Ryerson University - Migration & The Global City Conference - Oct 2010

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This presentation was delivered at the Migration and the Global City Conference at Ryerson University, October 2010. Presented in partnership with Yogesh Shah.

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  • Britain’s Commissioner on Equality & Human Rights, Trevor Philips; “ Canada ....developed a generally positive attitude towards immigration & negotiating differences successfully that is possibly unique in the world.”
  • Immigrants in Canada’s Major Urban Centres 62.9% of all recent immigrants to Canada settled in Toronto, Vancouver, and Montreal. 45.7% of the Toronto population were foreign-born 39.6% of the Vancouver population were foreign-born. These proportions surpass all major cities in the U.S. and Australia. 23.6% of the Calgary population were foreign-born 20.6% of the Montreal population were foreign-born
  • Among public servants in provincial ministries and municipal government departments, visible minorities represent only 4% of senior employees in regional and municipal governments, but 8% of police executives and 10% of provincial Deputy Ministers and Assistant Deputy Ministers.
  • Growth and Customer Focus: Associates learn the need to think differently—specifically, globally—to grow More Effective Teamwork: Associates understand, value and capitalize on the fact that their workforce includes individuals representing a great diversity of values, opinions, backgrounds, cultures, and goals Global Mindset: Associates view the business from all relevant perspectives and see the world in terms of integrated value chains Integrative Thinker[s]: Associates assimilate various and conflicting information or opinions into a well-considered decision Self-Aware Learner[s]: Associates acknowledge their behaviors and how they affect those around them
  • Get the slide out of the roundtable presentation with the fade ins!!!
  • Crosscultural competence is comprised of four components: a) Awareness of one's own cultural worldview, b) Attitude towards cultural differences, c) Knowledge of different cultural practices and worldviews, and d) Crosscultural skills
  • Crosscultural competence is comprised of four components: a) Awareness of one's own cultural worldview, b) Attitude towards cultural differences, c) Knowledge of different cultural practices and worldviews, and d) Crosscultural skills
  • DMIS is a grounded theory that outlines the development of sensitivity to cultural difference. DMIS stages are named for the quality of the worldview embodied by people at that stage of development. Ethnocentric—One’s own culture is experienced as central to reality. The ethnocentric stages can be seen as ways of avoiding cultural differences.. Enthnorelative—One’s own culture is experienced in the context of other cultures. The ethnorelative stages are ways of seeking cultural difference.
  • Ryerson University - Migration & The Global City Conference - Oct 2010

    1. 1. MIGRATION & THE GLOBAL CITY Round TableHarnessing Differences of the Transnational Communities to Enhance Multicultural Leadership Initiatives and their impact on the Global City Presented by Cathy Gallagher-Louisy Yogesh Shah 1
    2. 2. Agenda• Overview of Toronto demographics.• Toronto In the Global Context - Leadership at All Levels.• ‘Diversity our greatest strength’• Dimensions of Culture – Developing Crosscultural Competence• Round Table Discussions• Reporting, Wrap-up & Conclusion 2
    3. 3. “Demographics more than economicsor technology would be the dominantfactor for business over the next twodecades.”Peter Drucker, ‘The Future that has AlreadyHappened’ 3
    4. 4. The Impending Talent Shortage• Labor force grew by 226,000 per year for last 25 years• Last decade it grew by only 123,000 per year• As of 2010 it drops to 42,000• By 2016 growth will be near zero 4
    5. 5. Canadian Demographic Projections •GTA •Negative population: natural 9.1 million •900,000 to increase 1,000,000 •63% of •All pop. • GTA vacant jobs GTA are growth population: in Canada “visible exclusively 5.6 million due to minorities” from • Nearly half exodus of immigration• 2,320,200 the of GTA mature “foreign are employees born” immigrants people in the GTA. 2006 2010 2012 2020 2036 Source: Statistics Canada 5
    6. 6. Immigrants by City50% 45.7%45% 39.6%40% 36.5% 34.7%35% 31.7% 28.9% 27.9%30%25% 20.6% 19.9%20%15%10%5%0% to er i les ey ne Cit y al n ro n o uv iam ng e dn o ur rk t re ingto To nc M s A Sy elb Yo on sh Va Lo M w M W a Ne Source: Statistics Canada 2006 Census 6
    7. 7. Lost Opportunity: Visible Minority Leadership in The Greater Toronto AreaSECTOR PERCENTGovernment Agencies 22.3%Education Sector 19.9%Elected Officials 15.4%Voluntary Sector 12.5%Public Sector Executives 9.4%Corporate Sector 4.1%Total Leadership Average 14.0% DiverseCity – The Greater Toronto Leadership Project 7
    8. 8. Lost Opportunity:Visible Minority Representation 9.9 % Sr. Mgrs 17.9% Middle and Other Managers 25.6% Professionals 40.8% Semi-Professionals and Technicians 8
    9. 9. Toronto In the Global Context• Vision• Youth & Dynamism• Innovation & Enterprise• Productivity• Competitiveness• Resources & Investment – Infrastructure• Leadership & Change Initiatives• Security 9
    10. 10. ChallengesToronto is recognised as an emerging global cityBut… Consumers more than investors? What is the city’s plan for future? What is the story? Positioning viz USA and Global Markets? What are the big initiatives that can capture imagination? Is the ‘quality of place’ under threat? What is Toronto the best in the world at? 10
    11. 11. Defining ourselves• What makes Toronto the truly global city? The diverse population is the “greatest strength”.• To what extent are we are we utilizing the true potential of this strength? 11
    12. 12. Global Patterns: Change is Rapid• Berlin. Missed Opportunity• Miami. Capital of new America• Hong Kong. Back to the top• Finland. Top of the League. Poland? Korea? Chile?• Long term bets. Dublin? Cambridge? Canberra?• TORONTO ? 12
    13. 13. Multiculturalism Delivers •Growth and Customer Focus •More Effective Teamwork •Global Mindset •Integrative Thinkers •Self-Aware Learners 13
    14. 14. Why Diversity in Leadership MattersLeaders shape our society and the institutions that guide us into the future. They make decisions which affect a significant number of people.Leaders also symbolize who belongs and who doesn’t. With an inclusive society where everyone has the opportunity to lead, we can truly realize our full potential. Ratna Omidvar and John Tory Co-Chairs, DiverseCity: The Greater Toronto Leadership Project 14
    15. 15. The Advantage of Diverse Leadership• Supports improved financial and organizational performance• Provides stronger links to domestic and global markets• Helps organizations attract and retain the best talent• Supports creativity in decision making• Promotes social inclusion 15
    16. 16. The Business Case 16
    17. 17. Managing Diversity & Inclusion Monocultural Teams Multicultural Multicultural Teams Average Teams - Performance + -- - + ++ --- + ++ - + Less Effectiveness MoreLeader ignores or suppresses in creative Leader acknowledges andcultural difference tasks supports cultural differenceCultural difference becomes Cultural difference becomesan obstacle to performance an asset to performanceReference: Adler, N. J. International Dimensions of Organizational Behavior. 4th ed. Cincinnati, OH: South-Western, 2002. c. Milton J.Bennett, 2008 17
    18. 18. Iceberg Model of Culture Music Art  Dress Greetings  Food & Drink Manners  Rituals  Outward Behaviours Attitudes  Values  Beliefs  Perceptions + Orientation to: Respect  Power  Status Competitiveness Individualism  Community  Action  Communication  Emotion  Thinking Environment  Structure  Time  Space 18
    19. 19. Components of Crosscultural Competencea) Awareness of your worldviewb) Attitude towards cultural differences,c) Knowledge of different cultural practices, andd) Crosscultural Skills 19
    20. 20. Dimensions of CultureTask vs. Relationship →How do we get things done?Achievement vs. Ascription →How do we confer status?Individualism vs. Communitarianism →How do we work with others? Fons Trompenaars and Charles Hampden -Turner 20
    21. 21. DMIS – Developmental Model of Intercultural Sensitivity Increasing Perception of the Complexity of Cultural DifferencesDenial Defense Minimization Acceptance Adaptation Integration Ethnocentrism Ethnorelativism c. Milton J.Bennett 21
    22. 22. Roundtable Discussion1. What are you doing around harnessing differences in your organizations / communities?2. What best practices have you come across to harness multi-cultural leadership? 22
    23. 23. Developing the Leadership PipelineDe-condition thinking. Change Mindsets• “Think Leader, Think White Male”Develop Visionary Thinking• Decisions & Actions on all aspects of HRM are for the present and with ‘blinkers’.Harness Resourcefulness and Creativity of Diversity• Utilizing set & ‘standard’ resources & methodologies. 23
    24. 24. Developing the Leadership Pipeline• Creating forums and institutions for more participation and contribution by the diverse human capital• Developing focussed strategies for each segment• Leveraging multicultural diversity through collaborating and complementing competencies and creativity 24
    25. 25. “Change will come not throughrevolution but through millions ofearthworms preparing the soil.” -Ursula Franklin 25
    26. 26. COMPETITIVENESS – CREATIVITY – COLLABORATION MODELThe City’s action plan to stimulate economic competitiveness and growth:Pillar 1 - Proactive Toronto:Improve the business climate within the city to enable, attract andaccelerate economic growth.Pillar 2 - Global Toronto:Diversify our international portfolio by substantially increasing theeconomic activity with cities beyond North America with a focus onemerging markets.Pillar 3 - Creative Toronto:Anchor and expand strategic industry sectors through increased competitionand collaboration.Pillar 4 - One Toronto:Enhance and expand Toronto’s labour force and ensure that all residentshave equitable access to the benefits of Toronto’s enhanced economiccompetitiveness and growth 26

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