1.     The
Title VII of the 1964 Civil Rights Act was one of the first law to be amended
by the 1972 Equal Employment Opportunity Act, Title VII states that an employer
cannot discriminate based on race, color religion, sex, or natural origin. This
law states it would be unlawful employment practice for an employer: (a) To
fail or refuse to hire or to discharge an individual or otherwise to discriminate
against an individual with respect to his or her compensation, terms
conditions, or privileges of employment, because of such individual’s race,
color, religion, sex, or natural origin. (b) To limit, segregate, or classify
employees or applicants for employment in any way that would deprive or tend to
deprive any individual of employment opportunities or otherwise adversely
affect his or her status as an employee, because of such individuals’ race,
color, religion, sex, or national origin.     

Laws would be:

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Pay Act of 1963.

Discrimination in Employment Act of 1967

Discrimination Act of 1978

Court Decision Regarding Equal Employment Opportunity

2.     The
Americans with Disabilities Act (ADA) of 1990 prohibits employment
discrimination against disabled individuals. It prohibits employers with 15 or
more workers from discrimination against qualified individuals with
disabilities, with regard to applications, hiring, discharge, compensation,
advancement, training, or other terms, conditions or privileges of employment. This
law states that employers must make reasonable accommodations for physical or
mental limitations unless doing so imposes as undue hardship on the business.

to avoid accusations of sexual harassment at work:

We currently today have an epidemic
of sexual harassment in the American workplace that requires heightened
awareness, advanced skills for working with the opposite sex, and an abundance
of caution.

(a)   Don’t
Mix Your Personal and Professional Lives by dating a subordinate you work with.
Most companies prohibit the practice but even if your company allows
fraternization between “equal levels” employees, dating a co-worker probably is
not a good idea.

(b)  “Keep
things purely professional, avoid acting in a way that suggests that you might
be attracted to a subordinate or co-worker.”

(c)   Recognize
and Tame Subconscious Bias because sexual harassment isn’t limited to unwanted
or annoying advances and sometimes people commit sexual harassment without even
knowing it. An example would be calling a female colleague “honey,” “babe” or
another pet name can lead to trouble. Making negative comments about a
co-worker’s gender, especially when describing their technical abilities or
work product. Looking at an employee in a lustful way at an attractive
co-worker or making a facial expression is also taboo.

(d)   Try to treat everyone equally and avoid
comments that refer to age, appearance or gender.

3.     The
two defenses



4.         Steps in the EEOC enforcement process:

(a) Charge Acceptance is
when EEOC accepts a charge and orally refer it to the state or local agency on
behalf of the charging party. If the agency waives jurisdiction or cannot
obtain a satisfactory solution, the EEOC processes it upon the expiration of
the deferral period.

(b) Serve notice is issued
after a charge is filed, the EEOC has 10 days to serve notice on the employer.

(c) Investigational/Fact
Finding Conference is when EEOC investigates the charge to cide. EEOC focus here
is too often find weak spots in each party’s position.

(d) Cause/No Cause is
when EEOC finds no reasonable cause, the EEOC must dismiss the charge and must
suit on his or her own behalf.

(e) Conciliation is if
the EEOC conciliator meets with the employee to determine what remedy would be
satisfactory. This is when they try to negotiate a settlement with the employer.

(f) Notice to Sue is if
this conciliation is not satisfactory, the EEOC may bring a civil suit in a
federal district court or issue a Notice of Right to Sue to the point the
person who filed the charge.


Management is important because it means being diverse or varied
and at work,  having a workforce
comprised of two or more groups of employees with various racial, ethnic,
gender, cultural, national origin, handicap, age , and religious back grounds.  Simply having a diverse employee population is
no longer enough because it not only needs to meet the needs of a multifaceted
marketplace but it must also respect different cultures, ideas and

In order to install a
Diversity Management Program:

(a)   Each
organization must promote a corporate culture in which a diverse mix of
experiences, skills, knowledge and working approaches are valued and nurtured. This
kind of management requires the competence and capability to navigate the
diverse and complex environments in which organizations operate. They must raising
awareness by identifying the key internal levers which block or support
diversity in the organization, including demographic data and information on
turn-over. Create Diversity Labs to facilitate groups that address the issues
identified in the previous step and propose concrete recommendations in these key
areas where Diversity bring added value. Establish a Steering Committee to
review decisions and design an implementation planning on the basis of these
proposals to build networks to support the Diversity Initiatives that would engage
credible leaders from different origins within the organization by putting them
in charge of promoting the Diversity Labs’ initiatives.  Train managers in order to develop the skills
and abilities to draw on diverse talents and working styles in the best
possible way. And then measure progress by using an on-line questionnaire and
monitor implementation of the Diversity initiatives; communicate the results
and build on quick wins.

EEOC (Equal Employment Opportunity Commission) Enforcement Process