Should Athletes be role models Annotated Bibliography

Should Athletes be role models - Annotated Bibliography Example Dr. Connor asks that are the millions spent on the quest for Olympic gold really value for money. The investment is meant to buy success, create role models and encourage engagement, but it does not. The Olympics was founded on participation and the "spirit" of sport. We have now moved so far into ugly nationalism and crass commercialism. The role-model argument is an obvious furphy. Nary has a week gone by without yet another scandal involving an elite athlete - be it drugs, alcohol or violence. As role models, they certainly are poor choices. Athletes, by definition, are obsessive often to the point of being clinically compulsive in their behavior. The author of this article has presented two contradicting views of people about athletes and their conduct as role model. He elucidates that there are two groups of people having varied opinion about it. One group believes that athletes are just similar to other professionals who are being hired and paid by their employers to exhibit best possible performance in their respective sports and, by no means, they are liable to act as role models. While the other group believes that, sportsmen have assumed the status of public figures and they are sometimes blindly being followed by people specially the youth, so it is their social and moral obligation to present themselves as role models. The author of this book is a female athlete and presents women athletes as cultural icons.

Diversity and Inclusion in Organizations Essay Example | Topics and Well Written Essays - 1000 words - 1

Diversity and Inclusion in Organizations - Essay Example Include your personal definition of inclusion and diversity.  Describe what diversity encompasses, and explain the intersections of multiple forms of diversity in organizations. Diversity and inclusion is many things. In its most superficial definition, D&I is a legal mandate, a requirement for organizations to comply with, and which may open a firm to sanctions and penalties if found in violation of its provisions. However, diversity and inclusion should be more than mere compliance with a requirement. It should entail a change of heart and perspective. The core to D&I’s goals and aspirations is social reform, the eradication of barriers between perceived majority and minority groups which creates unjustified advantages for some and disadvantages for others on the basis of their affiliations. Diversity encompasses the treatment of people as people. Inclusion does not mean the elimination of difference so that all people are the same; it means treating people in the same man ner despite their differences, and even with the acknowledgement and celebration of these differences. Several of the readings in this course described diversity as a source of competitive advantage for organizations, where multifaceted skills and perspectives can be brought to the workplace in support of the company goals. While that is perfectly true, and companies should look to this advantage, it is not the essence of diversity and inclusion. Had it been, then D&I would have just been a means of taking advantage of people’s differences. In an organization, the application of diversity and inclusion may be so diffuse and ambiguous that it is difficult to notice at times whether an issue has D&I implications or not. For instance, assigning people to subsidiaries in certain geographical areas (specially for a multinational organization) on the basis of their ethnicity may be a sensible thing to do from the viewpoint of the organization, but it may be judgmental from the view point of the individual who may not want to be designated there. The very fact that makes people subjects of D&I also in a way reinforces differences among groups and works against their full inclusion. Discuss the impact of diversity on individual and organizational effectiveness.   Discuss some of the tools necessary to lead, direct, and build inclusive organizations. Diversity and inclusion is a source of strategic advantage for an organization; this has been mentioned in all the readings and finds no strong opposition in any of the opinions and reactions discussed in this forum. As to whether or not the advantage is properly optimized or explored is another matter. The inclusion of diverse people in an organization does not automatically ensure individual and organizational effectiveness. As has been voiced in this forum, some organizations merely pay lip service to D&I without imbibing the essence of it. As is true for all individuals, if the organization capably harmonizes p ersonal goals with organizational goals, then the creativity and industry possessed by the individuals in the workforce shall be engaged, and the benefits of diversity realized. Diversity in this case, however, need not be along racial, gender, cultural, or any category identified as being D&I. It may be the skills and knowledge possessed by individuals because of their education, personal interests,