Diversity, Inclusiveness and Leadership

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How to achieve Connected Leadership through Effective Inclusiveness

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  • Hello Henry, it's entirely a different course of action. Diversity of People is a natural occurence that demands leadership impetus for effective navigation and compliance. On the other hand, Diversification is a contrived action, intentionally structured according to corporate vision or circumstantial caprice. They are simply two different strokes. Cheers. Dr Elijah Ezendu.
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  • Thank you Dr. Ezendu for your clarification of diversity and diversification. Could your diversity in people be a diversification in intangible assets, especially about culture, value, etc., from a bigger scale of concept of corporation? As I have known, people diversity did cause trouble in the management of some international corporations or countries, due to diversification in culture, religion, etc.
    Cheers

    Henry
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  • Hello Muchiu Chang, it appears you had mistaken Diversity for Diversification. They are two different ball games. The paper of McKinsey focus on 'The Limits of Diversification' and not Diversity. Diversification refers to the act of putting up additional business portfolios in different sectors, in order to expand strategic investment focus. Diversification allows firms to spread their seeds into more than one field, instead of putting all the eggs in one basket. Diversification gives room for exploring and exploiting wonderfully rewarding opportunities propping up in business environments. For example, a company producing food may decide to explore cement production and software services, as a result of observed opportunities. Quite alright, Diversification must be done properly, otherwise there may be tendency to set up several different business portfolios without critical evaluation, and such decision blunder may nudge an organisation into corporate profligacy. Diversity is about recognising and respecting differences in race, gender, language, nationality, age, educational background, professional inclination, religious belief, political belief, sports volition, physical conditions and other inclinations. While Diversity is People Issue, Diversification stands as strategic challenge in Business Development. As a Certified Management Consultant, I practice HR and Business Development. And as an Adjunct Faculty of Universities, I lecture both areas at Post Graduate Level. Cheers. Dr Elijah Ezendu.
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  • When advocating diversity, perhaps we should also read a paper of McKinsey about the limitation of diversity:

    http://www.mckinseyquarterly.com/newsletters/chartfocus/2012_07.html

    Regards

    Henry
    --
    Muchiu (Henry) Chang, PhD. Cantab
    Patent Mapping Intelligence Researcher &
    Monte Carlo Modeling Simulation Expert
    http://www.slideshare.net/mcc212
    tel. +1-416-828-5676
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Diversity, Inclusiveness and Leadership

  1. 1. Diversity, Inclusiveness and Leadership Dr. Elijah Ezendu FIMC, FCCM, FIIAN, FBDI, FAAFM, FSSM, MIMIS, MIAP, MITD, ACIArb, ACIPM, PhD, DocM, MBA, CWM, CBDA, CMA, MPM, PME, CSOL, CCIP, CMC, CMgr
  2. 2. Diversity focus on acceptance and respect of differences in race, gender, language, nationality, age, educational background, professional inclination, religious belief, political belief, sports volition and other philosophies as well as physical conditions.
  3. 3. Diversity can be identified within the context of the following: •Social Diversity •Information Diversity •Value Diversity •Physical Ability Diversity
  4. 4. Notable Areas of Differences • Age • Race • Gender • Communication Flair • Learning Flair • Thinking Flair • Financial Background • Educational Background • Professional Affiliation • Ethnicity • Physical Ability • Work Experience • Job Function • Management Status • Work Location • Marital Status • Family Status • Religious Beliefs • Political Beliefs • Languages
  5. 5. Homogeneity Versus Diversity Homogeneity focus on ensuring defined similarities among workers in an organisation, while diversity promotes recognition and understanding of differences among workers in order to support mutual coexistence, which is a performance driver.
  6. 6. Exploratory Engagement What is inclusiveness and how does it promote social cohesiveness in your organisation?
  7. 7. Inclusiveness provides equitable conditions and schemes for appropriate course of action towards achievement of diversity goals. If diversity is a corporate imperative, inclusiveness turns out to be indisputable necessity.
  8. 8. How to Achieve Inclusiveness • Policy • Aligned Practices • Training • Advocacy • Required Competence • Rewarded Behaviour • Shared Value • Networking • Continuous Review & Improvement
  9. 9. From Diversity to High Performing Organisation
  10. 10. Why Diversity? Key pointer anchors in promoting identification of differences in people and understanding basis of the resulting uniqueness as listed below: •Freedom •Choice of Inclination •Exclusive Right •Ethical Coexistence •Inherent Peculiarities •Legal Compliance
  11. 11. Diversity and Leadership Effective leadership must identify the importance of creating appropriate environment for unencumbered followership through practice and advocacy of inclusiveness as well as elimination of bias which can cause disconnect between workers.
  12. 12. Perspectives in Practice of Diversity • Legal Compliance • Reaction to Stakeholder Demands • Dogmatic Stereotype Devoid of Understanding • Scalar Policy • Ethical Culture • Leadership Thrust • Fused Ethical Culture and Leadership Thrust
  13. 13. Exploratory Engagement List some of the action points of leadership in promoting diversity and inclusiveness. ………………………………………………………………………… ………………………………………………………………………… ………………………………………………………………………… ………………………………………………………………………… ………………………………………………………………………… …………………………………………………………………………
  14. 14. “Culture refers to many characteristics of a group of people, including attitudes, behaviours, customs and values that are transmitted from one generation to the next.” - Matsumoto, Culture and Psychology
  15. 15. Issues in Cross Cultural Values • Individualism • Collectivism • Power Distance
  16. 16. Promotion of feasible and equitable cross cultural values facilitates development of effective cross cultural identity which cuts across individual identity, social identity and global identity of an organisation.
  17. 17. Features of Multicultural Organisation • A culture that fosters and values cultural differences • Pluralism as an acculturation process • Full structural integration • Full integration of the informal networks • An absence of institutionalized cultural bias in human resource management systems and practices • A minimum of intergroup conflict due to the proactive management of diversity Source: Cox, The Multicultural Organisation
  18. 18. Leadership of cross cultural teams requires understanding of cultural differences as one moves from one place to another. The success of building and harnessing the competitive advantage of cross cultural teams depends on how well an organisation integrates sensitivities of local cultures into its cultural framework.
  19. 19. Features of Leadership Thrust for Diversity • Symbolism • Exemplary Action • Organisation-Wide Integration • Holistic Acceptation • Connected Practices • Leadership Advocacy
  20. 20. Poorly Managed Diversity
  21. 21. Effects of Poorly Managed Diversity • Weakens Cohesiveness • Lessens Functionality • Reduces Inter-Worker Effectiveness • Decreases Performance • More Interpersonal Conflicts • Higher Staff Turnover • Greater Communication Breakdown
  22. 22. Well-Managed Diversity
  23. 23. Effects of Well-Managed Diversity • Enhances Collaboration • Improves Creativity • Facilitates Innovation • Facilitates Cost-Effective Employee Relations • Promotes Employee Retention • Enhances Sustainable Development • Promotes Expertise Sharing • Promotes Flexibility • Reduces In-fighting & Disputes • Promotes Socially Balanced Workforce • Builds Critical Mass for Global Focussed Culture • Boosts Performance
  24. 24. Factors that Promote Implementation of Diversity Initiatives • Identification of Reason for Diversity Initiative • Alignment of Diversity Initiative with Corporate Objectives, Strategies and Operating Culture • Establishment of Cross-Functional Committee for Diversity Initiative • Establishment of Sub-Committees that cut across every organisational level. • Development of Workable Strategic Plan for Implementation of Diversity Initiative • Promotion of Shared Value and Understanding • Top Management Buy-in • Organisation-Wide Training • Appropriate Change Management System • Executing Diversity Initiatives as Set of Projects with The Right Project Management Framework
  25. 25. Recognition of Diversity and Practice of Inclusiveness provides for development of interpersonal bonds with enhanced connectivity for working together, thereby creating high performing teams within an organisation.
  26. 26. A collection of high performing teams give rise to collaborative synergies across functions and processes, thus bringing about a Competitive Advantage in Workplace and Talent Harmony.
  27. 27. Connectedness, Convergence and Corporate Team Accord facilitates attainment of High Organisational Agility for exceptional performance.
  28. 28. Connectedness, Convergence and Corporate Team Accord develops and strengthens both synchronous and asynchronous structural reinforcement across the social bond joining top management and the remaining workforce of an organisation. For that reason, Effective Inclusiveness gives rise to Connected Leadership
  29. 29. Dr. Elijah Ezendu is Award-Winning Business Expert & Certified Management Consultant with expertise in HR, OD, Competitive Intelligence, Strategy, Restructuring, Business Development, Sales & Marketing, Interim Management, CSR, Leadership, Project & Programme Management, Cost Management, Outsourcing, Franchising, Intellectual Capital, eBusiness, Social Media, Software Architecture, Cloud Computing, eLearning & International Business. He holds proprietary rights of various systems. He is currently CEO, Rubiini (UAE); Hon. President, Worldwide Independent Inventors Association; Special Advisor, RTEAN; Director, MMNA Investments Limited. He had functioned as Chair, International Board of GCC Business Council (UAE); Senior Partner, Shevach Consulting; Chairman (Certification & Training), Coordinator (Board of Fellows), Lead Assessor & Governing Council Member, Institute of Management Consultants, Nigeria; Lead Resource, Centre for Competitive Intelligence Development; Turnaround Project Director, Consolidated Business Holdings Limited; Lead Consultant/ Partner, JK Michaels; Technical Director, Gestalt; Chief Operating Officer, Rohan Group; Executive Director (Various Roles), Fortuna, Gambia & Malta; Director, The Greens; Chief Advisor/Partner, D & E; Vice Chairman, Refined Shipping; Director of Programmes & Governing Council Member, Institute of Business Development, Nigeria; Member of TDD Committee, International Association of Software Architects, USA; Member of Strategic Planning and Implementation Committee, Chartered Institute of Personnel Management of Nigeria; Adjunct Faculty, Regent Business School, South Africa; Adjunct Faculty, Ladoke Akintola University of Technology, Nigeria; Editor-in-Chief & Chairman of Editorial Board, Cost Management Journal; National Executive Council Member, Institute of Internal Auditors of Nigeria; Member, Board of Directors (Several Organizations). He holds Doctoral Degree in Management, Master of Business Administration and Fellowship of Several Professional Institutes in North America, UK & Nigeria. He is an author & widely featured speaker in workshops, conferences & retreats. He was involved in developing Specialist Master’s Degree Course Content for Ladoke Akintola University of Technology (Nigeria) and Jones International University (USA). He holds Interim Management Assignments on Boards of Companies as Non-Executive Director.
  30. 30. Thank You
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