Manage workplace Diversity

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Manage workplace Diversity

• Session 1
• Diversity a valuable asset

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Unit objective

• To develop skills and knowledge required to
  provide effective leadership in a diverse
  workplace with customers and employees from a
  wide range of backgrounds.

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Recommended Reading

• K. Cole, 2005,Management theory practice,
  Chapter 18

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Define diversity

• The many and varied ways in which we are
  different from one another.
• Obvious diversity vague variations
• Cultures sub cultures

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ACTIVITYHow diverse is your workplace?

1. Colleagues name
2. Age
3. Gender
4. Cultural background
5. Religion
6. Family/relationship
7. One word to describe this person
8. How often do you communicate?

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Expose and open your

• Values
• Beliefs
• Assumptions

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A snapshot Renaissance Sydney Hotel1996

• Australia Cook Islands Bosnia Croatia Ireland
  Germany Poland Serbia Vietnam a Sri Lanka Czech
  rep. Slovakia Turkey Bangladesh India Nepal
  Hong Kong Indonesia Japan Korea Malaysia
  Cambodia South Africa New Caledonia New Zealand
  Nuie Lebanon England Argentina Brazil Chile
  Columbia Mautirius Armenia El Salvador Peru
  Thailand Singapore Egypt Jordan Iraq Uruguay
  Canada Philippines Samoa Tonga

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What is a group?

• A group is a number of individuals who join
  together.
• What is a team?

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Mutual influence

• A group is two or more persons who are
  interacting with one another in such a manner
  that each person influences and is influenced by
  each other person
• Shaw, 1976

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Pseudo team

• Members who have been assigned to work together
  and have no interest in doing so

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Ineffective Team (a group)

• Assigned to work together and accept they have to
  do so
• Members believe they will be evaluated and
  rewarded on individual merits
• Work is structured so that joint work is very
  little
• Members interact to clarify how the work is done
• Seek information from each other but not
  motivated to work together
• Some members rely on hard workers to cover for
  them
• Conscientious workers feel exploited and do less

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Building an effective team

• Work together efficiently
• Reach enterprise goals
• Able to communicate effectively
• Understand others beliefs and values
• Able to solve problems
• Minimal supervision

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Effective team

• Members commit to the common purpose
• Members assigned to work together and are happy
  to do so
• Believe success depends on effort of all members
• Clear operational goals
• two-way communication
• distributed leadership

• Decision making procedure
• Able to challenge each others beliefs
• Ability to resolve conflicts
• All accountable for the work
• Promote each others successes
• Determine how effectively they worked together

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High performance team

• Meets all of the aspects of the effective team
• Not only did we trust each other, not only did
  we respect each other, but we gave a damn about
  the rest of the people on this team. If we saw
  somebody vulnerable, we were there to help
• Katzenbach Smith, 1993

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Development, from a group to a team

1. Defining
2. Conforming
3. Recognising
4. Rebelling and differentiating
5. Commitment
6. Functioning
7. Terminating

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Defining and structuring procedures

• Members concerned with what is expected of them
• Members concerned with goals
• Members want to know if they will be accepted
• Members expect supervisor to explain functions
• Members want to re-assured

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Conforming to procedures and getting acquainted

• Members follow prescribed procedures
• Become acquainted with one and another
• Become familiar with procedures
• Learn strengths and weaknesses of each other
• Depend on supervisor for direction and
  clarification

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Recognising mutuality and building trust

• Members recognise interdependence and building
  trust
• Sense of mutuality develops a sink of swim
  approach
• Members take responsibility for each others
  performance
• Trust is built through disclosing ones thoughts,
  ideas, conclusions and feelings
• Members respond with acceptance, support,
  reciprocation of disclosure

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Rebelling and differentiating

• Rebelling against supervisor and procedures
• Differentiating themselves from each other
  through disagreements and conflicts
• Challenges authority
• Some members become passive allowing active
  members to do most of the work
• Some members become counter-dependent working
  against the group

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Committing to the groups goals and procedures

• Dependence moves form supervisor to group members
• Becomes a members group. The word ours is used
• Motivation and commitment to procedures and
  accept responsibilities
• Group members become concerned with each others
  welfare
• Rely on trust and support of each other

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Functioning maturely and productivity

• Group identity emerges from maturity, autonomy
  and productivity
• Members work together to achieve goals
• Deal with conflict in a productive manner
• Maintain relationships
• All the criteria for an effective group are met
• MANY GROUPS NEVER REACH THIS STAGE

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Terminating

• Group eventually endsMembers go their separate
  waysThe stronger the group the more emotional
  the departureMove on to new experiences

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Share appropriate financial information with
colleagues in a timely manner

• The Manager cannot do it all on his own no matter
  how committed he may be.
• He must have the ability to communicate and
  consult with his department managers and to
  motivate each of them to take ownership of the
  activities of their department.
• In order to succeed management should participate
  in problem solving whilst encouraging their staff
  to organise their resources to achieve the
  desired results.
• In short, team building is a key to success and
  the use of interpersonal and negotiating skills
  is the main ingredient for developing an
  effective team

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Team work

• For the team to be effective there must be
• Open discussion on all aspects of the business.
• Current financial reports discussed during
  regular management meetings.
• Problem solving sessions were necessary to arrive
  at a suggested participative management solution.
• Implement corrective action as soon as possible.
• Review the situation to see if the solution was
  effective.
• Inform the team of positive results as well as
  the negative ones.
• Acknowledge individual achievements were
  appropriate

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Alternative view The Elite

• You cant create visionary ideas by consensus

The aim is to find the individualist with a
sense of self-discipline rather than the man who
is a good member of a team SAS Spokesman Sunday
Times 30/3/03 p 41
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Alternative view (2)

• Everybody dies when 2 people are in charge (Air
  Force saying)
• I dont believe in consensus I consult widely,
  listen to everyone, then the guy at the top makes
  a decision and everyone gets on board. (Fortune
  500 CEO)

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Case study

• Form small diverse groups of 3-4 people, build a
  team that reflects the diversity of the larger
  class group. Plan your approach to the Case Study
  due Friday 5/12.
• Develop an ideal team for the organisation in the
  project