Diversity and Inclusion at Dell, Inc.
Differences are an undeniable common thread in American culture and the global community at large. It should be expected that every individual is unique in his or her own experiences, views, beliefs philosophies and ideologies. Fortunately, these distinctive differences that have become a driving force for change and acceptance in the workplace environment. “Workforce diversity acknowledges the reality that people differ in many ways, visible or invisible, [by] age, gender, marital status, social status, disability, sexual orientation, religion, personality, ethnicity and culture (Shen, Chanda, D’Netto, & Monga, 2009, p. 235). Support of individuals’ unique differences has assisted organizations in creating a business culture, which allows its workforce to thrive. Moreover, effective management of diversity has enabled organizations to better understand the many facets of the communities they reach and has allowed companies to successfully compete in an increasingly competitive global market.
All organizations should be motivated to better understand the many factors related to diversity. Not only because it enables corporations to improve their competitive advantage, but more importantly, because it the right and ethical way to conduct business (Canas & Sondak, 2011). One such company taking a proactive approach to the support of diversity is Dell, Inc. This paper will discuss Dell, Inc. and how its leadership’s approach to corporate stewardship has enabled the organization to become a leading source for the world’s technological solutions.
Armed with $1,000 and the desire to create a PC startup, Michael Dell, a 19 year-old, pre-med student at the University of Texas at Austin formed PC’s Limited in 1984 (“Company Heritage,” n.d.). From the beginning, Dell had a vision of creating a company which focused on improving the design, production and availability of technology. Within one year, the company established a first in its industry with next-day, in-home customer assistance and risk-free returns (“Company Heritage,” n.d.) Four years after the initial formation, a technological powerhouse was born. By 1988, Dell raised $30 million through the organization’s initial public offering and renamed the company Dell Computer Corporation (“Going Public and Going Global,” n.d.). In 2001, the organization became the top computer systems provider across the globe (“Beyond The PC,” n.d.). Today, leadership is taking strides to improve the organization’s approach to corporate responsibility and ethical business practices. This is evident through initiatives aimed at reducing the organization’s overall carbon footprint as well as programs focused on assisting the company’s more than 100,000 employees in achieving their true potential. Diversity and inclusion has also become a prime focus for the organization. As Mr. Dell, CEO of the now Dell Inc. noted “we know we can deliver better outcomes for our...