1. What are the benefits of having a diversified workforce that reflects the social characteristics of population generally?

  Chapter 4: 1. What are the benefits of having a diversified workforce that reflects the social characteristics of population generally? 2. Is it OK to insist that only women be hired by an organization providing service and support to victims of domestic violence or rape? 3. What, if anything, limits a manager who is eager to diversify his or her workforce? Chapter 5: 1. What are the ways in which workers can affect decisions made in their organizations? Be sure to include informal as well as formal ways. 2. Apply the basic ingredients of productivity to an organization with which you are familiar. Are there ways in which you think human resources might be used better? 3. Relate this chapter to the previous three chapters. Do you see efforts to eliminate patronage, respect the constitutional rights of employees, and establish a socially diverse workforce as compatible with what is required for productivity or as threats? Chapter 6: 1. What are the implications of personnel management delegation for agency and field office managers? 2. Are part-time, citizen watchdog civil service commission/personnel boards worth keeping? If so , what should their role and their authority be? 3. Describe the relationship between the chief executive officer and the human resource formal authority and appointing relationships? How, if at all, are evaluations of personnel policies and practices made? 4. Do formal organizational structures matter? Are not informal ties what really count?