Human Resource Management Group Presentation Title:  Making Differences Matter EPGP 2009-10  - Term III-  Group Submission...
Making Differences Matter:  A New Paradigm for Managing Diversity <ul><li>How do organizations successfully achieve  and s...
Diversity Paradigms <ul><li>The Discrimination and Fairness paradigm  –  Assimilation – members treat one another the same...
Present scenario on Diversity at workplace <ul><li>Companies claim that diversity will be good for business </li></ul><ul>...
The Discrimination and Fairness Paradigm Issues Observations Measuring  progress in diversity  <ul><li>Recruitment and ret...
The Access and Legitimacy Paradigm <ul><li>Acceptance and celebration of differences </li></ul><ul><li>Pursuit of niche ma...
The Emerging Paradigm: Learning and Effectiveness Paradigm  <ul><li>Organizations tapping true diversity benefits </li></u...
Challenges at Indian Workplace <ul><li>Diversity due to  </li></ul><ul><ul><li>Religion, Languages, Social Casts, Cultures...
Conclusion <ul><li>Company leaders   </li></ul><ul><ul><li>Critical role as facilitator and tone setters </li></ul></ul><u...
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Hrm assignment #5 presentation 23 jan 10

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Hrm assignment #5 presentation 23 jan 10

  1. 1. Human Resource Management Group Presentation Title: Making Differences Matter EPGP 2009-10 - Term III- Group Submission Instructor: Prof. Dr. Kamal K. Jain 23-Jan-2010 Submitted by: Group IV Abhishek Pangaria - #1 Altaf Hussain Siddiqui - #4 Rajendra Inani - #27 Shikhar Mohan - #34 Tarandeep Singh - #37 Vaibhav Samant - #38
  2. 2. Making Differences Matter: A New Paradigm for Managing Diversity <ul><li>How do organizations successfully achieve and sustain racial and gender diversity in their executive and middle management ranks? </li></ul><ul><li>What is the impact of diversity on an organization’s practices, processes and performance? </li></ul><ul><li>How do leaders influence whether diversity becomes an enhancing or detracting element in the organization? </li></ul>
  3. 3. Diversity Paradigms <ul><li>The Discrimination and Fairness paradigm – Assimilation – members treat one another the same </li></ul><ul><li>The Access and Legitimacy paradigm – Differentiation – place different people by demographic characteristic match with important constituents and markets </li></ul><ul><li>Learning and Effectiveness paradigm – Integration – internalize differences among employees so that it learns and grow because of them </li></ul>
  4. 4. Present scenario on Diversity at workplace <ul><li>Companies claim that diversity will be good for business </li></ul><ul><li>Attempts to increase diversity have backfired </li></ul><ul><ul><li>Heightening tension </li></ul></ul><ul><ul><li>Hindering a company’s performance </li></ul></ul><ul><li>Why diversity efforts are not fulfilling their promise? </li></ul><ul><li>Beyond financial measures </li></ul><ul><ul><li>Learning, Creativity, Flexibility, Organizational and Individual growth, market changes </li></ul></ul><ul><li>Requires a fundamental change in organization’s leadership. </li></ul>
  5. 5. The Discrimination and Fairness Paradigm Issues Observations Measuring progress in diversity <ul><li>Recruitment and retention goals </li></ul><ul><li>Employees to draw on their personal assets and perspectives to do their work more effectively </li></ul>Diversification <ul><li>Staff gets diversified </li></ul><ul><li>Work does not </li></ul>Place of success <ul><li>Companies which are run by leaders who value due process and equal treatment to all employees with strict hierarchies (Army) </li></ul><ul><li>Open environment flat structure organizations are not successful </li></ul>Limitations <ul><li>Color blind & gender blind ideal </li></ul><ul><li>Diversification of the work force to influence the organization’s work or culture </li></ul><ul><li>Prevents genuine disagreements about the work definition </li></ul>Organizational thinking <ul><li>Undermines the organization’s capacity to learn about and improve its own strategies, process, and practices. </li></ul>
  6. 6. The Access and Legitimacy Paradigm <ul><li>Acceptance and celebration of differences </li></ul><ul><li>Pursuit of niche markets </li></ul><ul><li>Influence the motivation for very immediate and often crisis oriented </li></ul><ul><li>After achieving the goal, seldom go on to identify and analyze </li></ul><ul><li>Leaves some employees feeling exploited </li></ul><ul><li>Experience is limited or specialized </li></ul>
  7. 7. The Emerging Paradigm: Learning and Effectiveness Paradigm <ul><li>Organizations tapping true diversity benefits </li></ul><ul><li>Recognizing employees’ decisions based on cultural background / identity group affiliations </li></ul><ul><li>Outlook on diversity that enables employees’ perspectives into the main work </li></ul><ul><li>Redefining markets, products, strategies, missions, business practices, and even cultures </li></ul>
  8. 8. Challenges at Indian Workplace <ul><li>Diversity due to </li></ul><ul><ul><li>Religion, Languages, Social Casts, Cultures </li></ul></ul><ul><ul><li>Regional States, Urban / Rural Divide / Political Union </li></ul></ul><ul><li>Women Employees </li></ul><ul><ul><li>Work hours </li></ul></ul><ul><ul><li>Dress code </li></ul></ul><ul><ul><li>Social Behaviour </li></ul></ul><ul><li>Regional Diversity </li></ul><ul><ul><li>North Indians working in Mumbai </li></ul></ul>
  9. 9. Conclusion <ul><li>Company leaders </li></ul><ul><ul><li>Critical role as facilitator and tone setters </li></ul></ul><ul><ul><li>Making the mental connection, Legitimating open discussion </li></ul></ul><ul><ul><li>Work against forms of dominance and subordination that inhibit full contribution </li></ul></ul><ul><ul><li>Making sure that Organizational trust stays intact </li></ul></ul><ul><li>High level commitment </li></ul><ul><ul><li>Environment, structure, and tasks of one’s organization </li></ul></ul><ul><ul><li>Giving improvement generating change </li></ul></ul><ul><li>Greater priority than the security of what is familiar </li></ul><ul><li>Not an easy challenge </li></ul><ul><ul><li>Unless organizations take this step, any diversity initiative will fall short of fulfilling the rich promise </li></ul></ul>

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