Since 1987, the valuing and managing of diversity has been on the radar screens of most human resources managers. Specifically, many are wrestling with how to establish the perfect diversity program that serves to get the message out to their organizational members that individual differences should be viewed as resources for learning and understanding and not barriers to career success or opportunity. However, for the majority, this has proved a difficult task. Simply, human resources managers are missing the mark when it comes to identifying a solid foundation for diversity management---a foundation that will compel organizational stakeholders to recognize diversity as a legitimate business imperative. Hence, in this examination of the origins, current state, and ethical misses of diversity management, an argument is made that the use of Title VII and its affirmative action mandates in diversity discourse will serve to legitimize program protocols and forward organizational acceptance
