At Texas Instruments, strategies for enhancing diversity include an aggressive recruiting plan, diversity training, mentoring, and an incentive compensation program that rewards managers for fostering diversity. Each business unit has a diversity manager who implements these strategies and works closely with the company's Diversity Network. The network provides a forum of employees to share ideas, solicit support, and build coalitions.

Convinced that strengthening diversity is a business imperative, Du Pont has established several programs to achieve that goal. In addition to training workshops and mentoring, Du Pont has established over 100 multicultural networks through which employees share work and life experiences and strive to help women and minorities reach higher levels of leadership and responsibility within the organization. Over half of Du Pont's new hires for professional and managerial positions are minorities and women.

Disney World's director of diversity wants theme park guests to see themselves reflected in the diversity of Disney's employees. Working to attract diverse employees, Disney hopes to convince them that the organization understands, respects, and values who they are. By holding a variety of diversity celebrations every year—including Dr. Martin Luther King's4 Birthday, Asian-Pacific Heritage Month, Hispanic Heritage Month, Disability Awareness Month, and Native American Heritage Month—Disney opens the door to this kind of understanding.

What do we learn from strong, successful diversity program such as these, as well as similar programs at Microsoft, Xerox, Procter & Gamble and Digital Equipment Corporation? First, they can go a long way toward eliminating prejudice in the workplace and removing barriers to advancement. Second, to be more than just the latest corporate buzzword, diversity programs require commitment from the top and a culture that supports an inclusive environment.

    在得州仪器公司，促进多元文化管理的战略包括大胆的招贤行动、多元人才培训、传帮带活动以及对经理们促进多元文化计划进行奖励的鼓励性报酬项目。每个部门由一个管理者负责实施多元文化的战略决策并与公司的多元文化网络密切协作。这一网络为员工之间交流思想，互利互助及结成同盟提供了空间。

    杜邦公司把促进多元文化作为企业管理的当务之急并制定了几个相应的计划。除了举办讲座与传帮带活动之外，杜邦公司还开辟了100多个多元文化网站供员工互相交流工作与生活体验，同时鼓励妇女与少数族裔向责任重大的高层领导职务积极进取。在杜邦公司新聘的专业技术与管理职位中妇女与少数族裔就占到一半以上。

    迪斯尼公司的多元文化主管希望其主题公园的游客们能够感受到迪斯尼员工多元文化的氛围。为了吸引具有不同文化背景的员工，迪斯尼希望令员工相信公司会理解、尊重与珍惜每一个员工。通过举办各种文化纪念活动，如马丁·路德·金诞辰纪念日、亚太文化传统月、拉美文化传统月、残障人士关注月、美国土著文化传统月等，迪斯尼公司为人们理解多元文化提供了机会。

    这些企业卓有成效的多元文化计划以及微软、施乐、宝洁、数字设备等公司的类似计划对我们有何启示？首先，这些计划大大有助于消除工作中的歧视以及升职障碍。 其次，多元文化计划并不仅仅是一种时髦的说法，它要求企业领军人物的决心和一个有利于形成兼容并包的工作环境的文化氛围。

1. Chrysler Corporation: 美国三大汽车制造公司之一，1999年与德国Daimler-Benz 进行强强联合成为汽车制造业的巨无霸Daimler-Chrysler。
2. demographics: 人口统计信息。
3. mentoring: 成为良师益友，这里指多元文化公司员工之间互帮互学的工作伙伴关系。
4. Martin Luther King:(1929-1968)，美国浸礼会黑人牧师、非暴力民权运动领袖，促使国会通过民权法案[1964]，获1964年诺贝尔和平奖，后遇刺身死。其生前那段激昂的演说“I have a dream" 至今仍广为传诵。（付美榕 编译） 

摘自《英语学习》2002年第2版（J-04）