MHR 523 Lecture Notes - Relationship Marketing, Visible Minority, Knowledge Worker

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Published on 26 Feb 2013
Department
Course
MHR Chapter 12: Diversity Management (pg 424-444)
Old Boy’s Network: set of informal relationships among male managers providing increased career advancement
opportunities for men and reinforcing a male culture
Glass Ceiling: invisible, but real, obstructions to career advancement of women and people of visible minorities,
resulting in frustration, career dissatisfaction and increased turnover
MEAN OF DIVERSITY MANAGEMENT
Workplace Diversity: included important human characteristics that influence employee values, their perceptions
of self and others, behaviours and interpretations of events
Core Dimensions of Diversity: age, ethnicity and culture, gender, race, religion, sexual orientation and capabilities;
these impact early socialization and are present throughout lives
Secondary Dimensions of Diversity: education, status, language and income levels
Managing Diversity: ability to manage individual employees with different cultural values and lead teams made of
diverse employees; three major dimensions:
1. Assumes that effective management of diversity and difference among employees can add value to an
organization
2. Diversity includes all types of differences and not simply obvious ones such as gender, race, etc.
3. Organization culture and working environments are key items to focus on in managing diversity
Stereotyping: the process of using a few observable characteristic to assign someone to a preconceived social
category
STRATEGIC IMPORTANCE OF DIVERSITY MANAGEMENT
Several factors make diversity management strategically important
Changing Workforce
From male, approximately 30 yrs, high school diploma or lower, worked within region of their birth, married and
had children to today’s workforce which includes women, ethnic minorities, native Canadians, people with
disabilities, people with different lifestyles (ex. sexual orientation)
Importance of Human Capital
The knowledge worker may be the key to the success/failure of the firm; often the departure of even a few
workers can spell disasters for the firm. Most valuable parts of the firm’s operations may be reflected in human
tasks of sensing, judging and making decisions
Diversity as Competitive Advantage
Paradigm Shift
Paradigm Shift: fundamental change in a paradigm (shared mindset that reflects a fundamental way of thinking
and understanding the world around us)
Old: organizational success is linked to standardization; New: success is linked to individuals contribution
Old: diversity is a cost; New: diversity is a competitive advantage
Old: rules & policies are shaped by senior executives; New: shaped to satisfy outcomes and employees
Old: emphasis on “masculine” values of competitiveness, aggressiveness and individuality; New:
recognition that feminine values of openness, flexibility and relationship orientation are equally important
Increasing Role of Work Teams
Differences within team must be considered as “value added” rather than as “problematic”
STEPS IN DIVERSITY MANAGEMENT
Identify Ideal Future State
Begin with accurate portrayal of current workforce composition and a forecast of its future workforce.
Organizational members have to be identified accurately using demographic categories. Once picture is
established, it’s critical to assess values and needs of the workplace
Analyze Present Systems and Procedures
Examine how present systems are operating; examined for appropriateness for diverse workforce. Validity and
fairness of the various systems and rules for different cultures and their compatibility with different cultural norms
are assessed.
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