Management Chapter05
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The document discusses managing diversity in the workplace. It notes that the workforce is increasingly diverse in terms of age, gender, race, religion, disabilities and other factors. Effective diversity management is both an ethical and business imperative. Managers play a critical role in promoting fairness and ensuring diverse employees feel included and valued. Perceptions and biases can negatively impact diverse employees if not addressed. The document provides steps managers can take to manage diversity effectively and eliminate discrimination.
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Hard Facts, Dangerous Half-Truths and Total Nonsense
- Profiting from Evidence-Based Management
By Jeffrey Pfeffer & Robert I Sutton
Harvard Business School Press, 2006
Too many business adages are built on flimsy information. When decisions are based on
dubious knowledge, the consequences can be catastrophic. This book by highly respected
scholars, Jeffrey Pfeffer and Robert Sutton explains how better evidence can be used in
business to generate superior results. Evidence based management enables business
leaders to face the hard facts and act on the best evidence.
Introduction
Business decisions are often based on hope or fear, what others seem to be doing, what
senior leaders have done and believe has worked in the past and strong ideologies. Hard
facts and strong evidence do not seem to back many decisions. It is time that companies
and leaders rooted their decisions in solid evidence to ensure optimal utilization of
resources. The authors relate poor decision practices with a number of examples. Then
they explain how evidence based management can be used profitably.
Poor Decision Practices
Poor decision making practices can be seen across organizations. Take benchmarking.
The approach to benchmarking seems to be fairly casual, with some rare exceptions.
More often than not, companies tend to copy the most obvious, visible and frequently
least important practices. The underlying culture or business philosophy of the company
against which benchmarking is being done is not given enough importance.
Companies tend to repeat what has worked for them in the past. By all means, learning
from experience and mastery through practice can be useful. But this kind of an
approach can backfire when the new situation is different from the past and the lessons
learnt in the past may have been wrong or incomplete in the first place.
Managers also tend to be unduly influenced by deeply held ideologies and beliefs.
Beliefs rooted in ideology or in cultural values are quite sticky. They resist disconfirming
evidence.
Evidence based management
Evidence based management assumes that using deeper, better logic and employing
facts rather than assumptions or guesses leads to better decisions. Such an approach
advocates going by hard facts about what works and what does not. Even when
companies have little data, there are many things, they can do to rely more on evidence
2
and logic and less on guesswork, fear, belief or hope. For example, qualitative data
collected from field trips can be used.
Implementing evidence based management requires a mindset change. Facts and
evidence are great levelers of hierarchy. Resistance to evidence based management
comes when it changes power dynamics, replacing formal authority, reputation and
intuition with data. Another problem is that delivering bad news does not win us friends.
We like to deliver good news because that is .
Lecture # 06 (diversity at workplace)
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.
Fundamentals of organizational behavior
Organizational behavior can be defined as understanding, predicting, and managing human behavior in organizations. Individuals, groups, and organizational structures and culture all impact behavior within an organization. OB draws from various fields like psychology, sociology, economics, and political science. Key determinants of behavior include beliefs, attitudes, emotions, values, and behavior itself. Managers face challenges related to workforce diversity, quality/productivity improvement, empowerment, technology changes, and business ethics. Methods to minimize errors include checking sampling and data processes, preparing questionnaires carefully, conducting pilot surveys, fixing procedures, using competent staff, and providing training.
Ch2 diversity in organization
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.
GENDERED patterns in organization
This document discusses gender patterns in organizations, including both formal and informal practices. Formal practices include policies around leaves, work schedules, and performance reviews, while informal practices involve normative behaviors like advising, mentoring, and socializing. Both formal and informal networks can entail gendered dynamics. For example, rigid work schedules reflect outdated career models that assume men are breadwinners. Informal old boy networks can give men preferential access to opportunities and information. Efforts to address discrimination include equal opportunity laws, affirmative action, quotas, goals, and diversity training.
Using diversity intelligence for an inclusive organization
This document discusses the importance of diversity intelligence (DQ) for organizational leaders. It notes that protected class employees now make up more of the workforce than non-protected employees. However, these employees often face barriers to advancement such as discrimination, lack of opportunities, and limited interactions with leaders. The document advocates that leaders use DQ to reflect on their interactions with all employees, embrace differences, and ensure equal and fair treatment. Implementing DQ can help organizations utilize all employee talents to increase productivity and achieve goals.
Ob full note preparation
This document discusses organizational behavior and diversity in organizations. It addresses key topics such as:
- What is organizational behavior and its importance in understanding individual and group dynamics within companies.
- The different types of diversity found in modern workplaces including dimensions like gender, race, age, disability status, and more.
- How effective diversity management can include activities like targeting diverse candidate pools, supporting expatriate employees, and avoiding discrimination.
- Stereotypes and discrimination can negatively impact workplace effectiveness, but increasing inclusion and understanding differences can benefit organizations.
Hrm assignment #5 presentation 23 jan 10
The document discusses diversity in the workplace and different paradigms for managing diversity. It outlines three paradigms: 1) the discrimination and fairness paradigm which focuses on assimilation, 2) the access and legitimacy paradigm which focuses on differentiation, and 3) the learning and effectiveness paradigm which focuses on integration. It argues the third paradigm is emerging as it recognizes how employees' perspectives can inform an organization's work. The document also notes challenges to diversity in Indian workplaces from differences in religion, language, caste, culture and more. It concludes that company leaders play a critical role in facilitating open discussion and ensuring diversity initiatives focus on learning over security.
Managing individuals and a diverse workforce Ed. M 606
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.
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Spe Bab9
Bab 8 membahaskan etika dan nilai-nilai murni di Malaysia serta aplikasinya dalam etika pengurusan, bisnis, dan lingkungan. Dokumen ini menjelaskan nilai-nilai utama Malaysia seperti kejujuran, kerjasama, dan kesederhanaan, serta nilai-nilai Barat dan Timur yang mempengaruhi masyarakat Malaysia. Dokumen ini juga membahas prinsip-prinsip pengurusan beretika seperti amanah, disiplin, dan produktiv
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Teori etika deontologi dan teleologi digunakan untuk menilai tingkah laku manusia. Teori deontologi fokus pada tindakan itu sendiri tanpa mempertimbangkan akibatnya, sementara teori teleologi melihat akibat tindakan. Kant menekankan kewajiban dan peraturan universal dalam teori deontologinya. Aristotle menyarankan keperibadian mulia sebagai jalan tengah antara ekstrem.
Spe Bab7
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Spe Bab6
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Peta Minda Spe
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Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
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Management Chapter05
- 2. Managing Diverse Employees In a Multicultural Environment McGraw-Hill/Irwin Contemporary Management, 5/e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. chapter five
- 6. Sources of Diversity in the Workplace 5- Figure 5.1
- 10. Major EEO Laws 5- Insert Table 5.1
- 23. Critical Managerial Roles 5- Insert Table 5.2
- 25. Weekly Salaries by Sex and Occupation 5- Insert table 5.3
Editor's Notes
- Diversity Dissimilarities/differences among people in age, gender, race, ethnicity, religion, sexual orientation, socioeconomic background, and capabilities/disabilities, and any other characteristic used to distinguish between people
- The correct answer is “C” - Socioeconomic background. See next slide
- The correct answer is “A” – perception. See next slide.
- There is no one best answer. Without a commitment to each step, managing diversity can be ineffective. Students should be prepared to discuss the consequences of removing any step. For example, what happens when management is not committed?
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