Abstract
More and more executives are recognizing that managing diversity is not a quick fix program but a strategic process that must be aligned with the organization's strategic plan and implemented as a part of business objectives. This case study describes the U. S. Department of Energy's (DOE) Diversity Initiative, a strategic process to change the organization's culture to one that values diversity and quality as a part of on-going business. The case discusses the role of human resource management in facilitating the Initiative.
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