation. Costly turnover. Lost business. Discrimination. These are the penalties workplace bias exacts from American business-penalties that companies cannot afford to pay. Calling on her 25 years of experience in the field, diversity expert Dr. Sondra Thiederman has found a way to prevent these losses by providing executives and managers with a step-by-step strategy for minimizing bias and maximizing the ability to manage diversity effectively. To that end-and ignoring the stifling rules of political correctness-Dr. Thiederman dissects the problems surrounding diversity in the workplace and offers specific, doable strategies focused on creating individual change. Using real-life examples, practical tips, and exercises, she guides readers on a journey of self-discovery, intellectual awareness, and healing.

Making Diversity Work offers fresh and fascinating ideas for reducing bias--one person at a time. "Bias lies in every heart and mind--it is also where the answers lie," writes diversity expert Sondra Thiederman. By focusing on the individual, rather than the organization, she defines a powerful focus for bias busting in the workplace. After detailing how biases are learned, Thiederman introduces seven steps to prevent bias from blocking and distorting your work relationships. The book's centerpiece is a brilliant discussion of how to manage "gateway events,"(for example, hearing an inappropriate comment or being treated with a biased behavior) and start a conversation about sticky diversity issues.

A blank look, an averted gaze, or a dismissive shrug . . . we all know how other people's nonverbal cues can make us feel, even if they are delivered or received without conscious awareness. But do you know the ways in which these subtle behaviors can define your ability to influence the performance of others for better-or worse? Stephen Young, one of the foremost experts on leadership, introduces the concept of micromessages-the gestures, facial expressions, tones of voice, word choices, eye contact, and interactive nuances that can be either debilitating or empowering to employees and to the power of leadership.

Applicable to all types of diversity, this book is perfect for anyone who works or lives around diverse people. Designed as a desk drawer-sized reference tool, "Getting 'Culture Smart' TM" is ideal for those who need to know about diversity, but lack the time to do in-depth reading. Among the ten strategies discussed are: Finding commonalities between people; Diffusing stereotypical thinking; Practicing "personal correctness" -- the new "P.C."; Skills for communicating respect. An appendix provides specific tips on bridging accent and language barriers.

The diverse workforce is not only the future; it is here and now. And, with the help of The Diversity Toolkit, managers of all levels can learn easily to adapt and be sensitive to the new workforce realities. The "diversity toolkit" features easy-to-use tips for improving communications skills, practical guidance for perfecting team relationships, and helpful suggestions for attaining leadership skills. This practical guide will ensure that readers will achieve tangible results effectively and efficiently.

Creating Women's Networks is a comprehensive manual for female employees who truly want to accomplish as much as possible in corporate America, and employers of either gender who honestly want their entire workforce to be the best that it can be. Based on a studies conducted over the past 15 years by Catalyst, the text examines successful women's groups in companies such as Kimberly-Clark and Kodak, and offers detailed instructions for both creating new ones and increasing the effectiveness of those already in existence. Filled with checklists, charts, and first-person suggestions that turn the advice into a hands-on program, the book follows the life cycle of the very organizations it helps to define.

Since 1997, Catalyst has released a continuous stream of research on women of color in corporate management. We find that companies and managers want detailed information on the unique experiences of specific racial/ethnic groups that are included in the women-of-color category, and this series of reports (which includes separate reports on African-American and Asian women) addresses that need.

Since 1997, Catalyst has released a continuous stream of research on women of color in corporate management. We find that companies and managers want detailed information on the unique experiences of specific racial/ethnic groups that are included in the women-of-color category, and this series of reports (which includes separate reports on Latinas and African-American women) addresses that need.

Since 1997, Catalyst has released a continuous stream of research on women of color in corporate management. We find that companies and managers want detailed information on the unique experiences of specific racial/ethnic groups that are included in the women-of-color category, and this series of reports (which includes separate reports on Latinas and Asian women) addresses that need.

In this ground-breaking new book, acclaimed diversity expert Mark Williams offers ten "eye-opening" lenses to help you, your organization, and everyone in it, understand how cultural diversity affects the way we live and work. There's the Assimilationist who believes that everyone should act like a true blue American, and the Culturalcentrist who believes that a person's race or ethnicity is central to their personal and public identity; the Meritrocratist who is sure that if you have the abilities and work hard enough you can make your dreams come true regardless of race or culture, and the Victim/Caregiver who believes that because of bias they will never succeed. Learn more about these lenses, as well as six other lenses that Mark Williams has developed to respond to cultural diversity.