2. CASELET
• Shell is a global group of energy and petrochemicals companies. Shell reports promoting
diversity and inclusion to give all its employees the opportunity to develop their skills
and talents in line with corporate values and objectives. Shell General Business Principles
identify one of the corporate aims as creating an inclusive work environment with equal
opportunities.
• An interview with the vice president of finance showed that the finance function, with
the assistance of a global steering committee, focuses closely on diversity management.
Global finance leaders of the company have a strong commitment to diversity and they
actively promote diversity in the finance functions. This senior leadership support has
helped inculcate a positive cultural shift in the finance function towards recognising the
value of diversity.
• The diversity leaders in the finance function believe that ‘winning hearts and minds’ is
not enough alone; structures, targets and processes are needed to produce significant
improvements in outcomes and to initiate a culture change. Currently, the function has a
global emphasis on gender diversity. In addition, the need to go beyond gender is
recognised and there is a significant effort to increase ethnic diversity, with a particular
attention to Asian talent, given Shell’s customer base and capital investment.
3. REASONS FOR GROWING DIVERSITY
• Changing Demographics: Older workers, women and ethnic minorities
have entered the workforce that is quite different from a traditional
workforce of young, male employees.
• Legislation : Several laws have been passed in different countries to
prevent discrimination between employees, and to provide equal
opportunities to all without differentiating on the basis of age, gender
or ethnicity.
• Desire for Diverse Viewpoints: Companies that actively try to develop
a diverse work force gain a competitive advantage in terms of being
able to develop better products and services for the market.
4. REASONS FOR GROWING DIVERSITY
• Growth of International Business: More and more organisations are
entering the international business arena. This results in greater
cultural diversity because as companies expand, they have to become
accustomed to working with different cultures, customs and social
norms.
• Competitive Pressures: Diversity places an important role in giving
companies competitive advantage in the market. Companies that hire
and work with a diverse workforce have a greater chance of
understanding their Changing markets better
5. BASIS OF DIVERSITY
• AGE: Several generations are employed in the workforce. Each has its
own distinct differences defined by the time people were born and
the unique social, political and economic changes that occurred
during their upbringing.
• For example Baby Boomers are seen as workaholics, Generation X are
risk takers, Millennials care about meaningful work and Generation Z
ghost employers and seek job security.
6. BASIS OF DIVERSITY
• Gender Identity
Gender roles are social constructs that vary by different cultures and
are assigned to individuals at birth based on their biological sex. Once a
child is assigned their gender, they are more or less segregated into
either the male or female gender binaries.
7. • Education
• The workforce in an organisation consists of people of different
qualities and qualifications. On one side are the employees who are
highly educated and on the other are the lower rung or blue collared
workers. But regardless of the level of education, it is responsibility of
organisations to keep all their workers abreast of the latest
technology and knowledge requirements.
8. BASIS OF DIVERSITY
• Ethnodiversity:
• Everyone has their own unique mannerisms and behavior patterns
they develop throughout their lives. Such behaviors are a result of an
individual’s upbringing, family, friends, culture, and they can be
interpreted in different ways. It’s important to remember that
behavior is a result of a person’s unique experiences.
9. BASIS OF DIVERSITY
• Cognitive Disability
• Different functioning may affect an individual’s memory, problem-
solving abilities, attention, communication, linguistics, as well as
verbal, reading, math and visual comprehension.
• Intellectual functioning can be difficult to notice, understand and
communicate for both employees and employers, so it’s important to
provide employees with a variety of tools and resources that can help
them function optimally at their job.
10. BASIS OF DIVERSITY
• Socioeconomic Status
• Socioeconomic status is the measurement and categorization of
people based on their education, income and occupation. It is also a
strong indicator of privilege, as well as the opportunities and
resources an individual has access to in order to excel.
11. BASIS OF DIVERSITY
• Physical disabilities
• Hiring individuals with varying disabilities and experiences will help
your team build a more diverse and inclusive environment and bring
unique perspectives and ideas to help your company reach a wider
market of customers and clients.
12. POWER @WORKPLACE
• Power in the workplace refers to the ability or capacity of an
individual or A group to influence the actions, attitudes, and
perspectives of others within the organization.
• Power in the workplace is the exclusive authority of top managers to
make all decisions.
• Power dynamics in the workplace are the ways power is distributed
and used among employees specifically affecting their interactions,
relationships, and decision-making.
13. Power dynamics
• Power dynamics can shift based on awareness, actions, capability,
and communication.
• Power dynamics have direct implications on the workflow, decisions,
productivity, and employee satisfaction.
• Understanding these dynamics helps in strategizing, managing
relationships, conflict resolution, and achieving desired outcomes.
• The power dynamics are multi-dimensional and can exist between
peers, cross-functional teams, and even external stakeholders.
14. TYPES OF POWER
• Legitimate power:Power that comes from a higher position or role within
the organization. Eg-A department manager who assigns tasks to their
team members exemplifies Legitimate Power.
• Coercive power: Power that comes from the ability to provide or withhold
punishments. Eg- A CEO threatening downsizing if the profits don't improve
demonstrates Coercive Power.
• Reward power: Power that comes from the ability to provide incentives or
rewards.Eg- A team leader promising a bonus to the employee who
completes their project ahead of the schedule embodies Reward Power.
• Expert power: Power derived from possessing superior knowledge or
expertise in a particular area.Eg-An experienced lawyer offering critical
advice in a legal dispute signifies Expert Power.
15. TYPES OF POWER
• Referent Power: Power based on the personal likability, respect, or
admiration one inspires. Eg-A charismatic leader, whom employees
look up to and voluntarily follow, typifies Referent Power.
• Informational power: Power originating from access to and control
over information. Eg-An office manager aware of a planned office
relocation before the rest of staff characterizes Informational Power.
• Connection Power: Power earned through association with influential
or important individuals. Eg- an employee who has strong personal
ties with the board of directors shows Connection Power.
16. TYPES OF POWER
• Hierarchical Power Dynamics are exerted through roles or positions
within a company structure, and they often represent the more
traditional view of power within a business context.
• Interpersonal Workplace Power can be exhibited as expert power,
referent power, informational power, or connection power. These
types are often interpersonal and not strictly tied to the hierarchical
position.
17. HOW TO UTILIZE THIS KNOWLEDGE
• If you wield expert power due to your proficiency in a specific task or
subject, you can leverage it to mentor others, endorse new ideas, or
lead projects.
• Recognizing a superior who uses a lot of coercive power can warn you
to safeguard your interests and rights proactively.
• Being aware that a co-worker has significant connection power can
prompt you to build a positive rapport and alliance with them.
• A healthy, productive work environment is fostered when power is
utilised responsibly and ethically, respecting the rights and
contributions of all involved.
18. Steve Job
• Jobs' expert power was instrumental in Apple's direction and success,
as his groundbreaking ideas led to revolutionary products like the
iPod, iPhone, and iPad. His influence extended well beyond Apple,
causing seismic shifts in the music, telephone, and computing
industries, and changed the way people interact with technology
today.
19. Samuel Moore Walton
The founder of Walmart, displayed significant Referent Power, creating
a compelling vision and corporate culture based around customer
service and low prices. His referent power shaped the company into a
retail giant and his leadership style, based primarily on his referent
power, influenced not just his employees but the entire retail industry.
20. Mary Barra
• Mary Barra, CEO of General Motors (GM), is an excellent
demonstration of Legitimate Power. She uses her position as a CEO
to influence the decisions and direction of GM. Her commanding role
within the company enables her influential footprint across the entire
organisation.
21. How power influences
• Company culture: Company leaders often set a company’s culture through their
own actions. Company leaders can use their power to model appropriate
relationships, work ethic and balance to their employees.
• Communication: Generally, employees are most comfortable speaking with their
colleagues, or those who have the same amount of organizational power they do.
Power dynamics can both negatively and positively impact communication in the
workplace.
• Collaboration: When employees understand the power dynamics within a group,
they’re more likely to address any conflicts or uncertainties immediately before
power struggles result in lost productivity.
• Equity: Power dynamics can impact who feels comfortable contributing in a
group setting and who doesn’t. When you’re aware of the power dynamics, you
can establish practices for ensuring everyone has an equal opportunity to
contribute.
