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Covert Racism: Theory, Types And Examples

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Chapter Summary

This chapter explores the converse processes and asks why diversity programs don't live up to their potential and fail to work as well as they should. To answer this question, the author looks at the climate in which an African American diversity manager strives to reduce racial bias in employment. The chapter discusses the emergence of a diversity program to increase the number of African Americans in the central operations jobs of a company called WALCO. It describes the response of White hiring managers to the implementation of this mandate, particularly the flourish of stereotypes and boundary heightening through which this organization's diversity initiative is filtered. Finally, the chapter shows that the divergence between the diversity goals and the managerial response is resolved by changing the very meaning of diversity in the organization as that effort moves forward.

Keywords:African Americans; diversity programs; WALCO; white power



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