This document discusses diversity in the workplace. It begins by defining diversity and explaining that it pertains to all individual differences among people, including demographic characteristics, values, abilities, interests and experiences. It then explains why diversity in the workplace matters, such as to better serve a diverse customer base and to gain a competitive advantage. The document outlines different types of diversity like gender, age, family situations and disabilities. It also discusses the challenges of managing diversity and how organizations can overcome barriers to managing a diverse workforce effectively.
Diversity in organizations is increasing as the U.S. workforce becomes more diverse. To adapt, organizations must implement diversity management strategies to be aware of and sensitive to differences. Surface-level diversity includes characteristics like race, gender, and age that are easily observed, while deep-level diversity involves less visible attributes like values and personality. Both types of diversity can impact work performance and employee experiences. Effective diversity programs teach managers about legal protections, attract diverse candidates, and foster development practices that benefit all workers. Considering cultural differences is also important for diversity strategies in a global context.
This document discusses diversity in organizations and addressing discrimination. It notes that while there is more equitable pay and a growing non-white workforce, white males still dominate management. It discusses leveraging differences between employees for optimal performance and addressing different types of discrimination like age, gender, race, and ability in hiring and employment. The document provides strategies for ensuring workforce diversity through targeted recruiting, emphasizing fairness in selection, and diversity training programs.
This document discusses Geert Hofstede's model of cultural dimensions which identifies five dimensions along which national cultures can be compared: uncertainty avoidance, masculinity vs femininity, individualism vs collectivism, power distance, and long-term vs short-term orientation. It provides descriptions and examples of each dimension. It also gives tips for intercultural business communication based on where a culture falls on each dimension. The conclusion cautions against stereotyping and notes each dimension simplifies complex cultural variations.
This document discusses how individual behavior in organizations is influenced by biographical characteristics and abilities. It provides details on the effects of age, gender, marital status, and tenure on employee turnover, absenteeism, productivity, and job satisfaction. Intellectual abilities that influence job performance are also examined. The document then explores theories of learning, including classical conditioning, operant conditioning, and social learning theory. Finally, it discusses methods organizations can use to shape employee behavior, such as positive and negative reinforcement, punishment, and extinction.
Relationship between biographical characteristics and employee behavioursooriya karunanithi
This document discusses research on the relationship between biographical characteristics and employee behavior. Several studies are summarized that examine the relationship between age and productivity/satisfaction. The findings are mixed, with some showing declines later in career but others finding little difference. Gender differences in job satisfaction are also reviewed. While women report higher satisfaction, possible explanations include differing life/work goals between men and women. Overall, the research presents an unclear picture on how biographical traits influence workplace outcomes.
Diversity in organizations is increasing as the U.S. workforce becomes more diverse. To adapt, organizations must implement diversity management strategies to be aware of and sensitive to differences. Surface-level diversity includes characteristics like race, gender, and age that are easily observed, while deep-level diversity involves less visible attributes like values and personality. Both types of diversity can impact work performance and employee experiences. Effective diversity programs teach managers about legal protections, attract diverse candidates, and foster development practices that benefit all workers. Considering cultural differences is also important for diversity strategies in a global context.
This document discusses diversity in organizations and addressing discrimination. It notes that while there is more equitable pay and a growing non-white workforce, white males still dominate management. It discusses leveraging differences between employees for optimal performance and addressing different types of discrimination like age, gender, race, and ability in hiring and employment. The document provides strategies for ensuring workforce diversity through targeted recruiting, emphasizing fairness in selection, and diversity training programs.
This document discusses Geert Hofstede's model of cultural dimensions which identifies five dimensions along which national cultures can be compared: uncertainty avoidance, masculinity vs femininity, individualism vs collectivism, power distance, and long-term vs short-term orientation. It provides descriptions and examples of each dimension. It also gives tips for intercultural business communication based on where a culture falls on each dimension. The conclusion cautions against stereotyping and notes each dimension simplifies complex cultural variations.
This document discusses how individual behavior in organizations is influenced by biographical characteristics and abilities. It provides details on the effects of age, gender, marital status, and tenure on employee turnover, absenteeism, productivity, and job satisfaction. Intellectual abilities that influence job performance are also examined. The document then explores theories of learning, including classical conditioning, operant conditioning, and social learning theory. Finally, it discusses methods organizations can use to shape employee behavior, such as positive and negative reinforcement, punishment, and extinction.
Relationship between biographical characteristics and employee behavioursooriya karunanithi
This document discusses research on the relationship between biographical characteristics and employee behavior. Several studies are summarized that examine the relationship between age and productivity/satisfaction. The findings are mixed, with some showing declines later in career but others finding little difference. Gender differences in job satisfaction are also reviewed. While women report higher satisfaction, possible explanations include differing life/work goals between men and women. Overall, the research presents an unclear picture on how biographical traits influence workplace outcomes.
The document discusses international organizational behavior from a cultural perspective. It notes that culture determines behaviors and there are both similarities and differences across cultures. While behaviors vary across countries due to factors like remuneration, leave policies, and performance appraisals, there are also cultural clusters where countries show similarities. Managing diversity and communicating across cultures are important for organizations operating globally.
Organizational behavior is the systematic study of human actions and attitudes within organizations. It seeks to replace intuitive explanations with rigorous empirical study to understand and predict behavior. The goals of OB include explaining, predicting, and controlling human behavior in organizational settings to help improve organizational effectiveness. Key topics covered in OB include motivation, leadership, communication, group dynamics, and managing change.
Chapter 1 opportunities and challenges (2)Pooja Sakhla
This document discusses various opportunities and challenges for managers and organizational behavior. It notes that to be successful, managers must continuously update their tools and principles using an integrated approach. High-performing organizations are distinguished by features like linking management development to business strategies. Managing a global, diverse workforce and empowering employees to drive innovation are also discussed as key challenges and opportunities. The document emphasizes that people are an organization's most important asset, and successful managers recognize the importance of relationships.
This document discusses diversity in organizations. It defines diversity as differences among people in both observable characteristics like race, gender, and age, as well as unobservable deep-level characteristics like values and personalities. It outlines the types of diversity as surface-level, including physical attributes, and deep-level, including goals and decision-making styles. Benefits of workforce diversity include increased productivity, creativity, and market share, while negatives can include conflicts and disunity. Managing diversity requires addressing generation gaps, gender differences, disability access, sexual orientation, intellectual abilities, and individual values through training, policies, infrastructure, and giving freedom to individuals.
The document provides an overview of organizational behavior. It defines an organization as two or more individuals interacting within a deliberately structured setup to achieve common objectives. Organizational behavior is defined as the study of what people think, feel, and do in organizations, and how to explain, understand, predict, maintain, and change employee behavior. Studying organizational behavior provides tools to understand, analyze, and describe behavior in organizations and helps managers improve work behavior so individuals and groups can achieve goals.
Introduction to organizational behaviourMahesh Magdum
This document provides an introduction and overview of organizational behavior. It defines organizational behavior as the study of individual and group behavior within an organizational setting. It discusses the need to study organizational behavior to improve organizational efficiency and manage diverse workforces. It also outlines several approaches to organizational behavior including scientific, behavioral, contingency, and cognitive approaches. Finally, it discusses factors that influence individual behavior such as age, gender, education, as well as external factors like economic conditions and cultural environment.
Human Behavior in Organization discusses the importance of understanding how people behave individually and in groups within organizations. It describes key concepts like individual differences, perception, motivation, needs, and group dynamics. The document outlines several theories of motivation including Maslow's hierarchy of needs, ERG theory, and Herzberg's two-factor theory. It also discusses management of organizational culture and classifications of culture by researchers like Hofstede, Deal and Kennedy, Handy, and Schein. The management of conflict is also briefly mentioned.
This document discusses diversity and attitudes in organizations. It defines diversity as differences in things like age, gender, race and ethnicity. Managing diversity effectively means increasing access to varied skills and eliminating discrimination. Attitudes reflect how people feel about things like their jobs. Major job attitudes include satisfaction, involvement, and commitment. Satisfied employees tend to perform better and be less likely to leave, while dissatisfied employees may respond destructively through actions like absenteeism or deviance.
Organizational behavior is based on certain basic assumptions about human nature and organizations. Regarding human nature, it assumes that each individual is unique, people bring their whole selves to work, behavior is caused by needs and motivations, and each person has inherent worth. Regarding organizations, it views them as social systems and assumes that the goals of the individual and organization are mutually interdependent. Key aspects of the assumptions about human nature include individual differences, the whole person concept, caused behavior, and the inherent value of each person.
This document discusses theories of personality and values in organizational behavior. It covers several key models for understanding personality, including the Big Five model and Myers-Briggs Type Indicator (MBTI). Values are described as basic convictions that guide behavior. The document outlines how personality and values can be linked to job and organizational fit to increase satisfaction and performance. It also notes some cultural differences in personality frameworks and values dimensions.
Diversity and biological characteristicsNoman Rajput
This document discusses diversity and discrimination in the workplace. It defines surface level diversity as differences in easily perceived characteristics like gender or age, while deep level diversity refers to differences in values and preferences. Discrimination involves unfair judgments based on stereotypes and can include intimidation, insults, exclusion or harassment. Effective diversity management improves an organization's access to a variety of skills and ideas by attracting, selecting, developing and retaining a diverse workforce through awareness training and programs that encourage fair treatment and personal development.
Organizational behavior (OB) is defined as the field of study that investigates how individuals, groups, and structures influence behavior within organizations in order to improve an organization's effectiveness. OB draws from the disciplines of psychology, sociology, anthropology, social psychology, and political science. It studies human behavior at the individual, group, and organizational levels. The purpose of OB is to apply knowledge about human behavior and organizations to make organizations work better.
Human skills involve the ability to work well with others both individually and in groups, which is crucial for managers. Good managers can communicate effectively, motivate people, lead, and inspire enthusiasm and trust to get the best out of their employees. Human nature refers to characteristics like ways of thinking, feeling, and acting that humans tend to have naturally. There is always diversity among individuals along primary dimensions like age, gender, and abilities, and secondary dimensions like education, work experience, and attitudes acquired throughout life. Features of individual differences include being quantitative, continuous, and influenced by biographical factors like age, gender, and education level.
This document discusses key topics in organizational behavior including current trends, challenges, the human side of organizations, and factors that influence employee morale. Some major topics covered are globalization, ethics, diversity, and e-business as current trends. Challenges mentioned include responding to globalization, improving quality and productivity, and improving customer service. The human side of organizations discusses topics like organizational structure, group dynamics, and individual behavior. Pride, trust, and security are listed as influencing factors to employee morale.
Professional Development - Human Behavior in OrganizationWilliam Burkey, MBA
Presentation on Professional Development - Human Behavior in Organization where I talk about the benefits of development. To tie into development, I also took a closer look at human behavior in organziation to see what attitudes, expections and performance help with driving personal development to the next level
This document outlines some basic assumptions of organizational behavior. It discusses that OB regards individuals as whole persons with emotional and mental qualities. It also notes that all individuals are different in their physical characteristics, intelligence, attitudes and personalities. Another assumption is that behavior is caused by ability, motivation, role perception and situational factors. Additionally, the document states that OB values people by trusting them and providing opportunities for skills, knowledge, decision making and fair compensation. It describes organizations as social systems made up of people with different desires working towards common goals. Finally, it mentions that organizations and individuals have mutual interests and that ethics involve codes of conduct and punishment for violations.
This document provides an introduction to the topic of organisational behaviour. It defines organisational behaviour as the study of people within an organisation, investigating the behaviour of individuals, groups, and relationships between individuals and groups and how that behaviour affects organizational performance. The knowledge of organizational behaviour can then be used to explain and predict likely behaviour in situations and promote behaviour that benefits both people and the business. It notes that organizational behaviour draws from fields like psychology, sociology, and political science and considers the unique perspectives of individuals in the workplace and their interactions with the organization.
ORGANISATIONAL BEHAVIOUR- UNIT-3-BBA- OSMANIA UNIVERSITY, Group Dynamics, Processes of Groups, The Development of Work Teams, Types of Groups and Teams, Informal Groups, Work Teams, Functional Work Teams, Multidisciplinary Teams, Self-Managing Teams, High-Performance Teams, Cohesiveness, Determinates of cohesiveness, Factors that influence cohesion, Group Cohesiveness , Group Decision-Making , Decision-Making Process, Technological Aids to Decision-Making, TRANSACTIONAL ANALYSIS, THE EGO STATES, GAMES ANALYSIS, BENEFITS AND UTILITY OF TRANSACATIONAL ANALYSIS, Johari Window.Johari window four quadrants.
Psychology 101 Chapter 9 Motivation and Emotiondborcoman
This document covers various topics related to motivation and emotions, including:
- Theories of motivation such as instincts, reward pathways in the brain, and cognitive factors.
- Maslow's hierarchy of needs from physiological to self-actualization.
- Biological, psychosocial, and genetic factors influencing hunger and theories of emotions.
- The James-Lange, facial feedback, cognitive appraisal, and neuroscience theories of emotions.
- Positive psychology and factors contributing to happiness.
Se realizó un trasplante capilar mediante la técnica FUE, extrayendo 3170 unidades foliculares del cuero cabelludo del paciente y trasplantándolas en las zonas donde se requería mayor densidad capilar.
The document discusses international organizational behavior from a cultural perspective. It notes that culture determines behaviors and there are both similarities and differences across cultures. While behaviors vary across countries due to factors like remuneration, leave policies, and performance appraisals, there are also cultural clusters where countries show similarities. Managing diversity and communicating across cultures are important for organizations operating globally.
Organizational behavior is the systematic study of human actions and attitudes within organizations. It seeks to replace intuitive explanations with rigorous empirical study to understand and predict behavior. The goals of OB include explaining, predicting, and controlling human behavior in organizational settings to help improve organizational effectiveness. Key topics covered in OB include motivation, leadership, communication, group dynamics, and managing change.
Chapter 1 opportunities and challenges (2)Pooja Sakhla
This document discusses various opportunities and challenges for managers and organizational behavior. It notes that to be successful, managers must continuously update their tools and principles using an integrated approach. High-performing organizations are distinguished by features like linking management development to business strategies. Managing a global, diverse workforce and empowering employees to drive innovation are also discussed as key challenges and opportunities. The document emphasizes that people are an organization's most important asset, and successful managers recognize the importance of relationships.
This document discusses diversity in organizations. It defines diversity as differences among people in both observable characteristics like race, gender, and age, as well as unobservable deep-level characteristics like values and personalities. It outlines the types of diversity as surface-level, including physical attributes, and deep-level, including goals and decision-making styles. Benefits of workforce diversity include increased productivity, creativity, and market share, while negatives can include conflicts and disunity. Managing diversity requires addressing generation gaps, gender differences, disability access, sexual orientation, intellectual abilities, and individual values through training, policies, infrastructure, and giving freedom to individuals.
The document provides an overview of organizational behavior. It defines an organization as two or more individuals interacting within a deliberately structured setup to achieve common objectives. Organizational behavior is defined as the study of what people think, feel, and do in organizations, and how to explain, understand, predict, maintain, and change employee behavior. Studying organizational behavior provides tools to understand, analyze, and describe behavior in organizations and helps managers improve work behavior so individuals and groups can achieve goals.
Introduction to organizational behaviourMahesh Magdum
This document provides an introduction and overview of organizational behavior. It defines organizational behavior as the study of individual and group behavior within an organizational setting. It discusses the need to study organizational behavior to improve organizational efficiency and manage diverse workforces. It also outlines several approaches to organizational behavior including scientific, behavioral, contingency, and cognitive approaches. Finally, it discusses factors that influence individual behavior such as age, gender, education, as well as external factors like economic conditions and cultural environment.
Human Behavior in Organization discusses the importance of understanding how people behave individually and in groups within organizations. It describes key concepts like individual differences, perception, motivation, needs, and group dynamics. The document outlines several theories of motivation including Maslow's hierarchy of needs, ERG theory, and Herzberg's two-factor theory. It also discusses management of organizational culture and classifications of culture by researchers like Hofstede, Deal and Kennedy, Handy, and Schein. The management of conflict is also briefly mentioned.
This document discusses diversity and attitudes in organizations. It defines diversity as differences in things like age, gender, race and ethnicity. Managing diversity effectively means increasing access to varied skills and eliminating discrimination. Attitudes reflect how people feel about things like their jobs. Major job attitudes include satisfaction, involvement, and commitment. Satisfied employees tend to perform better and be less likely to leave, while dissatisfied employees may respond destructively through actions like absenteeism or deviance.
Organizational behavior is based on certain basic assumptions about human nature and organizations. Regarding human nature, it assumes that each individual is unique, people bring their whole selves to work, behavior is caused by needs and motivations, and each person has inherent worth. Regarding organizations, it views them as social systems and assumes that the goals of the individual and organization are mutually interdependent. Key aspects of the assumptions about human nature include individual differences, the whole person concept, caused behavior, and the inherent value of each person.
This document discusses theories of personality and values in organizational behavior. It covers several key models for understanding personality, including the Big Five model and Myers-Briggs Type Indicator (MBTI). Values are described as basic convictions that guide behavior. The document outlines how personality and values can be linked to job and organizational fit to increase satisfaction and performance. It also notes some cultural differences in personality frameworks and values dimensions.
Diversity and biological characteristicsNoman Rajput
This document discusses diversity and discrimination in the workplace. It defines surface level diversity as differences in easily perceived characteristics like gender or age, while deep level diversity refers to differences in values and preferences. Discrimination involves unfair judgments based on stereotypes and can include intimidation, insults, exclusion or harassment. Effective diversity management improves an organization's access to a variety of skills and ideas by attracting, selecting, developing and retaining a diverse workforce through awareness training and programs that encourage fair treatment and personal development.
Organizational behavior (OB) is defined as the field of study that investigates how individuals, groups, and structures influence behavior within organizations in order to improve an organization's effectiveness. OB draws from the disciplines of psychology, sociology, anthropology, social psychology, and political science. It studies human behavior at the individual, group, and organizational levels. The purpose of OB is to apply knowledge about human behavior and organizations to make organizations work better.
Human skills involve the ability to work well with others both individually and in groups, which is crucial for managers. Good managers can communicate effectively, motivate people, lead, and inspire enthusiasm and trust to get the best out of their employees. Human nature refers to characteristics like ways of thinking, feeling, and acting that humans tend to have naturally. There is always diversity among individuals along primary dimensions like age, gender, and abilities, and secondary dimensions like education, work experience, and attitudes acquired throughout life. Features of individual differences include being quantitative, continuous, and influenced by biographical factors like age, gender, and education level.
This document discusses key topics in organizational behavior including current trends, challenges, the human side of organizations, and factors that influence employee morale. Some major topics covered are globalization, ethics, diversity, and e-business as current trends. Challenges mentioned include responding to globalization, improving quality and productivity, and improving customer service. The human side of organizations discusses topics like organizational structure, group dynamics, and individual behavior. Pride, trust, and security are listed as influencing factors to employee morale.
Professional Development - Human Behavior in OrganizationWilliam Burkey, MBA
Presentation on Professional Development - Human Behavior in Organization where I talk about the benefits of development. To tie into development, I also took a closer look at human behavior in organziation to see what attitudes, expections and performance help with driving personal development to the next level
This document outlines some basic assumptions of organizational behavior. It discusses that OB regards individuals as whole persons with emotional and mental qualities. It also notes that all individuals are different in their physical characteristics, intelligence, attitudes and personalities. Another assumption is that behavior is caused by ability, motivation, role perception and situational factors. Additionally, the document states that OB values people by trusting them and providing opportunities for skills, knowledge, decision making and fair compensation. It describes organizations as social systems made up of people with different desires working towards common goals. Finally, it mentions that organizations and individuals have mutual interests and that ethics involve codes of conduct and punishment for violations.
This document provides an introduction to the topic of organisational behaviour. It defines organisational behaviour as the study of people within an organisation, investigating the behaviour of individuals, groups, and relationships between individuals and groups and how that behaviour affects organizational performance. The knowledge of organizational behaviour can then be used to explain and predict likely behaviour in situations and promote behaviour that benefits both people and the business. It notes that organizational behaviour draws from fields like psychology, sociology, and political science and considers the unique perspectives of individuals in the workplace and their interactions with the organization.
ORGANISATIONAL BEHAVIOUR- UNIT-3-BBA- OSMANIA UNIVERSITY, Group Dynamics, Processes of Groups, The Development of Work Teams, Types of Groups and Teams, Informal Groups, Work Teams, Functional Work Teams, Multidisciplinary Teams, Self-Managing Teams, High-Performance Teams, Cohesiveness, Determinates of cohesiveness, Factors that influence cohesion, Group Cohesiveness , Group Decision-Making , Decision-Making Process, Technological Aids to Decision-Making, TRANSACTIONAL ANALYSIS, THE EGO STATES, GAMES ANALYSIS, BENEFITS AND UTILITY OF TRANSACATIONAL ANALYSIS, Johari Window.Johari window four quadrants.
Psychology 101 Chapter 9 Motivation and Emotiondborcoman
This document covers various topics related to motivation and emotions, including:
- Theories of motivation such as instincts, reward pathways in the brain, and cognitive factors.
- Maslow's hierarchy of needs from physiological to self-actualization.
- Biological, psychosocial, and genetic factors influencing hunger and theories of emotions.
- The James-Lange, facial feedback, cognitive appraisal, and neuroscience theories of emotions.
- Positive psychology and factors contributing to happiness.
Se realizó un trasplante capilar mediante la técnica FUE, extrayendo 3170 unidades foliculares del cuero cabelludo del paciente y trasplantándolas en las zonas donde se requería mayor densidad capilar.
Seminario análisis forense - quién se ha llevado mi archivoINCIDE
El documento presenta a Abraham Pasamar y su compañía INCIDE, que se dedica a la lucha contra el fraude empresarial. INCIDE ofrece servicios de análisis forense e investigación con más de 800 casos atendidos y 400 investigaciones realizadas. Pasamar da una breve introducción sobre su trayectoria y los servicios que ofrece INCIDE.
Este documento establece la regulación de la relación laboral especial del servicio doméstico en España. Define el ámbito de aplicación, las exclusiones, las modalidades y duración de los contratos, las retribuciones, el tiempo de trabajo, la conservación del contrato ante cambios en el empleador o domicilio, y las causas de extinción de la relación laboral.
Este artículo científico describe un estudio prospectivo y longitudinal de 6 meses que evalúa los cambios en la calidad óptica y satisfacción de pacientes sometidos a ortoqueratología nocturna. El estudio incluyó a voluntarios universitarios españoles con miopía de -0,50 a -6,00 dioptrías que usaron lentes CRT durante la noche. Los resultados preliminares mostraron una reducción estadísticamente significativa de la esfera refractiva a los 15 días, 1 mes y 3 meses, sin cambios significativos
This document is a letter from Councilmember Ron Menor to the Zoning and Planning Committee Clerk proposing amendments to the unilateral agreement for Bill 3 2014. The proposed amendments relate to transportation system requirements and affordable housing requirements for a development project in Honouliuli, Oahu. For transportation, the amendments include provisions for bus pass reimbursement, neighborhood board presentations on traffic studies, and road/traffic mitigation measures. For affordable housing, the amendments propose minimum percentages of affordable rental and for-sale units in on-site and off-site development, as well as an alternative in-lieu fee option.
The document discusses different views of truth, including the correspondence view which holds that truth corresponds to reality. It also discusses relative views which hold that truth can vary by person, time, or place. However, the document argues that relativism is self-defeating, and that truth must be absolute to avoid contradictions. It defends a correspondence view of truth and addresses objections to this view.
O documento descreve o portal ElogieAki, o primeiro e único portal de elogios do Brasil. Ele fornece um espaço para consumidores publicarem elogios sobre empresas, produtos e serviços, e também notícias positivas. O portal atinge cerca de 3000 seguidores em mídias sociais e tem crescimento mensal de 30%. Ele oferece benefícios de visibilidade para empresas que desejam se associar à sua marca positiva.
E:\Ch Power Point Presentations\Chapter One Jesus Christ And The Foun...Matt Russick
1) The Holy Spirit played a key role in the beginning of the Church and empowered Christians like Peter to help spread Christianity.
2) At Pentecost, the Holy Spirit descended upon the disciples and allowed Peter to address the crowd in many languages.
3) Peter emerged as a leader of the disciples and helped the Church grow significantly in its early days through his preaching and example.
El documento discute el uso racional de antibióticos y estrategias para controlar la resistencia a los antimicrobianos. Explica que hasta un tercio de las prescripciones médicas de antibióticos son innecesarias y que más del 70% de los pacientes hospitalizados que reciben antibióticos no tienen evidencia de infección. También describe las consecuencias del uso inadecuado de antibióticos como la presión de selección, la resistencia bacteriana y el aumento de costos. Finalmente, propone estrategias como la reeducación, facilitación del uso
Reportuiteo: presentación en Foro UniredeLaura Camino
Este documento describe el viaje emprendedor de 29 meses de la autora desde que quedó desempleada en junio de 2011 hasta crear su propio negocio de reportuiteo en 2013. Explica las 8 fases por las que pasó, que incluyeron periodos de descanso, búsqueda de empleo, formación y desarrollo de su producto. Finalmente, ofrece consejos basados en su experiencia como emprendedora.
El documento describe los servicios de evaluación y monitoreo de responsabilidad social empresarial (RSE) ofrecidos por EcoVadis a proveedores. EcoVadis realiza evaluaciones RSE iniciales de empresas mediante cuestionarios y revisión de documentos, y proporciona una plataforma en línea para que las empresas gestionen planes de mejora, compartan resultados con clientes y obtengan servicios adicionales de monitoreo de RSE. El documento explica los beneficios de usar EcoVadis para que las empresas comprendan, comuniquen y me
Diego Jaramillo, CEO de FHIOS en Academia InboundHiperestrategia
Este documento describe la evolución del marketing a través de las diferentes etapas tecnológicas, desde el marketing 1.0 impreso hasta el marketing 5.0 omnicanal. También presenta estadísticas y tendencias clave del marketing para 2015, como un enfoque mayor en el contenido, datos, video, personalización y dispositivos móviles. Finalmente, presenta herramientas de Big Data y Business Intelligence para mejorar las campañas de marketing.
Tema4. curso de Protección del Patrimonio.aghconsultoria
Este documento describe las medidas de seguridad aplicables a edificios históricos y museos para proteger sus colecciones e instalaciones. Incluye sistemas de vigilancia, circuitos cerrados de TV, detectores de humo, protección contra robos, incendios y vandalismo. También recomienda capacitar al personal en planes de emergencia y evacuación para preservar el patrimonio cultural en caso de siniestros.
Este documento resume la experiencia de un centro médico colombiano con el síndrome de Prader-Willi. Describe brevemente las enfermedades raras, la legislación colombiana sobre ellas, y el mecanismo genético del imprinting que causa este síndrome. Luego presenta el caso clínico de una niña con síndrome de Prader-Willi que está siendo tratada de forma interdisciplinaria con manejo de la obesidad, epilepsia y retraso mental.
What is about to scroll before you is not just an infographic. This is the story of HumanKind in action at Leo Burnett Worldwide. In our story, creativity is the hero, using its power to change how people feel, think and behave, Creativity's power can change the world. And when it's strong enough (as evidenced by a top score of 10 on the HumanKind GPC scale), it does.
Managing individuals and a diverse workforce Ed. M 606merafe ebreo
This document discusses managing a diverse workforce. It begins by outlining learning outcomes related to understanding diversity, challenges of surface-level and deep-level diversity, and principles for managing diversity. It then discusses specific types of discrimination to avoid, such as age, sex, racial/ethnic, and disability discrimination. Personality dimensions and paradigms for understanding diversity are presented. The document concludes with principles and practices for managing diversity, including training, audits, and valuing individual differences over group differences.
This document discusses diversity and globalization and their impact on human relations. It defines diversity as acknowledging differences among people with respect to attributes like age, class, race, gender, etc. It describes different forms of diversity in the workplace like age, religion, race/ethnicity, and disability. It also discusses the benefits and challenges of diversity, including increased adaptability but also potential resistance to change. The document then discusses globalization and how multinational corporations operate in multiple countries. It notes that globalization affects human relations by introducing new challenges around understanding different cultures and finding effective ways to interact across differences.
This document discusses diversity in the workplace. It begins by defining diversity as the many ways that people differ. It then lists various forms of diversity including cultural, age, religious, racial, disability status, sexual orientation, and nationality. The document outlines advantages of embracing diversity such as success in international markets, innovation from varied perspectives, and improved problem solving. Challenges of diversity are also presented, like lack of cohesion and potential for interpersonal conflict. The document concludes by examining antecedents that can lead to a more positive view of diversity, such as emotional intelligence and higher education.
This document discusses managing diversity in the workplace. It defines diversity as differences among employees in demographics, culture, and personality. Managing diversity effectively brings business benefits like lower turnover and absenteeism. Diversity can be surface-level, based on visible traits like age, sex, and race, or deep-level, involving attitudes, values, and personality. The document provides tips for managing different types of diversity and discrimination. It also discusses diversity training, career stages, and benefits of diversity for organizations.
This document provides an overview and objectives of a diversity training presentation. It includes data from a diversity questionnaire showing demographic information about employees. It defines diversity and distinguishes between equal employment opportunity, affirmative action, and diversity. It discusses how individual cultural perspectives can influence communication and lists many cultural factors. It outlines benefits of workplace diversity and research showing positive associations between diversity and business performance. It also discusses organizational culture, cultural competence, and ways companies and employees can promote diversity.
Managing Diversity in The Workplace (HRM)Feby Sandra
This document discusses managing diversity in the workplace. It defines diversity as including differences in age, gender, ethnicity, race, religion, and other attributes. Managing diversity aims to maximize the benefits of a diverse workforce while minimizing potential disadvantages. Some benefits mentioned include improved problem-solving, creativity, customer service, and workforce satisfaction and retention. The document also discusses gender, racial, religious, and disability diversity issues and provides steps for managing diversity effectively such as training, recruitment, and accommodation practices.
The document discusses the importance of diversity and inclusion in the workplace, defining key terms and outlining best practices for effectively managing diversity such as emphasizing its value, eliminating misconceptions, improving management, and developing greater productivity while enhancing human relations by respecting differences among all individuals. It also addresses challenges like discrimination and biases that can arise without proper diversity management.
Promoting organizational diversity in any organization requires each employee and the manager to develop a set of skills for their own professional development. As a result a dynamic group develops with a each member providing his or her own cultural identity to the team. Included in this team is not only an employee’s merit but the individual employee’s personality. Equipped with the knowledge of prejudice and discrimination a paradigm of diversity develops within the group. The result is a team of employees sharing and implementing ideas of cultural diversity among each other as well as with their clients.
The document discusses the role of diversity in human resource management. It defines diversity as differences among individuals, including qualities like gender, race, religion, and other factors. The role of diversity in HR is to create an inclusive workplace where employees are hired based on skills rather than discriminated against. An effective diversity management strategy can increase creativity, problem-solving, and flexibility in the workplace. The document provides examples of corporate policies on diversity and techniques for managing a diverse workforce.
The document discusses the role of diversity in human resource management. It states that diversity refers to the uniqueness of all individuals and includes everyone regardless of their qualities. The role of diversity in HR is to create an inclusive workplace where differences are respected rather than discriminated against. An effective diversity management strategy can boost creativity, problem solving, flexibility and reduce costs by hiring and promoting people based on their skills rather than attributes like gender, race or religion. The document also outlines various dimensions of diversity, principles of managing a diverse workforce, potential benefits and barriers to diversity.
#Diversity Management, Definition Of Diversity, Types of Diversity, Benefit of Diversity , Challenges of Diversity.
The Definition of Diversity and Diversity management, Prejudice and its step and expression, what diversity look like in organization like WKU
Minimizing the challenge, and best practice of Diversity management,
Is Diversity management is important in campus, and its benefit for student, and How it can be structured.
The four types of Diversity, Internal Diversity, External Diversity, Organizational Diversity, world wide diversity
The document discusses diversity and managing diversity in the workplace. It provides examples of how some large Indian companies are promoting diversity through recruitment and accommodations. It defines key terms like equal employment opportunities and discusses the benefits and challenges of a diverse workforce, including increased costs but also a variety of viewpoints. It outlines diversity management practices at IBM and behaviors that promote diversity. The conclusion emphasizes that a diverse workforce reflects the changing world and benefits both associates and organizations by creating a fair and competitive environment.
This presentation expands the notion of diversity far beyond racial and gender stereotypes to help viewers value the differences that everyone brings to the organization.
Diversity and Inclusion in the VA Workforce by U.S. Department of Veterans A...Atlantic Training, LLC.
This document provides an overview of diversity and inclusion training presented by the Deputy Assistant Secretary of the Office of Diversity and Inclusion at the U.S. Department of Veterans Affairs. The training objectives are to define diversity, raise awareness of diversity issues, and recommend tools to foster cohesion. Diversity is defined as people bringing varied backgrounds and perspectives. Distinctions are made between equal employment opportunity, affirmative action, and diversity and inclusion. Primary and secondary dimensions of diversity are identified. Benefits of workforce diversity and inclusion include improved performance and productivity. The business, economic, and human imperatives for diversity are discussed. Best practices for promoting diversity and inclusion are recommended.
This document discusses diversity management in the workplace. It defines diversity as the variety of experiences and perspectives that arise from differences among people. Some key types of diversity mentioned are age, gender, race, religion and culture. The document notes that diversity management aims to create an inclusive culture that values all employees, rather than just treating everyone the same or focusing on certain groups. It provides a brief history of diversity laws and initiatives in the workplace over time. Tips are provided on how to effectively manage a diverse workforce and maximize its potential benefits.
This document summarizes a report on incorporating diversity into the workplace. It will first identify current programs targeting gender diversity and how they are working to address issues. Second, it will explain how business performance relates to workplace diversity. Third, it will discuss cognitive bias and how this influences the work environment. Finally, it will provide any reflections or recommendations. The report aims to show the benefits of a gender diverse workplace as well as the challenges and rewards of achieving diversity.
how to describe the workplace diversity?kumail mehdi
Workplace diversity refers to human characteristics that make people different, such as gender, age, ethnicity, religion, and other attributes. A diverse workforce presents both challenges and opportunities for human resource management. Managing diversity effectively requires attracting and maintaining a workforce that reflects society, promoting sensitivity to differences, and addressing varying employee needs, values, and expectations. A diverse workforce can provide competitive advantages through improved marketing, creativity, problem-solving, and flexibility. However, human resource management must also deal with issues like stereotypes, misunderstandings, and maintaining a work-life balance for all employees.
The document discusses capital structure measures that can be used to analyze a firm's financial health and solvency. It identifies three key measures: 1) Capital structure, which includes a firm's sources of financing through equity and debt. 2) Earning power, which is the firm's ability to generate cash flows. 3) Asset coverage, which provides assurance to creditors that the firm can pay its long-term obligations by analyzing ratios of assets to debt and equity. Various asset coverage ratios are explained, including fixed asset to equity ratio and net tangible asset ratios.
This document discusses various topics related to mergers and acquisitions including arranging mergers, developing defensive tactics, establishing fair value, financing mergers, and arbitrage operations. Arbitrage operations refers to simultaneously buying and selling the same commodity or security in two different markets at different prices to earn a risk-free return.
Mergers and acquisitions as well as other strategic corporate partnerships like joint ventures, leveraged buyouts, and divestitures such as spin-offs and carve-outs are undertaken by companies to create value, but it is debated whether they actually achieve this goal. Different forms of corporate alliances include joint ventures, which involve two independent companies combining resources for a specific objective, and strategic alliances which are cooperative deals that stop short of a full merger. Private equity investments leverage debt to buy companies, while divestitures sell off some operating assets.
This document discusses mergers and acquisitions. It defines a merger as the combination of two or more firms to form a single firm. It lists some rationales for mergers, including achieving synergies where the whole is greater than the sum of its parts, taking advantage of tax considerations by purchasing assets below their replacement cost, and diversification. It also outlines different types of mergers like horizontal, vertical, conglomerate, and congeneric mergers. It discusses hostile versus friendly takeovers and the roles of the acquiring and target companies. It notes that merger analysis involves the acquiring firm valuing the target to determine if it can be purchased at or below that value, and the target accepting if the price exceeds its independent value or what another
This document discusses hybrid financing through preferred stock. Preferred stock is a type of stock that promises a fixed dividend but payment is at the discretion of the board. It has preference over common stock for dividend payments and claims on assets up to par value. Key features of preferred stock include cumulative dividends that must be paid before common dividends, participating dividends that increase with common dividends, and potential voting rights in special situations. Advantages are that missed preferred dividends do not cause bankruptcy as with bonds, it avoids dilution of common equity, and repayment is spread over long periods. Disadvantages are preferred dividends are not tax deductible, so cost is higher than debt, and their use increases financial risk and cost of
1) A company's dividend policy involves decisions around paying out earnings as dividends versus retaining earnings, including whether to pay high or low dividends, pay stable or irregular dividends, and the frequency of dividend payments.
2) The residual dividend model suggests that a company should first determine the retained earnings needed for its capital budget, and then pay out any remaining earnings as dividends.
3) A change in a company's investment opportunities would affect its dividends under the residual model, with fewer good investments leading to higher dividends and more investments leading to lower dividends.
This document discusses capital budgeting and provides an overview of key concepts and methods used to evaluate long-term investment projects. It defines capital budgeting, outlines the steps, and distinguishes between independent and mutually exclusive projects. It then describes five decision criteria - net present value (NPV), internal rate of return (IRR), modified internal rate of return (MIRR), payback period, and discounted payback period. For each method, it provides the calculation and discusses strengths and weaknesses. The document concludes that NPV is the best single criterion but notes that the various methods provide different perspectives on project profitability and liquidity.
This document discusses the weighted average cost of capital (WACC) calculation for a firm with multiple sources of capital (debt, preferred stock, common equity). It provides an example calculation showing the cost, proportion of total financing, and weighted cost for each source. The weighted costs are summed to calculate the overall WACC of 11.38%. The document also discusses assumptions and methods used in the WACC calculation, such as using after-tax costs and a constant growth valuation model to determine the cost of equity.
This document discusses different types of stocks including preferred stock and common stock. It provides details on:
- Preferred stock features such as cumulative dividends, participating features, voting rights, and call and sinking fund provisions. It also discusses preferred stock valuation using the present value formula.
- Common stock as the ultimate ownership in a corporation with rights to income, voting, and potential preemptive rights. It discusses common stock valuation using the dividend discount and constant growth dividend discount models.
- Examples are provided to demonstrate the calculations for valuing preferred and common stock.
This document discusses stress in the workplace and employee counseling. It begins by defining stress and listing typical negative symptoms like physical, psychological, and behavioral issues. It then covers extreme forms of stress like burnout and trauma. Common causes of stress are discussed, including organizational stressors and non-work stressors. The relationship between stress and job performance is explained, noting that stress can be either helpful or harmful depending on its level. Approaches to managing stress are presented, such as preventing or reducing stressors, escaping stressful situations, and learning coping techniques. Finally, the document outlines different types of employee counseling including directive, nondirective, and participative counseling and discusses their objectives and functions.
This document discusses several topics related to organizational behavior and human resources management. It covers models of organizational influence, employee privacy rights, bases for discrimination, using discipline to change behaviors, quality of work life programs, job enrichment, individual-organization responsibilities, and whistleblowing. Specific issues covered include defining boundaries of influence, interpreting privacy rights, forms of discipline, job characteristics that motivate workers, benefits and limitations of job enrichment, and balancing individual and organizational interests.
This document discusses group dynamics and techniques for effective group decision making. It describes key concepts in group dynamics including formal vs informal groups, task vs social leadership roles, and influences of group size and composition. Techniques for structured group decision making are explored, such as brainstorming, nominal groups, Delphi groups, and dialectic decision methods. Potential benefits of group decisions are mentioned along with some weaknesses, including that meetings can be slow, expensive, and prone to "groupthink" where conformity overrides critical thinking.
This chapter discusses interpersonal behavior in organizations. It covers conflict, assertiveness, power, and politics. The key topics are:
- Conflict can arise from disagreements over goals/methods, task interdependence, roles/rules, and personality differences.
- Assertiveness involves expressing feelings and giving honest feedback. Different interpersonal orientations exist such as dominance.
- Power is the ability to influence others and events. Types of power include personal, legitimate, expert, reward, and coercive power.
- Organizational politics involves intentional behaviors to enhance influence through tactics like social exchange, alliances, and controlling information.
The document discusses empowerment and participation in organizations. It explains that empowerment involves giving employees greater autonomy through sharing information and control over job factors to improve self-efficacy. Participation means the mental and emotional involvement of employees through contribution and responsibility. When prerequisites are met, participation programs can benefit both employees and employers by increasing motivation, output, and communication. However, limitations include lack of management support and difficulties adjusting manager roles.
This document discusses leadership and different leadership styles. It begins by defining leadership as influencing and supporting others to work enthusiastically toward achieving objectives. It then discusses:
1. The differences between managers and leaders. Managers direct work while leaders inspire others through vision.
2. Traits of effective leaders such as honesty, drive and skills in technical, human and conceptual areas.
3. Behavioral styles including positive, negative, autocratic, consultative and participative.
4. Contingency models for selecting a leadership style based on the situation, including Fiedler's model of leader-member relations, task structure and power, and Blanchard's model of employee development level.
This document discusses performance appraisal and reward systems. It provides learning objectives about understanding the role of money as a motivator and examines behavioral considerations in performance evaluations. It describes characteristics of effective feedback programs and the process of attribution. It discusses linking pay to performance through profit sharing, gain sharing and skill-based programs. The document provides an overview of different components of a complete reward program and discusses economic incentive systems for motivating employees.
This document provides an overview and orientation for a course on Human Behavior in Organizations. The 3-sentence summary is:
The course will cover fundamental principles and theories of organizational and individual relations, examining how internationalization and diversity impact the modern workforce. Students will be evaluated based on quizzes, presentations, papers, assignments, and class participation, with grades determined by combining scores on class requirements and major exams. The semester will be structured around topics like motivation, leadership, and interpersonal behavior, culminating in a final exam.
This document discusses managing communications in organizations. It covers key topics like the two-way communication process, barriers to communication, effective communication factors, and downward and upward communication problems. Specific sections explain communication fundamentals, the importance of communication to organizations, non-verbal communication, downward and upward communication challenges, and guidelines for effective listening. The document aims to understand different aspects of the communication process in organizational settings.
This document discusses social systems and organizational culture. It defines a social system as a complex set of interacting human relationships where all parts are interdependent. It examines how social cultures impact organizations and the roles and conflicts that can arise. It also explains that strong organizational cultures tend to outperform peers and discusses measuring and changing organizational culture.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
More from San Antonio de Padua - Center for Alternative Mathematics (20)
Inspire: Igniting the Spark of Human Potentialgauravingole9
Inspire: Igniting the Spark of Human Potential
Inspiration is the force that propels individuals from ordinary to extraordinary. It transforms ideas into innovations, dreams into realities, and individuals into icons. This article delves into the multifaceted nature of inspiration, exploring its sources such as nature, art, personal experiences, and the achievements of others, and its profound impact on personal growth, societal progress, and cultural evolution. Through the lens of historical figures and timeless quotes, we uncover how inspiration fuels creativity, drives societal change, and ignites the spark of human potential.
Understanding of Self - Applied Social Psychology - Psychology SuperNotesPsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
You may be stressed about revealing your cancer diagnosis to your child or children.
Children love stories and these often provide parents with a means of broaching tricky subjects and so the ‘The Secret Warrior’ book was especially written for CANSA TLC, by creative writer and social worker, Sally Ann Carter.
Find out more:
https://cansa.org.za/resources-to-help-share-a-parent-or-loved-ones-cancer-diagnosis-with-a-child/
Procrastination is a common challenge that many individuals face when it comes to completing tasks and achieving goals. It can hinder productivity and lead to feelings of stress and frustration.
However, with the right strategies and mindset, it is possible to overcome procrastination and increase productivity.
In this article, we will explore the causes of procrastination, how to recognize the signs of procrastination in oneself, and effective strategies for overcoming procrastination and boosting productivity.
As we navigate through the ebbs and flows of life, it is natural to experience moments of low motivation and dwindling passion for our goals.
However, it is important to remember that this is a common hurdle that can be overcome with the right strategies in place.
In this guide, we will explore ways to rekindle the fire within you and stay motivated towards your aspirations.
3. Learning Objective
Understand why diversity in the workplace
matters
Know the different types of diversity
Understand the challenges raised by
workplace diversity
Know how organizations manage diversity
4. Understanding Diversity
Diversity is used to describe the multitude of
individual differences and similarities that exist among
people.
Diversity pertains to everybody.
Diversity means:
Differences in demographic characteristics, values,
abilities, interests, & experiences
What does diversity mean?
Differences in demographic characteristics, values,
abilities, interests, & experiences
5. Why does diversity in the workplace
matter?
The service economy
interactions between people are key
customer base is more diverse
similarities between people ease process
Globalization of business
doing business with people from around world
The changing labor market
Company mergers and buy-outs
6. Personality
Functional Level/
Classification
Geographic Location
Age
Work
Location Seniority
Division/
Dept./
Unit/
Group
Work
Content/
Field
Union
Affiliation
Mgmt.
Status
Marital
Status
Parental
Status
Appearance
Educational
Background
Work
Experience
Race
Income
Personal
Habits
Religion
Recreational
Habits
Ethnicity
Physical
Ability
Sexual
Orientation
Source: L Gardenswartz
and A Rowe, Diverse
Teams
at Work: Capitalizing on
the Power of Diversity
(New
York: McGraw-Hill,
1994), p. 33
The Four Layers of Diversity
7. 2-7
Test Your Knowledge
Sam is a 55 year-old, male Sales Manager
for XYZ corporation. He likes to drive
fast cars and is Native American. Which
layer of diversity has not been mentioned
about Sam?
A. Personality
B. Internal
C. External
D. Organizational
8. Affirmative Action
Affirmative action focuses on achieving equality of
opportunity in an organization.
The goal is to prevent discrimination that occurs
when employment decisions are based on factors
that are not job related.
9. Managing Diversity
Enables all people to perform up to their maximum
potential.
A Managing Diversity approach is more proactive
than affirmative action and employee differences are
viewed as a valuable resource and a contributing
factor to organizational success
11. How can managing diversity be a
competitive advantage?
1. Can reduce the chance of discrimination lawsuits
and lead to lower turnover
2. Attract qualified women and minorities
3. Workforce diversity is the mirror image of
consumer diversity
4. Workforce diversity promotes creativity and
innovation through the sharing of diverse ideas and
perspectives
5. Group diversity can potentially improve problem
solving and productivity.
12. Types of Diversity
Gender diversity
more women in workforce today than ever
better educated than ever
stereotypes still remain
glass ceiling, etc.
Age diversity
as population ages, more older workers are available
re-entry of middle-aged women to work
retirees returning to supplement pension
internships bring in more younger employees
13. Other Types of Diversity
(You May Not Have Thought Of)
Family situations
single employees (mothers and others)
Physical and psychological disabilities
Filipinos’ with Disabilities
Sexual orientation
Political views
Personal idiosyncrasies
14. Increased Workforce Diversity - Women
Glass Ceiling
Invisible barrier blocking women and
minorities from top management positions
Women CEO’s (as of 2/2007):
10 of Fortune 500
23 of Fortune 1000
What helps break the ceiling?
15. Your Experience (Discussion)
For school group projects, it has been easier
to work with groups we could choose rather
than one’s the professor chose.
1= Strongly Disagree
2 = Disagree
3 = Neutral
4 = Agree
5 = Strongly Agree
16. Aging Workforce: Challenges
Career Plateauing:
when the probability of being promoted is very small
Elder care
helping older workers care for aging parents
Keeping older workers engaged and current
• Providing challenging work assignments
• Giving employees autonomy and latitude in their jobs
• Providing equal access to learning and development
opportunities
• Recognizing skills, knowledge and wisdom
• Providing ways to mentor younger, less experienced employees
17. Pros and Cons of Diversity
Social categorization theory
Similarity leads to liking and attraction
Information/Decision-Making Theory
Diversity leads to better task-relevant
processes and decision-making
19. What barriers exist for organizations
trying to manage diversity?
In responding to this question, we can identify ten barriers that
exist for organizations trying to manage diversity.
1. Inaccurate stereotypes and prejudice.
2. Ethnocentrism.
3. Poor career planning.
4. Unsupportive and hostile working environment for diverse
employees.
5. Lack of political savvy on the part of diverse employees.
6. Difficulty in balancing career and family issues.
7. Fears of reverse discrimination.
8. Diversity is not seen as an organizational priority.
9. Need to revamp the organization’s performance appraisal and
reward system. And, finally,
10.Resistance to change.
20. Challenges of Diversity
Availability challenge
in past employers could control diversity
more people than jobs
qualified employees have become scarce
employers must become more flexible
realize “Different does not mean deficient”
Fairness challenge
in past, typically viewed as equal treatment
Equal Employment Opportunity
now employers must embrace new diversity
essentially focus on “differences”
21. Challenges of Diversity
Synergy challenge
More and more group-based work
Diversity can create positive and negative conflict
can facilitate creative problem-solving
can close down communication
can derail group processes
Group leaders must minimize destructive conflict and
maximize diversity of input
The concept of diversity encompasses acceptance and respect. It means understanding that each individual is unique, and recognizing our individual differences. These can be along the dimensions of race, ethnicity, gender, sexual orientation, socio-economic status, age, physical abilities, religious beliefs, political beliefs, or other ideologies.
For example, some people are introverts, others extroverts. Some are “morning persons,” some are not. Age differences, personality differences, racial differences—the diversity list goes on and on.
The Bureau of Labor Statistics estimated that in 1996, 71% of the workforce was employed in the service industry and that by 2006 that was expected to rise to 74%. The interpersonal nature of service transactions makes similarities between employee and customer more important. As the population in general becomes more diverse, employees who can communicate most efficiently with those clients become a business advantage.
Globalization has increased the contact with clients and co-workers from other countries. An understanding of cultural differences can not only facilitate communication, but can also avoid potentially embarrassing or even insulting situations.
To deal with the changing labor market, employers are developing new recruiting strategies to target older employers, minorities, and immigrants. They are developing more flexible benefits packages (more flexible hours, working from home, leaves of absence) to accommodate the new diversity they must manage.
When we think of cultural differences, we don’t often think of the differences in corporate cultures, too. As large companies buy out smaller companies, employees with potentially very different expectations (and sometimes from competing companies) are thrown together in the expectation of working together happily and productively.
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BPI INCHES CLOSER TO SEALING DEAL WITH PNB
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Merged companies can offer a greater range of products and services. Because these may be complimentary, the merged company may be able to capture more consumers than they would as individual entities. For example, the result of merging two travel companies allows a greater range of options to be presented to the consumer at the point of sale.
Personality refers to individual differences in characteristic patterns of thinking, feeling and behaving. The study of personality focuses on two broad areas: One is understanding individual differences in particular personality characteristics, such as sociability or irritability. The other is understanding how the various parts of a person come together as a whole.
This model helps us think about diversity in layers, some of which we control and others we do not. At the center of what makes us different from others is the fiber of our personalities. Although two people can have similar personality characteristics, it would be tough, if not impossible, to find two with the exact same personality.
Next we have internal dimensions of diversity that we are not able to change. These include our age, race, gender, and so forth.
The next layer, external or secondary dimensions of diversity, includes personal characteristics that contain an element of control or choice, and they can be changed. For example, under the category of personal habits, an individual can be characterized as a night owl but can still choose to get up early; and under the religion category, Jews can choose to convert to Christianity; and Christians can choose to convert to Judaism.
The outside layer, organizational dimensions, includes areas that change over the course of one’s career. Some are defined by the organization, and some have an element of choice.
Our ability to understand, value, and manage diversity at all four levels helps us to recognize the unique contributory potential of every employee.
Finally, let’s examine the distinction between managing diversity and affirmative action. Affirmative action is a legal mandate that focuses on correcting imbalance, injustice, mistakes, or outright discrimination in staffing; while managing diversity is about understanding and appreciating human differences. Let’s look more closely at the topic of affirmative action.
Sam is a 55 year-old, male Sales Manager for XYZ corporation. He likes to drive fast cars and is Native American. Which layer of diversity has not been mentioned about Sam?
Personality
Internal
External
Organizational
Answer “A” Personality
Initially, affirmative action was a policy primarily aimed at correcting institutional discrimination where decisions, policies and procedures that are not necessarily explicitly discriminatory have had a negative impact on people of color. Affirmative action policies address and redress systematic economic and political discrimination against any group of people that are underrepresented or have a history of being discriminated against in particular institutions.
The main reason we care about managing diversity is that managing diversity can be a competitive advantage
Excerpt
By the year 2000, the workforce is expected to be half male and half female. In 1990, women received approximately 31% of MBAs, 39% of law degrees, 13% of engineering degrees, and half of all undergraduate degrees.
Although organizations are making strides to advance women, many organizations admit that stereotypes and preconceptions are still barriers. A focus on being “family-friendly” has developed to better utilize the talents of employees. Although both men and women benefit from such policies, women tend to benefit more. For instance, companies have instituted on-site daycare facilities, allowed more flexible hours, and have made it easier for all employees to work from home.
Age diversity has created new problems for organizations that have typically moved employees through the organization with the expectation of retirement at a certain age. Not only are employees not retiring, but they are returning from retirement. This sometimes creates odd age inversions in which an older employer is managed by a much younger employee. This creates an uncomfortable role reversal akin to “telling your grandma to clean the table.”
The effects of strict workplace policies on single mothers have been well-documented (e.g., needing to care for a sick child and missing work, being overlooked for travel opportunities because of family demands, etc.). However, single employees have become the subject of a certain “reverse discrimination.” Single employees (without children or spouses to “worry about”) often shoulder a disproportionate share of the travel, overtime, and other special requests.
Rep. Act No 7277 “Magna Carta for Disabled persons – An act providing for the rehabilitation, self-development and self-reliance of disabled persons and their integration into the mainstream of society and for other purposes.
Sexual orientation and political views can also create tensions in the workplace if not handled appropriately, particularly among employees who work on teams and disagree on these beliefs.
Other personal idiosyncrasies (habit) such as personality (the “difficult” employee), behavior quirks (personal space issues come to the fore in cubicles), and others also create new situations that fall under the umbrella of diversity management. Although they may not be new phenomena, they can interact with other factors to create new problems
We’ll now turn our attention to understanding about workforce diversity as it relates to three specific demographic areas: gender, race, and age. Let’s talk about gender first.
The glass ceiling as it relates to women in the workforce is defined as an invisible barrier blocking women and minorities from top management positions.
Despite the increase in the number of women in the workforce, women still are not treated the same as their male counterparts in the workplace in terms of salary, stock options, promotional opportunities, networking opportunities. Consider, for example, this March 2004 statistic that indicates women receive only 76% of men’s earnings
Research has found that there are certain factors that women can control to minimize the effects of the glass ceiling. These are:
Consistently exceeding performance expectations
Developing a style with which male managers are comfortable,
Seeking out difficult or challenging assignments, and
Having influential mentors.
Call a student.
What response would you choose to this question related to the kind of groups you prefer to work with for school projects? [Pause.] Your response to this question might get you thinking about the pros and cons of working in diverse groups. Instead of choosing diversity, we often tend to pick people who are similar to us. For example, if you’re a management major, you may choose others with your same major to join your group because of the major you share. In doing so, you would overlook the possibility that having accounting and finance majors in your group could provide valuable viewpoints in completing the project successfully. Let’s look now at the pros and cons of diversity from a theoretical perspective.
There are three major challenges for employers managing an aging workforce. First, because so many baby-boomers are in the highest ranks of organizations it causes the potential for younger workers to have limited upward mobility. This can cause….
Career Plateauing: when the probability of being promoted is very small
Second, older workers are often needing to take time off to care for their aging parents. Employers can ease this burden by providing benefits related to elder care
Elder care – helping older workers care for aging parents
Finally, strategies for keeping older workers engaged and current include:
Two theories shed light on the pros and cons of diversity.
The social categorization theory tells us that similarity leads to liking and attraction. Thus, you would expect fewer interpersonal conflicts and greater cooperation in this type of homogenous group.
The Information/Decision-Making Theory tells us that diversity leads to better task-relevant processes and decision-making. This theory suggests that people with different backgrounds, experiences, knowledge, and networks will have more total knowledge to bring to a problem or task, and therefore, their decisions will ultimately be better than those of homogenous groups. Heterogeneous groups have been found to have higher productivity, make better quality decisions, and be more innovative.
This model synthesizes the findings of both theories and suggests that diversity is likely to cause more strained interpersonal dynamics, but task-relevant processes and improved decision-making are also attributed to diverse groups.
Therefore the challenge for organizations is to encourage, reward, and train employees on how to effectively interact with diverse others to minimize the conflict and feelings of alienation in order to realize the tremendous advantages of diverse teams and groups.
- Stereotype (label) The process of categorizing or labeling people on the basis of a single attribute
Prejudice – discrimination
ethnocentric – evaluating other cultures according to preconceptions (presumption) originating in ones own culture
The last ten years has seen an increase in jobs, but a decrease in qualified applicants. As a result, employers must be more creative and flexible to get the people they want/need. Social psychology tells us that we will view people who are different in potentially negative ways. Employers assuming that “different” applicants are not capable because they don’t fit a preconceived picture of current employees will overlook qualified applicants from other groups.
Note: This might also be a nice opportunity to make the connection to the representativeness heuristic/bias.
For the past thirty years, employers have been trained to treat employees and applicants from certain protected groups fairly. Along the way, this became an incentive to treat employees equally. Essentially, employers were to act as if they were blind to the differences among their employees. The fairness challenge posed by diversity is to recognize, accept, and perhaps reward the differences of employees while still maintaining fair treatment of them. Needless to say, this is not an easy challenge.
The ultimate challenge posed by changes in diversity is to maximize the potential benefits to the company that the diversity of contributions offers. Again, social psychology provides much in the way of research on group processes and the behavior of ingroups and outgroups.
For instance, group problem solving can be enhanced significantly during the brainstorming phase if a greater variety of approaches and ideas are generated. Group diversity can facilitate the generation of multiple ideas and approaches. However, greater diversity can generate conflict during the idea evaluation stage that inhibits communication and sharing of ideas. As a result, group cohesiveness can be destroyed by counterproductive conflict.
The role of the leader of a diverse group is to improve problem solving by channeling conflict in such a way as to maximize group input but keep counterproductive conflict at a minimum.