MANAGING DIVERSITY

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MANAGING DIVERSITY

• Course Introduction Overview
• Teaching Objectives
• To enhance our ability to recognize understand
  the manifestations impacts of all forms of
  diversity in the business context.
• To enhance readiness ability to reflect upon
  our own reasoning tendencies around questions of
  diversity

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Course Introduction Objectives

• To identify practice strategies skills for
  maximizing the potential benefits of operating in
  an increasingly diverse context
• To enhance our readiness ability to take
  leadership roles in addressing diversity within
  business organizations.

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Learning Contract for This Course

• Learning happens in two ways much of the time
• There is the actual content of our conversation.
• The experiential learning skill-building that
  comes from actually talking about differences.

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Organization of the Course

• Part 1 Ways of Thinking
• Five essays readings which present different
  way of thinking about diversity
• 1. Ways of Thinking About and Across Difference
• 2. Gender Differences in Managerial Behavior the
  Ongoing Debate
• 3. Race and Ethnicity

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Organization Part 1

• 4. National Culture and Management
• 5. Global Work Force 2000 The new world Labor
  Market
• Part 2. Individual Choices
• Managerial Effectiveness Diversity Individual
  Choices

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Part 2 Individual Choices

• Entry
• Understanding Communicating About our Group
  Identities our Differences
• Performance Development
• ConflictManaging Conflict in a Diverse Workplace

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Part 3 Organizational Choices

• Managerial Effectiveness Diversity
  Organizational Choices
• Groups in the Workforce
• Sexual Harassment
• A Note on the Law of Sexual Harassment
• Spousal Equivalents
• Affirmative Action

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Part 4 Redefining Leadership

• Redefining Leadership through Diversity
• Personal leadership in Diversity
• Typical Motivations that cause individuals to
  take Leadership positions around Diversity
• The barriers that prevent such position
• Leadership skills/strategies that enable one to
  be effective in this arena

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Issues/Discussion Topics

• Affirmative action
• Comparable Worth
• Conceptual Frameworks
• Diversity in Customer Base
• Employee Pressures/Issues
• External Pressures
• Glass Ceiling

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Issues/Discussion Topics

• Impacts on Perf. Dev.
• Institutional Bias
• Labor Market Demographics
• Leadership
• Legal and Regulatory Issues
• Organizational Change
• Stereotyping Prejudice
• Work/Family/Life Balance

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Pedagogy for this Course

• Case Exercises
• Theory Research
• Quest Lecturers
• Students actively participation in class

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Diversity in the Future by . Loden Rosener

• .Massive demographic changes are creating new
  challenges for mangers
• We must replace the cookie cutter approach to
  HR in which employee diversity is ignored or
  devalued
• New attitudes skills will be required to hire
  develop diverse employees lead.

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DIVERSITY IN THE FUTURE

• There needs to be a shift in focus away from a
  homogeneous view of employees towards pluralistic
  view.
• To make this shift, managers will need to
• Recognize cultural diversity.
• Value respect fundamental differences.
• Find common ground on which to build
  relationships of trust mutual respect..

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A New Understanding of Diversity by .R. Thomas

• Integrating several lines of business into a
  strategic whole
• Orchestrating a merger to maximize benefits and
  minimize hassles
• Managing change so that you improve the health of
  your organization without killing the patient in
  the process
• Evaluating various global global opportunities
  smart decisions

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A NEW UNDERSTANDING OF DIVERSITY

• A new philosophy about what diversity is anew
  process of Diversity management that can be of
  benefit in all strategic areas
• Defining Diversity
• Diversity is not synonymous with differences, but
  encompasses differences similarities.
• Diversity refers to the collective
  (all-inclusive)mixture of differences
  similarities along a given dimension.

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A NEW UNDERSTANDING OF DIVERSITY

• The component elements in diversity mixtures can
  vary, and so a discussion of diversity must
  specify the dimensions in question.
• Challenge yourself to get better at recognizing
  the diversity mixtures in the situations that
  appear.

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A NEW UNDERSTANDING OF DIVERSITY

• The Critical Link Between Diversity Complexity
• Complexity is function of the number of
  components involved and the degree of
  variability..
• Diversity the more lines of business.., the more
  function, the more races represented, the
  greater the diff, among them, the greater the
  diversity.

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A NEW UNDERSTANDING of DIVERSITY

• Where diversity increases, complexity increases
  where complexity becomes pronounced, so does
  diversity.
• To find new formulas for competitive advantage,
  are forcing managers to expand their capability
  to deal with such apparent contradictions
• You must develop skill at understanding

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A NEW UNDERSTANDING OF DIVERSITY

• Dealing with diversity will also know how to
  understand deal with complexity.

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A New Tool for Strategic Management

• Workforce diversity are growing managers must
  find vehicles to ensure full use of these
  employeespotentials
• Teaming as a strategic structure- transforming to
  focused unit
• Acquisitions mergers-strategies-gun-shy
  confused
• Cross-functional coordination-collaboration

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A New Tool for Strategic management

• Managing change means dealing with
• Create an environment in which all employees
  team members
• Create a global organization that will enable
  full realization
• Weave the acquisition?merger partners into one
  effective organization
• Enhance our ability to process diverse, complex
  data

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The Diversity Management Process

• Step 1 Analyze the circumstances identify the
  problem.
• Step 2 Identify the diversity mixture at hand
  define its ingredients
• Step 3 Determine whether diversity tension is
  present and, if so, whether it is interfering
  with success.
• Step 4 review the action options choose

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WAYS OF THINKING

• PURPOSE
• The Ways of Thinking About and Across Difference,
  provides a descriptive critique of the reasoning
  pitfalls often encountered of all kinds, but
  particularly differences of identity such as
  race, gender, ethnicity, and so forth.
• This essay requires a self-reflection
  self-awareness

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WAYS of THINKING

• Thinking patterns can restrict the ability to
  respond effectively to , and learn from,
  differences...
• Habitual Ways of Thinking About Difference
  Patterns of Duality Oppositionality
• Examining nine common reasoning models

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(1)Ways of Thinking About Across Difference

• Mary Ann Glendon Rights Talk
• - Have you observed the types of thinking about
  RIGHTS that Glendon describes in diversity
  discussion?
• What are the consequence of this type of
  thinking?
• Insularity vs. self-corrective learning
• assertion vs reason-giving

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(2) Self-Definition Through Oppositionality

• What would it mean to define oneself more
  complexly, in ways other than in opposition to
  others?
• Allows for differences/distinctions within
  identity groups
• Allows for internal contradictions
• allows for greater personal dynamism, growth and
  change
• individual identity becomes a more fluid and
  yet more resilient concept

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(3) Cultural Generalization Dichotomy or
Continuum

• Have you seen examples of useful and/or
  ineffective applications of cultural or group
  generalizations?
• True Understanding learning is limited at
  either pole of this dichotomy the assumption
  that we understand an individual because we hold
  generalizations about a group (ender, race
  Nationality,etc.) to which they belong----

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(4) Shelby Steele Seeing for Innocence

• Do you agree with Steele analysis that both
  African-Americans and Caucasian Americans can be
  tempted to claim the status of victim with
  regard to the other? Why or why not?
• If so what are the implications?
• Barrier to understanding and change

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(5) Cornel West and racial Reasoning

• Can you understand and explain the tendency
  toward closing ranks and demands of racial
  authenticity that West describes?
• Can you see similar tendencies within other
  identity groups?
• Is this tendency unique to non-dominant groups?

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(6) Chris Argyris and Defensive Reasoning

• Do you recognize the phenomenon Argyris
  describes?
• How is it anti-learning?
• How does it limit our ability to learn about and
  from differences?

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(7) Thomas Gilovich and How We Know What Isnt So

• How do the reasoning errors that Gilovich
  describes affect thinking about differences, in
  our own experience or in that of others we have
  observed?

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(8) Pareto Optimality/Scarcity Thinking
College of Business (

• Are there instances where my privileges may be a
  direct result of someone elses exclusion -
  through no merit of mine or fault of theirs?
• How does one address that situation?
• Identify opportunities missed (for learning,
  innovation, growth)
• identify interdependencies
• consider fairness

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(9) Masking and Overdetermined Terminology

• Can you think of other terms (besides Merit)
  that have taken on an assumed clarity that masks
  many assumptions and differences of opinion?
• diversity
• minority

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Assignment Questions

• Can you think of examples of the reasoning
  pitfalls (described in the essay) that you have
  heard, read, or thought in response to managerial
  issues of diversity?
• Using the model for reframing diversity described
  in this essay, can you generate alternative
  analyses of these same managerial issues?

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Reframing Diversity A Model

• 1. Multiple Identities
• 2. Salience
• 3 Costs and Benefits
• 4. Choice
• 5. Redefinition and Change
• 6.Shared Goals

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Dimensions of Diversity

• Primary dimensions-help form our core identities
  minimally include age, ethnicity, gender,
  physical abilities /qualities, race and sexual/
  affecttional orientation
• Secondary dimensions-educational background,
  geographic location, religious beliefs, income,
  marital status work experience

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The Diversity ParadigmOptions for Action

• Considering the diversity mixture at hand, what
  are the available action choices?
• What are the factors that determine what action
  is selected?
• Include/exclude suppress
• Deny Isolate
• Assimilate Build relationships
• Foster mutual adaptation

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The Diversity Paradigm

• Understanding the Action Options
• Of the eight options, only one unequivocally
  endorses diversity
• None of action options is inherently good or bad
  in itself It all depends on the context
• Action choices can be used in combination
• The selection of action choices is dynamic and
  determined by context
• Each option can be used with any collective
  mixture of differences similarities

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Selecting a Course of Action for The Diversity
Paradigm

• Your point of reference
• Individual inclination
• Individual mindset
• Organizational environment
• Diversity tension
• Depending on the circumstances, any one of these
  factors or any combination, can be dominant at
  any particular time

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INDIVIDUAL CHOICES SKILLS PERSPECTIVES

• Readings
• Gender Differences in Managerial Behavior The
  Ongoing Debate
• Race and Ethnicity
• Managerial effectiveness and Diversity
  Individuals Choices
• Dimensions of Diversity

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Gender Differences in Managerial Behavior The
Ongoing Debate by Herminia Ibarra

• Two conflicting perspectives on gender difference
• Psychological theories emphasize the different
  outlook, attitudes, and values inculcated in men
  women during their development socialization
• Situational theories argue that gender
  differences are few, largely an artifact of
  differences in opportunity, power, lack of

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GENDER DIFFERENCE

• Representation in business and organizational
  settings
• The research that has done on these questions is
  often contradictory
• Some suggests - the real measurable differences
  in the way men women act interact

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GENDER DIFFERENCE

• Other studies suggest that these differences are
  rooted in the organizational contexts where the
  men women work.
• These two ways of viewing gender differences in
  the workplace have different implications for the
  actions on might take to address inequities.
• The problem-solving framework - Ways of
  Thinking

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RACE AND ETHNICITYBy Taylor Cox, Jr. Stella Nkomo

• Cox Nkomo extend the discussion raised in
  Ibarras essay from gender to race and ethnicity.
  What are the different research perspectives when
  applied to race and ethnicity?
• The research literature on racioethnic effects in
  five areasjob satisfaction/attitudes,
  performance appraisal, leadership, motivation,
  careers (entry and upward mobility).

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RACE and ETHNICITY

• The broad question of whether psychological
  perspectives or situational perspectives most
  adequately explain gender differences.
• What exactly are these different research
  perspectives have revealed when applied to race
  and ethnicity?

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RACE and ETHNICITY

• What are some tangible examples of the ways
  differences can impact workplace experience?
• What are some broad conceptual questions of race
  ethnicity as cultural phenomena ( as well as
  biological realities)?
• How would you use intergroup theory to enrich
  ones understanding of racial ethnic diversity?

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RACE and ETHNICITY

• What is the implications of the intersection of
  racioethnicity and gender?
• How would you use the theory of everyday racism
  as a means of exploring the ways in which values,
  beliefs and prejudices about race and ethnicity
  are embedded invisibly-in the codes of everyday
  language and experiences

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NATIONAL CULTURE AND MANAGEMENT

• What are the four continua set up by Hofstede as
  a sort guide for exploration learning
• There is no single categorization captures a
  culture, how would you use Halls languages and
  Hofstedes spectrums as a guide for exploration
  and understanding others?

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DIMENSIONS OF DIVERSITY By M. LODEN J. ROSENER.

• What are the primary secondary dimensions of
  people in this class?
• How can the class benefit from these factors?
  What are the liabilities?
• What word(s) would you use to refer to the
  following groups women, black people, Asian
  people, American indians, gay men and lesbians,
  and older adults?

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DIMENSIONS OF DIVERSITY

• Do the terms we use to label people really make a
  difference in how we communicate with each other?
• How does the interconnectedness of these
  dimensions (primary secondary) really shapes
  identities, values, and perceptions? For
  example...

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Managerial Effectiveness Diversity Individual
Choices

• ENTRY INTO AN ORGANIZATION OR WORK GROUP
• PERFORMANCE DEVELOPMENT
• INDIVIDUAL CONFLICT
• Intent versus Perception
• Power and Access
• Is Equal Fair?
• Creative Conflict

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Managerial Effectiveness and Diversity
Individual Choices

• Bystanders and Third Parties
• Freedom of Expression
• Freedom to hold express our views, opposed to
  the right to have others comply with them
• Freedom to express our views for the purpose of
  constructive dialogue learning, as opposed to
  the purpose of silencing or harassing other
• Personal values beliefs Vs. values beliefs
  germane to the workplace

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Anne Livingston Power Max System A-E

• This case series provides an opportunity to
  examine how identity differences can have an
  impact upon and individuals ENTRY into an
  organization or work group.
• Some of the issues first impressions,
  self-fulfilling prophecies, stereotypes,
  prevailing cultural norms institutional bias,
  the impact of being in a majority or a minority,

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Anne Livingston Power Max Systems

• Group dynamics, the presence/absence of mentors,
  the presence/absence of informational support
  networks, comparable worth, glass ceilings
  leadership
• Entry into any group is a complex situation
• Difficult to know when reactions are
• related to ones newness or ones identity group
  memberships (racial, gender, etc.)

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Anne Livingston Power Max Systems

• Do the gender and racial identities of Livingston
  her Power Max colleagues have anything to do
  with the way they are working together and their
  performance?
• The lesson is that effective management of gender
  racial differences encourages effective
  management of all differences (of ideas, of
  styles, of personality, etc.)

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Anne Livingston Power Max Systems (A)

• Should Livingston accept this job if offered?
• Pro
• Con
• Is Power Max a good fit for Livingston (her
  style, her identity) ? Is power Max a good fit
  for women of color? Should she consider that?

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Anne Livingston Power Max Systems (B1) Case

• How well as Livingston managed her initial entry
  onto the team at Power Max? What has she done
  well? What should she have done differently?
• Why do you think Murray fumbled her title? What
  were her options in the situation/
• Should Livingston have responded differently to
  the senior engineers comment about equal
  opportunity hiring?

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Anne Livingston Power Max Systems (C1) Case

• How should Livingston respond to Dixon the
  software teams doubts right then?
• Could Livingston have avoided this situation? Why
  didnt Dixon respond earlier? What is Murray
  doing?
• How well did Livingston manage Jordan? Amjas?
  What kind of credibility did she have by this
  point, and with whom?

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Anne Livingston Power Max Systems ( D1) Case

• Should Livingston hire Leung?
• What so you think of her efforts to diversify the
  team? What are her arguments? Do you agree with
  them?
• Is she doing all she should to make the
  environment hospitable to new hires?
• Does this emphasis upon diversifying the team
  help or hinder her personal success/

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Anne Livingston Power Max Systems (D1) Case

• Should Livingston hire Leung?
• What do you think of her efforts to diversify the
  team? What are her arguments? Do you agree with
  them?
• Is she doing all she should to make the
  environment hospitable to new hires?
• Does this emphasis upon diversifying the team
  help or hinder her personal success?

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Anne Livingston Max Systems (E1) Case

• What should Livingston do now? What are her
  options what ends do they serve?
• How effective has Livingston been? Is her
  management style a problem? Is she tough
  enough?
• What do you think of her attempt to talk to Dixon
  about her style being culture-based?

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Anne Livingston Power Max Systems Conclusion

• It is worth noting that entry into an
  organization can be tricky in any case, but that
  is becomes especially complex when one is trying
  to understand whether responses from colleagues,
  subordinates supervisors are tied to ones
  identity or ones actual performance. The
  individual entering the new situation will be
  weighing when to confront a situation when to
  hold back, to wait and see.

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Understanding Communicating About Group
Identities Differences

• Workshop Objectives
• Pre-Workshop Written Assignment
• Student pre-Work
• Read The case for mutual understanding The
  Johari Window (Point)
• Read The case for ambiguous communication
  (Counter Point)
• Learning about Yourself Exercise (Listening
  Self-Inventory)

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Communication Reading Assignments Decoding
Garbled Communication

• To become effective communicators, managers and
  employees must increase their
• Language sensitivity
• Awareness of stylistic elements of communication
• Avoid using terms expressions that ignore or
  devalue others
• Become familiar w/person communication styles
  vary among individuals diverse groups

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Decoding Garbled Communication

• Managers can improve the quality clarity of
  their communications with others by following
  these four steps
• Identify the specific elements of ones own
  communication style.
• Recognize personal filters test assumptions in
  cross-cultural communications

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Decoding Garbled Communication

• Acknowledge ones own style when communicating
  with others.
• Be aware of differences in cultural context.
• Garbled communication is less likely to occur if
  managers assume the are communicating with
  others------

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Beyond Stereotypes Developing Authentic
Relationships W/Diverse Others

• Stereotyping defined--fixed distorted
  generalization made about all members of a
  particular group
• Stereotypes are frequently used to reinforce an
  underlying prejudice about others.
• Prejudices are judgments made about others that
  reinforce a superiority/inferiority belief
  system.

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Beyond Stereotypes

• Prejudices foster the destructive isms
  (including -heterosexism, racism sexism)
• Prejudices combined with institutional power
  used to systematically disadvantage others
• Everyone develops some prejudices stereotypes
  about others as a result of early socialization.

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Beyond Stereotypes

• Prejudices can be managed minimized in the
  following five step process
• Accepting responsibility for the problem
• Identifying problem behaviors
• Assessing the impact of problem behaviors oth
  others
• Modifying negative behavior.
• Obtaining feedback from others

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Performance DevelopmentJensen Shoes Assignment
Questions

• What were Twitchells assumptions about Kravitz
  abilities, attitudes motivations? On what were
  these assumptions based?
• What were Kravitz assumptions about Twitchells
  abilities, attitudes and motivations? On what
  were these assumptions based?

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Jensen shoes Assignment Questions

• What would Twitchell Kravitz have had to do
  differently to result in a more effective working
  relationship?
• Background What kind of environment is Jensen
  Shoes for women Minorities
• What would you see as the strengths weaknesses
  of twitchells Kravitzs performance,
  interactions, 7 career management thus far? What
  are they doing well? What are they doing poorly?

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Jensen Shoes

• What were Twichells Kravitzs assumptions
  about the others abilities, attitudes
  motivations? Upon what evidence were these
  assumptions based?
• What would they have to do differently to create
  an effective working relationship? Could this
  assignment have worked?

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Managing Culture Clash

• Culture clash is conflict over basic values that
  occurs between groups of different core
  identities.
• When? In the workplace when the values, attitudes
  behaviors of dominant group are questioned by
  others.
• Example--when an organizations move away from
  assimilation--valuing diversity

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Managing Culture Clash

• What are the three types of culture clash
• Threatening
• Confusing
• Enhancing

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Establishing Common ground

• To shared set of assumptions cooperative
  action.
• To move away from assimilation, towards greater
  differentiation to integration.
• True integration require a organization culture
  becomes one that values supports diversity.

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Establishing Common Ground

• To create a culture of diversity, other must play
  an active role in shaping organizational
  standards expectations
• The major responsibility for this change rests
  with the dominant group-possess greater
  organizational power.
• There is no quick fix to culture change or
  establishing common ground

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PERFORMANCE DEVELOPMENT

• Karen Leary (BC)
• How has Leary taken charge of the Elmville branch
  office?
• What is your evaluation of Chungs performance?
• If you were Leary, how would you respond to
  Chungs request for a private office?

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Karen Leary (B C)

• What factors would you consider? What specific
  actions would you take to improve Chungs
  performance, as well as your working relationship
  with him?
• If you were Learys regional director (her
  immediate supervisor), how would you evaluate her
  performance?

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Performance Development Laura Wollen ARPCO,Inc.

• Should Wollen recommend Lewis for the U.K.
  position? Is Abbott correct in saying that
  Wollen has made this too much of a personal
  issue?
• If she does recommend him, are there other steps
  she should take to insure his success?
• If she does no recommend him, are there other
  steps she should take on his behalf or within the
  firm more generally?

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Understanding Group Dynamics Minimizing
Collusion

• What are the affects of diversity in the
  workplace?
• What are the factors that have a particularly
  strong impact on on the effective functioning of
  diverse work groups?
• How would you explain the an insidious dynamic of
  collusion in the workplace?

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Understanding Group Dynamics Minimizing
Collusion

• Explain how collusion can be conscious and
  unconscious enticing among group members that
  reinforces stereotypic attitudes, behavior and
  prevailing norms?
• How do people collude?
• What is often the motivation for collusion
• How would you break collusive behavior patterns?

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Conflict Diverse Workplace Vignettes

• Intent vs. Perception
• Power Access (Nikki Bliss)
• Is Equal Fair? (Moses Wu)
• Julia Mack MacKenzie
• Creative Conflict (Cassandra Barton)

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Managing Conflict in a Diverse Workplace

• Bystanders Third Parties (Everett Evans)
• Freedom of Expression
• Jillian Reese
• Jacqueline LaRue
• Terry O Leary
• The Implications of Involvement

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Conflict Case Ann Hopkins

• What caused the problem described in the case?
• Was the problem avoidable? If so How?
• What should Ann Hopkins do?

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Model of Organizational Diversity

• Workforce Diversity
• Behavioral
• Situational
• Identity groups
• Business Diversity
• Operating environment
• Markets
• Product/Services

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Model of Organizational Diversity

• Structural Diversity
• Functional
• Level
• Divisional
• Interorganizational alliances

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ORGANIZATIONAL CHOICES Readings

• Organizational Responses to Diversity (A
  descriptive Framework)
• MOTIVATORS
• MINDSET
• MEHTODS
• MEASURES

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Understanding Organizational Responses

• MOTIVATORS
• Legal Regulatory Pressures
• Labor Market Demographics
• Globalization of Business
• Diversifying Customer Base
• External Pressure from Community, Religious, /or
  Political Groups

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MINDSET

• Is it a discrete problem to be solved?
• Is it a discreet competitive opportunity to be
  tapped?
• Is it a potential threat to be avoided?
• Is it a cluster of interrelated challenges
  opportunities?
• Is it experienced as a primarily external (to the
  organization) or primarily internal reality

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MINDSET

• Is it experienced as a primarily external (to the
  organization )or primarily internal reality?
• How broadly is diversity defined?
• Are the points of leverage seen as primarily
  person-based, or embedded in the organization?
• Is it seen as a time-limited, time-bounded agenda

91
METHODS

• Cultural Audit
• Training
• Recruiting/Hiring initiative
• Networks, Discussion Groups Task Forces
• Performance Development/Career Management
• Working Conditions Benefit Policies
• external Programs

92
Global Work Force 2000 The New world Labor
Market

• Another way of thinking about diversity-demographi
  cs
• Diversity in the workplace point to shifting
  labor market demographics as a motivation for
  attending to this issue--global complex context
• Demographic projections must be seen in the
  context of interlocking interdependent
  variables

93
Global Work Force 2000 The New World Labor Market

• They are immigration patterns, educational
  patterns, cultural realities around gender
  racial equity, age representation, availability
  of health retirement benefits--both within
  between countries.

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Global work force 2000 The New World Labor Market

• Taken together, the essay by authors provide
  specific insights into four types of diversity
  gender, race, ethnicity, and national culture
• These essays suggest some specific ways
• The general reasoning framework model-in Ways of
  Thinking About Across Difference

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WORKPLACE 2000 FROM ASSIMILATION TO DIVERSITY AT
WORK

• Reaping substantial long-term rewards in the
  future
• Full utilization of human capital.
• Reduced interpersonal conflict.
• Enhanced work relationships.
• Shared organizational vision increased
  commitment among diverse employees
• Greater innovation flexibility

96
WORKPLACE 2000 FROM ASSIMILATION TO DIVERSITY AT
WORK

• Organizations that continue to view diversity as
  liability
• High turnover among others.
• Low employee morale.
• Limited innovation.
• Lagging productivity.
• Increased inability to recruit the most talented
  new workers.

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DIVERSITY ORGANIZATION CHANGE

• Valuing Diversity in Leading-Edge Organization-
  share three characteristics
• Commitment to the value of diversity among senior
  management.
• A different but equal operating philosophy.
• Expanded definitions of effective performance.

98
Diversity in Leading-Edge Organizations

• Leading-edge organizations share basic
  assumptions including
• Employee diversity is a competitive advantage.
• The organization is in transition.
• Change the culture not the people.

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Diversity in Leading-edge Organizations

• Some common practices of - Leading-Org.
• Linking diversity to the strategic vision.
• Systems procedures that support diversity.
• Monitoring of recruitment, development,
  promotion trends.
• Technical reeducation.
• Awareness education.
• Awareness education.

100
Diversity in Leading-edge Organizations

• Some common practices
• Rewards based on performance results.
• Enhanced education
• Rewards based on performance results.
• Reinforcement of the value of diversity in hiring
  promotions.
• Attention to subtle reinforces of the homogeneous
  ideal.

101
Diversity in Leading-edge Organizations

• Some out comes from these practices including
• Help to increase the presence of others in
  visible leadership roles.
• To increase the voice of others as resources in
  efforts to change the organizations culture.
• To increase employee interest involvement in
  integrated nit works.

102
DIVERSITY IN CUSTOMER BASE

• The Miami Herald Publishing Company
• Assignment Questions
• How should Lawrence define his papers market
  papers role in the Miami
• How do these definitions serve Knight-Ridder, the
  parent company?
• How do these definitions serve the different
  communities in the Miami area?

103
The Miami Herald Publishing Company

• What are the major business challenges facing the
  newspaper industry in 1994?
• So with this business context, where are the
  growth opportunities for The Miami Herald?
• It is clear that all of these strategies are
  focused ether primarily or at least significantly
  on the Hispanic markets.

104
Th Miami Herald Publishing Company

• Tell me about the Hispanic market in Miami The
  Miami Heralds relationship to it.
• In considering a segmentation strategy, what are
  the advantages the disadvantages of splitting
  the core product into two free-standing papers,
  The Miami Herald El Nuevo Herald?
• What should Lawrence do? What should
  Knight-Ridder want him to do?

105
The Miami Herald Publishing Company

• The melting pot or assimilation model for
  community with some new metaphor for an
  increasingly diverse nation- multiple
  identities
• Do separate papers necessarily divide the
  community?
• Does a single paper (or voice) Necessarily unite
  the community?

106
The Miami Herald Publishing Company

• Could the different perspectives of the different
  papers enrich each other? ( In other words, isnt
  this more than an issue of language?)
• When does the market (it size distinct
  characteristics, economic clout) drive such
  decisions, as opposed to a commitment to the
  mission of a major metropolitan newspaper as
  Lawrence defines it?

107
DIVERSITY IN CUSTOMER BASE EXTERNAL PRESSURES

• BAYBANK BOSTON
• Is the bank guilty of discrimination? Please pay
  careful attention to exhibits one two
• As a senior executive of the bank, what issues
  would concern you most in this situation?
• What steps should the bank take in the next few
  months? In the next few years?
• The fundamental questions of the case Looking a
  the statistics in Exhibit 2, can you say that
  BayBank discriminated or was there something else
  at work?

108
CROSS-FUNCTIONAL DIVERSITY

• 1. Introduction This Case can teach us something
  about how people work together in teams, how
  managers handle collaborative endeavors, and how
  organizations can nurture those teams
• 2. Diagnosis What is happening and why?
• How has Mod IV ended up where it is now?
• How would you assess Mod IV?

109
CROSS-FUNCTIONAL DIVERSITY

• 3. ActionWhat do you expect will in fact happen
  at a team meeting (to resolve the modules issue.
  For example)?
• 4. Reflection and Action Reconsidered
• Whats the purpose of teams (at BCD and in
  general)?
• Action
• How would you ideally like to see the team act?

110
CROSS-FUNCTIONAL DIVERSITY

• 5. Conclusion
• Macro conclusions teams as logical, but many
  challenges
• Micro conclusion team members in a double-bind.
• Managers have tasks that require paying attention
  to both macro and micro levels

111
CROSS-FUNCTIONAL DIVERSITY

• Mod IV Product Development Team
• How has Mod IV ended up where it is now?
• What is its history where is it now?
• What forces are affecting the Mod IV teams
  culture outcome?
• What were the major controversies involved in its
  development?
• What organizational factors have influenced it?

112
LAABOR MARET DEMOGRAPHICS WORK/FAMILY/LIFE
BALANCE

• Accountants Business Advisors, Inc, City
  Office
• Is retention of women a problem for the City
  Office?
• What factors contribute to the lower retention
  rates for women?
• What does shaughnessy lern from the four female
  partners?
• What should Shaughnessy do?

113
EMPLYEE PRESSURESH/HIRING DEVELOPMENT

• Landgraf Du Pont Merck Pharmaceutical Company
• How should Landgraf respond to the African
  American Core Teams concerns the threat of a
  lawsuit?
• Should the issues raised by the African American
  Scientists impact downsizing decisions?
• What should Landgrafs priorities be a how
  should he communicate them?

114
Black Caucus Groups at Xerox

• Black employees felt that the HR policies at
  Xerox were inadequate as a result they created a
  black caucus system?
• As David Kearns, how would you respond to the
  prospect of a national caucus meeting or the
  formalization of the caucus system into a
  national organization?
• What are you going to do?

115
Sexual Harassment Free Speech, or

• Which of the scenarios presented in the case
  involve sexual harassment? How compelling is the
  claim?
• In which situations do complainants have a valid
  legal claim? For those situation, identify the
  parties with potential liability.
• How would you advise the complainants in each
  situation?

116
Sexual Harassment Free Speech, or..

• What is your appraisal of the legal framework
  governing sexual harassment in the United States/

117
Employee Pressures/Hiring/Benefits Policy

• Lotus Development Corporation Spousal
  Equivalents
• Why is Campanello considering the proposal?
• What would be the likely costs benefits of
  Lotus offering benefits to employee spousal
  equivalents?
• What should Campanello decide? Why?
• What kind of response can Campanello Lotus
  expect from the market investors from
  competitors? From employee?

118
Building a Balance Workforce

• The Balance workforce a Xerox Corp.
• Do the governments factors make sense?
• Does the weighting scheme make sense?
• What problems did the old process face?
• What does BWF change? Did it create new problems?
• How does Xerox expect managers to achieve their
  goals, once set?
• What is making it harder for managers to achieve
  their goals?
• c

119
Affirmative Action

• The FCC an License Auctions for emerging
  Technologies
• What ought the objectives of Congress the FCC
  be, if any, with regard to designated entities
  the Spectrum auctions?
• Are the FCC auction policies for designated
  entities likely to work as intended?
• If they do work, who benefits? Who loses?
• Is there a better alternative

120
Building Diversity among Suppliers

• Peak Electronics Vendor Relationship with the
  Ford Motor Company
• What were Yancys motivations?
• What do you think if the arrangement outlined in
  Fords letter of November 7 to Yancy? Was it
  fair ? Did it favor any on party in particular?

121
Peak Electronics

• How do you evaluate Peaks performance since
  commencing operations in January 1990? How has
  Yancy conducted himself?
• How do you evaluate Ford (both corporate
  electronic division management) since Peak
  commenced operating in January 1990
• What should E.J. Yancy now do? What proposal
  should he make to Ford?

122
Redefining Leadership Through Diversity

• Monitor Company
• What motivates the different individuals profiled
  in the case to take a leadership role around
  diversity
• How do they define diversity?
• Are there conflicts between these definitions
  the goals they engender

123
Monitor Company

• Can the Monitor culture and value system
  accommodate diverse styles of learning and
  leadership without sacrificing it distinctive
  identity?

124
The Pluralistic Leader

• Participative versus Pluralistic
• New attitudes skills are required to lead
• Effective managers empower employees
• Effective leaders go beyond basic competencies
  must be to inspire employees
• visibly committed to creation of culture of
  diversity
• Moving beyond current models of participative
• leadership

125
The Pluralistic Leader

• Pluralistic Leadership Characteristics
• Vision values that recognize support
  diversity within the organization
• Ethical commitment to fairness the elimination
  of all types of workplace discrimination.
• Broad knowledge awareness regarding the primary
  secondary dimensions of diversity
  multicultural issues.

126
Creating the Culture of Diversity

• The culture of diversity is an institutional
  environment built on the values of fairness,
  diversity, mutual respect, understanding,
  cooperation where shared goals, rewards,
  performance standards, operating norms, and a
  common vision of the future guide the efforts of
  every employee manager.

127
Creating Organizational Cultures that Value
Diversity

• Blueprint for creating this culture actions
• Phase 1 Setting the Stage
• Acknowledging the fundamental difference between
  equal employment opportunity valuing diversity.
• Endorsing the value of diversity at the top
  communicating this throughout the organization.

128
Creating Cultures that value Diversity

• Phase 2 Education change Implementation
• Providing awareness education to minimize culture
  clash improve work relationships.
• Enlisting support for change from employees at
  all organizational levels.
• Diversifying work groups decision-making groups.

129
Creating Cultures that Value DiversityPhase 2
Education

• Creating benefit plans that reflect diverse
  employee priorities
• Tying individual group rewards to consistent
  behavior that values diversity.
• Creating structures to support organizational
  change.
• Developing coaching tutoring mechanisms to
  enhance individual group effectiveness.

130
Creating Cultures that Value Diversity Phase 3
Maintenance

• Periodic cultural audits.
• Periodic employee opinion surveys.
• Annual survey feedback for managers
• Awareness training.
• Continuous monitoring of recruitment, hiring,
  development, promotion trends.

131
The Pluralistic Leader Characteristics

• Openness to change based on diverse input
  feedback about personal filters blind spots.
• Mentor empowered of diverse employees
• Ongoing catalyst model for individual
  organizational change.

132
Redefining Leadership Through Diversity and
Exercise

• Pre-Class Assignment
• Identify an individual (or individuals) who, in
  their opinion, has demonstrated leadership
  trough/around diversity be prepared to explain
  why you selected him or her.
• Reflect upon how they suspect this individual
  would answer the following questions

133
Redefining Leadership Through Diversity

• (Or, if feasible , students could actually
  interview individuals whom they have identified
  as leaders in this area)
• Why did you choose to take a leadership role
  around diversity?
• What special abilities/skills personal
  characteristics enable you to be effective in
  this kind of leadership role?

134
Redefining Leadership Through Diversity

• What are the personal characteristics that hinder
  an individuals ability to be effective in this
  role?
• What risks did you take when you took on such a
  role?
• What rewards have you seen?

135
In-Class Discussion Small Groups

• Break students into small groups of four or five
• Students will be in small groups for thirty
  minutes.
• Students will share the stories of the leaders
  they identified, as well as their responses to
  the five reflection questions.

136
In-Class Discussion Large Group

• How do you define leadership around/through
  diversity?
• How is leadership through diversity distinct from
  your more general definition of leadership?
• Are there different forms or types of leadership
  in this area? (for example., interpersonal or
  organizational) Why might an individual exhibit
  on form over another?

137
In-Class Discussion Large group

• What happens when a number of individuals are
  committed to taking a leadership role around
  diversity in an organization, but they disagree
  among themselves and among other organizational
  members about how to define and respond to
  diversity? (provide some examples-the case study
  or from students own experiences)

138
In-Class Discussion

• How might one use an understanding of the variety
  of motivations for, and types of, diversity
  leadership in order to trigger it in others?
• In light of the stories you shared in small
  groups, what would spur YOU to take a leadership
  role around diversity?

139
Monitor Company

• What motivates the different individuals profiled
  in the case to take a leadership role around
  diversity? How do they each define diversity?
  Are there conflicts between these definitions and
  the goals they engender?
• Can the monitor culture and value system
  accommodate diverse styles of learning and
  leadership without sacrificing its distinctive
  identity?

140
Monitors Culture?

• What were the distinguishing characteristics of
  Monitors culture?
• How does this culture support or obstruct
  diversity?
• Is there an opportunity here for monitor to
  rethink its contribution measures and paths to
  corporate leadership, or is this beyond one
  firms control or responsibility?

141
Monitors Cultures

• How would you characterize Monitors approach to
  diversity initiatives?
• What were the drivers for this effort What
  were the key components of their initiative? Was
  this a strategy? What were its strengths and
  weaknesses?
• Take a look at the individuals profiled in this
  case What motivates each of them?

142
Monitors Culture?

• How does each of them define the importance and
  key issues related to diversity at monitor?
• Does fact that one is motivated by different
  experiences and commitments affect ones
  priorities in this work?
• Without a single vision for diversity, could any
  real progress be achieved?

143
Monitor Culture

• Was such a singular vision antithetical to the
  task? (page 15 of the case)
• Are the views necessarily mutually exclusive?

144
Class Assignment

• Develop a statement of the optimal role of
  diversity for your organization (past or current)
  or your class that is broad enough that you
  believe everyone could/would be willing to share
  it, while still specific enough to suggest
  meaningful action and goals.

145
Personal Reflection

• What would motivate you to take a leadership
  position around diversity in your organization?
• What barriers would hinder this action?
• What skills and frame of mind will be most useful?

146
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