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"As we mark the 50th anniversary of President Kennedy's Executive Order calling for a thoroughly integrated workplace, it's time to assess which corporations have contributed the most to this advancement and which have not. While it's true that more women and minorities can be found at the top of many corporations, troubling patterns have emerged. The partial application of diversity has resulted in the formation of a persistent white ceiling in corporate America as white women have outpaced people of color. More than 40 percent of the Fortune 100 corporations have no minorities among their executive officers. Minority females have fared the worst. In addition, globalization has resulted in many corporations preferring multinational diversity to national diversity, and U.S. minorities and whites are losing out. The majority of Asian and Hispanic executive officers in the Fortune 100 were born outside of the United States. In large numbers, Canadian and European competitors are being promoted ahead of their American-born, white male counterparts. Based on award-winning journalist Susan E. Reed's groundbreaking study of Fortune 100 companies, The Diversity Index considers the historical reasons we went wrong, taking a close look at the "Plans for Progress" protocol developed in 1961, which defined the steps of affirmative action. It was initially considered a failure for not providing immediate results. This book analyzes the long-term, wide­spread effectiveness of the plan, and reveals the stories behind the few companies that have made a difference, breaking down the 10 simple steps you can take at your own organization to fully develop integration, keep it growing, and empower your employees to develop new products and markets. The book shares the fascinating stories of executives at General Electric, Hewlett Packard, Lockheed Martin, Merck, and PepsiCo, recounting their inspiring--and instructive--struggles to make their way up the ladder, as well as to pave the way for others going forward."

"The purpose of this research is to investigate the careerorientations of educated and urban Indonesian women business executivesfollowing Darr's (1988) success mop. While research an women businessexecutives and their career orientation is extensive in developed countries,such research is scarce, if not none at all, in Indonesia. The country 'ssociety still holds deeply rooted beliefs' regarding the role of women athome and in the workplace. Such special pressure could make difficult foran Indonesian women to choose a career instead of a family, or tosuccessfully combine these two important pillars of her modern iU`e. Thisstudy investigated five research questions on the career successorientations of the Indonesian women business executives with i0 non-directional null hypotheses on a sample representation of 93 of thesewomen. The findings ore that the majority of the respondents are orientedto 'Getting balance '. This is a career success orientation concerned withmaintaining the balance between home, work and personal development.Careers as lived by their respondents in this study, therefore, may beremoved from the ideals portrayed in management career literature; inother words these respondents show 'no career' concerns for advancementin the corporate board-room."

"Where do brilliant executive wisdom and actions come from? Making Tough Decisions Well and Badly (MTDWB) assesses the literature that examines executives' conscious and non-conscious actions in decision making, implementation and assessment of outcomes. MTDWB includes anecdotal histories of good and bad decisions and the executives who made them. This volume uncovers the common threads in framing, forecasting, decision making and actions, looking at Steve Jobs, Martin Luther King, Jr, Senator Wayne Morris, Winston Churchill, Abraham Lincoln, Sam Walton, Mahatma Gandhi, and Bill Gates. Authors discuss how common threads could be useful for achieving superior competences. MTDWB assesses ten valuable decision making tools such as checklists and coaches; and tools to avoid such as use of product portfolio paradigms and use of fit-only regression analysis, that appear often in the popular business and academic literature on making tough decisions. MTDWB closes with ten recommendations for those responsible for making tough decisions."