The document provides an overview of a course on Management of Diversity taught by Dr. Manishankar Chakraborty at Ibra College of Technology. It outlines the course structure, assessments, learning outcomes and topics that will be covered, including defining diversity, dimensions of diversity, diversity management principles, and recognizing cross-cultural communications. Assessment methods include quizzes, exams, presentations, and class participation. Key topics covered are the 4 layers of diversity, internal and external dimensions, importance of diversity, and barriers to cross-cultural communication.
A Framework For Evaluating Cross Cultural ManagementPeter Woods
The document presents a framework for evaluating the performance of cross-cultural managers. It outlines definitions, problems with existing models, and the study's aims and methodology. Semi-structured interviews and focus groups with expatriates and host country nationals identified key performance elements in personality, experience, attitudes, knowledge, and skills. Results showed open-mindedness, adaptability, respect for locals, cultural awareness, language skills, and experience interacting with locals as important. The implications discuss how personality, experience, attitudes, knowledge and skills impact performance and how the framework could be tested further.
Organizational Behavior (OB) is the study of how individuals and groups act within organizations and how their behaviors impact organizational effectiveness. The document discusses key OB concepts like culture, social systems, and challenges faced by modern organizations. It also provides a brief history of OB, highlighting important early studies and theories that helped establish the field. Finally, the document outlines some limitations of OB and how the discipline may evolve further in the future to address new business realities.
CROSS-CULTURAL MANAGEMENT PERFORMANCE ELEMENTS IN THE EXPATRIATE CONTEXT Peter Woods
This document outlines a framework for the key performance elements relevant to expatriate managers working cross-culturally. It defines performance elements and discusses three approaches from previous research. It identifies individual managerial performance as including task and contextual performance. The framework proposes six elements: personality, engagement/experience, attitudes, knowledge/awareness, skills/competencies, and other external factors. Bennett's model of intercultural sensitivity is provided as an example of assessing attitudes. The conclusion states that to adequately assess cross-cultural management performance, criteria should include aspects of personality, experience, attitudes, knowledge and skills.
This document provides an overview and syllabus for a Principles of Marketing course taught by Dr. Manishankar Chakraborty. The course introduces key marketing concepts like the marketing mix, customer satisfaction, and marketing environment. It will examine topics like marketing orientations, consumer behavior, and the steps in the buying decision process. Assessments include quizzes, exams, presentations, and class participation. The goal is for students to develop an understanding of fundamental marketing principles and their application to real-world business situations.
The document provides an overview of the JST course taught by Dr. Manishankar C. It discusses that the course takes a non-traditional approach to learning focused on practical application over rote memorization. It highlights key topics that will be covered like job search techniques, resume preparation, interviews, and soft skills. The assessments for the course are also outlined, which will evaluate students' understanding through activities like SWOT analysis, cover letter writing, resume preparation, videos, interviews and exams. The goal is for students to gain knowledge and skills that can be applied throughout their professional careers.
This document outlines the guidelines and process for senior projects at Ibra College of Technology. It discusses that senior projects take a practical approach with theoretical blending, require punctuality and regularity in tasks. Students must maintain regular contact with their supervisor, submit drafts and progress reports. The process involves orientation, theoretical revision, brainstorming a topic, creating a proposal, collecting and analyzing data, making inferences, and a final presentation. Assessment is based on aims and objectives, literature review, methodology, analysis, findings, referencing, schedule, and report.
This document outlines a course on Management of Diversity taught by Dr. Manishankar Chakraborty at Ibra College of Technology. It discusses the need for diversity management training, defines key concepts like the 4 layers of diversity, and outlines course assessments and activities. Practical activities included student exhibitions on diversity management and case studies analyzing diversity challenges and solutions at multinational companies like Microsoft. The document emphasizes developing an understanding of differences in a positive manner to effectively manage diversity in organizations.
A Framework For Evaluating Cross Cultural ManagementPeter Woods
The document presents a framework for evaluating the performance of cross-cultural managers. It outlines definitions, problems with existing models, and the study's aims and methodology. Semi-structured interviews and focus groups with expatriates and host country nationals identified key performance elements in personality, experience, attitudes, knowledge, and skills. Results showed open-mindedness, adaptability, respect for locals, cultural awareness, language skills, and experience interacting with locals as important. The implications discuss how personality, experience, attitudes, knowledge and skills impact performance and how the framework could be tested further.
Organizational Behavior (OB) is the study of how individuals and groups act within organizations and how their behaviors impact organizational effectiveness. The document discusses key OB concepts like culture, social systems, and challenges faced by modern organizations. It also provides a brief history of OB, highlighting important early studies and theories that helped establish the field. Finally, the document outlines some limitations of OB and how the discipline may evolve further in the future to address new business realities.
CROSS-CULTURAL MANAGEMENT PERFORMANCE ELEMENTS IN THE EXPATRIATE CONTEXT Peter Woods
This document outlines a framework for the key performance elements relevant to expatriate managers working cross-culturally. It defines performance elements and discusses three approaches from previous research. It identifies individual managerial performance as including task and contextual performance. The framework proposes six elements: personality, engagement/experience, attitudes, knowledge/awareness, skills/competencies, and other external factors. Bennett's model of intercultural sensitivity is provided as an example of assessing attitudes. The conclusion states that to adequately assess cross-cultural management performance, criteria should include aspects of personality, experience, attitudes, knowledge and skills.
This document provides an overview and syllabus for a Principles of Marketing course taught by Dr. Manishankar Chakraborty. The course introduces key marketing concepts like the marketing mix, customer satisfaction, and marketing environment. It will examine topics like marketing orientations, consumer behavior, and the steps in the buying decision process. Assessments include quizzes, exams, presentations, and class participation. The goal is for students to develop an understanding of fundamental marketing principles and their application to real-world business situations.
The document provides an overview of the JST course taught by Dr. Manishankar C. It discusses that the course takes a non-traditional approach to learning focused on practical application over rote memorization. It highlights key topics that will be covered like job search techniques, resume preparation, interviews, and soft skills. The assessments for the course are also outlined, which will evaluate students' understanding through activities like SWOT analysis, cover letter writing, resume preparation, videos, interviews and exams. The goal is for students to gain knowledge and skills that can be applied throughout their professional careers.
This document outlines the guidelines and process for senior projects at Ibra College of Technology. It discusses that senior projects take a practical approach with theoretical blending, require punctuality and regularity in tasks. Students must maintain regular contact with their supervisor, submit drafts and progress reports. The process involves orientation, theoretical revision, brainstorming a topic, creating a proposal, collecting and analyzing data, making inferences, and a final presentation. Assessment is based on aims and objectives, literature review, methodology, analysis, findings, referencing, schedule, and report.
This document outlines a course on Management of Diversity taught by Dr. Manishankar Chakraborty at Ibra College of Technology. It discusses the need for diversity management training, defines key concepts like the 4 layers of diversity, and outlines course assessments and activities. Practical activities included student exhibitions on diversity management and case studies analyzing diversity challenges and solutions at multinational companies like Microsoft. The document emphasizes developing an understanding of differences in a positive manner to effectively manage diversity in organizations.
The document is a letter from a father to his son about caring for him as he ages. It asks the son to be patient, listen without interrupting as the father may repeat stories, and not force him to eat or shower if he refuses. It also asks the son to help the father walk and end his journey with love and patience, as the father had done for the son when he was young.
China relies heavily on cheap labor which allows goods to be produced and sold very inexpensively. However, workers in China face long hours, low pay, and difficult conditions to achieve these low costs. While cheap labor has benefited companies and consumers, it comes at the expense of workers' well-being and quality of life in China.
This document proposes a Unique Citizen Card (UCC) system for India to address issues with multiple identity cards and lack of a unified identity database. The proposed UCC system would issue each citizen a UCC card and PIN number to access all their government information through a single unique database. This would ensure integrated data and allow citizens to access services like bills, taxes, voting, passport, and more using only their UCC card. The system would use smart card readers deployed across government departments and card-based identity verification.
This document discusses lasers, fiber optics, satellites, and their applications. It provides an introduction and history of lasers, including how the first laser was created in 1960. Applications of lasers described include uses in medicine, industry, communications, and the military. Fiber optics and their structure and advantages over metal cables are also outlined. The document then discusses what satellites are, different types of satellite orbits, Pakistan's satellite program, and advantages of satellite communication.
Self organization of nanostructured materialsNajiya Kpp
The document discusses self-organization of nanostructured materials. It begins with introducing self-organization as a spontaneous process where ordered structures can arise from local interactions between initially disordered components without external direction. It then describes different kinds of self-organization like micelle formation, lipid bilayers, and molecular beam epitaxy. Specific examples of self-organized nanostructures include ordered arrays of core-shell nanoparticles and nanostructures formed on interlayer surfaces of layered crystals. In conclusion, the document emphasizes that self-organization is an efficient method for constructing nanostructured materials and an area of significant research interest across many fields.
Nanotechnology has applications in electronics by enabling the creation of devices at the nanoscale. It allows building things atom by atom to create tiny machines called nanomachines. Working at the nanoscale allows controlling materials' properties and creating new functional materials. This leads to applications like carbon nanotube transistors that have higher electron mobility than silicon transistors. Carbon nanomaterials like nanotubes and graphene are also used to create highly sensitive nanosensors due to their large surface area and electrical properties.
This document outlines course content for a Management of Diversity course. It includes definitions of diversity and diversity management, models for understanding different dimensions of diversity, and principles of diversity management. It also discusses the importance of cross-cultural communication, barriers to cross-cultural communication, and strategies for improving communication effectiveness in diverse organizations. The course aims to help students understand diversity in the workplace and how to leverage diversity for organizational benefit.
1) The document discusses organizational behavior and management. It defines organizational behavior as studying how individuals, groups, and structure impact behavior in organizations.
2) It outlines management functions like planning, organizing, leading, and controlling. It also discusses skills managers need like technical, human, and conceptual skills.
3) Organizational behavior draws from multiple disciplines like psychology, sociology, and anthropology to better understand workplace behavior.
This document provides an introduction to organizational behavior. It defines OB as a field that studies how individuals, groups, and structure impact behavior in organizations. Key disciplines that contribute to OB include psychology, social psychology, sociology, and anthropology. The document outlines some challenges and opportunities for OB, such as responding to economic pressures, globalization, and managing workforce diversity. It also mentions developing an OB model and references a article about what great managers do.
This document provides an overview of Module 6 on leadership. It discusses key concepts like leading vs managing, theories of motivation, leadership styles, communication, managing change and diversity, and cultural differences between Filipino and foreign organizations. Specifically, it defines leading as inspiring people to achieve goals, outlines Maslow's hierarchy and other motivation theories, describes transactional and transformational leadership models, emphasizes the importance of communication, and notes values like social acceptance in Filipino culture.
Essay on diversity in the workplace - aiu(final)Donasian Mbonea
The world’s increasing globalization requires more interac¬tion among people from diverse backgrounds. People no longer live and work in an insular environment; they are now part of a worldwide economy competing within a global framework. For this reason, profit and non-profit organizations need to become more diversified to remain competitive. Maximizing and capitalizing on workplace diversity is an important issue for management (Betchoo, 2015)
Supervisors and managers need to recognize the ways in which the workplace is changing and evolving. Managing diversity is a significant organizational challenge, so mana¬gerial skills must adapt to accommodate a multicultural work environment. (Agarwala, 2010)
It is a known fact that diversity is gaining more importance nowadays than ever before given that the world better accommodates people with differences since it has transformed into a global village, a term that looked distant in the past but looks more apparent today than ever before. This calls for acceptance of differences which are, in essence, the elements of diversity. Traditionally, diversity could mainly focus on gender, age and ethnicity issues but there are new concepts like HIV/AIDS workers, dual – career couples, mobile workers that have become part of the workplace and have their role to play in the society (Betchoo, 2015).
Then comes the foreign employee. There are two trends that are identifiable. Firstly, people from the developing world moved in large numbers to rich countries that were their former colonists. Secondly, top executives are moving to developing nations to sell their managerial expertise. Foreign employees might also invoke the issue of cultural diversity and tolerance. Acceptance of diversity also covers the issue of race relations which are easy tough to manage despite struggles won in many parts of the world.
Workplace diversity exists when companies hire employees from various backgrounds and experiences. Many companies see workplace diversity as an investment toward building a better business. Although workplace diversity provides many benefits, it also poses many challenges to employees and managers. To reap the benefits of workplace diversity, employees and managers must understand the challenges and know how to effectively deal with them.
The essay explore the meaning of diversity as a concept, managing diversity, a model for diversity, HRM in workplace diversity, tools for managing diversity, benefits of diversity in the workplace, challenges of diversity in the workplace, strategies for managing diverse workforce, Literature review on managing workplace diversity as well as reviewing one case study on the topic.
Uday salunkhe managing work force diversityudaysalunkhe
This article talks about managing work force diversity within the organisation. It has been co- authored by Dr. Uday Salunkhe, Director of the prestigious Welingkar Institute of Management and Research.
The global context of human resource management- Shambhu PokharelShambhu Pokharel
This document discusses global human resource management (GHRM). It defines GHRM as managing an international organization's human resources globally to recruit, place, train, and develop employees at headquarters and subsidiaries to achieve organizational goals. There are three approaches to GHRM - ethnocentric, polycentric, and geocentric. The geocentric approach treats the world as a talent pool and recruits the most qualified candidates regardless of nationality. GHRM must manage challenges like cultural and legal differences between countries.
These PPT's are covering Syllabus of Business Communication. Inputs from expert and views are taken into consideration before preparing the slides for better understanding of power of Communication within and outside organization for executives. Business Communication is very essential for successful team player as well as leadership. Career Progression is also depends on effective Business Communication.
This document provides an overview of knowledge management. It discusses how knowledge management is a cross-disciplinary domain that involves managing an organization's knowledge through systematic sharing and creation of knowledge. The general knowledge model outlines the key processes of knowledge creation, retention, transfer, and utilization. Knowledge management techniques help organizations explicate tacit knowledge and share it to gain competitive advantages.
This document discusses managing employee diversity. It defines diversity and diversity management, including attempting to employ non-traditional employees by increasing diversity awareness and respect for differences. Reasons for diversity management include preventing legal issues, utilizing unique skills, and gaining creativity. Challenges include valuing diversity, individual vs. group fairness, resistance to change, and interpersonal conflicts. Ways to improve programs include top management commitment, training, support groups, and communication.
This document provides an overview of organizational behavior. It discusses the importance of interpersonal skills for managers and defines key concepts like management roles and functions. The document also examines the disciplines that contribute to organizational behavior like psychology and sociology. It outlines challenges of OB like globalization and managing diversity. Finally, it defines dependent and independent variables that are relevant to organizational behavior outcomes.
The document is a letter from a father to his son about caring for him as he ages. It asks the son to be patient, listen without interrupting as the father may repeat stories, and not force him to eat or shower if he refuses. It also asks the son to help the father walk and end his journey with love and patience, as the father had done for the son when he was young.
China relies heavily on cheap labor which allows goods to be produced and sold very inexpensively. However, workers in China face long hours, low pay, and difficult conditions to achieve these low costs. While cheap labor has benefited companies and consumers, it comes at the expense of workers' well-being and quality of life in China.
This document proposes a Unique Citizen Card (UCC) system for India to address issues with multiple identity cards and lack of a unified identity database. The proposed UCC system would issue each citizen a UCC card and PIN number to access all their government information through a single unique database. This would ensure integrated data and allow citizens to access services like bills, taxes, voting, passport, and more using only their UCC card. The system would use smart card readers deployed across government departments and card-based identity verification.
This document discusses lasers, fiber optics, satellites, and their applications. It provides an introduction and history of lasers, including how the first laser was created in 1960. Applications of lasers described include uses in medicine, industry, communications, and the military. Fiber optics and their structure and advantages over metal cables are also outlined. The document then discusses what satellites are, different types of satellite orbits, Pakistan's satellite program, and advantages of satellite communication.
Self organization of nanostructured materialsNajiya Kpp
The document discusses self-organization of nanostructured materials. It begins with introducing self-organization as a spontaneous process where ordered structures can arise from local interactions between initially disordered components without external direction. It then describes different kinds of self-organization like micelle formation, lipid bilayers, and molecular beam epitaxy. Specific examples of self-organized nanostructures include ordered arrays of core-shell nanoparticles and nanostructures formed on interlayer surfaces of layered crystals. In conclusion, the document emphasizes that self-organization is an efficient method for constructing nanostructured materials and an area of significant research interest across many fields.
Nanotechnology has applications in electronics by enabling the creation of devices at the nanoscale. It allows building things atom by atom to create tiny machines called nanomachines. Working at the nanoscale allows controlling materials' properties and creating new functional materials. This leads to applications like carbon nanotube transistors that have higher electron mobility than silicon transistors. Carbon nanomaterials like nanotubes and graphene are also used to create highly sensitive nanosensors due to their large surface area and electrical properties.
This document outlines course content for a Management of Diversity course. It includes definitions of diversity and diversity management, models for understanding different dimensions of diversity, and principles of diversity management. It also discusses the importance of cross-cultural communication, barriers to cross-cultural communication, and strategies for improving communication effectiveness in diverse organizations. The course aims to help students understand diversity in the workplace and how to leverage diversity for organizational benefit.
1) The document discusses organizational behavior and management. It defines organizational behavior as studying how individuals, groups, and structure impact behavior in organizations.
2) It outlines management functions like planning, organizing, leading, and controlling. It also discusses skills managers need like technical, human, and conceptual skills.
3) Organizational behavior draws from multiple disciplines like psychology, sociology, and anthropology to better understand workplace behavior.
This document provides an introduction to organizational behavior. It defines OB as a field that studies how individuals, groups, and structure impact behavior in organizations. Key disciplines that contribute to OB include psychology, social psychology, sociology, and anthropology. The document outlines some challenges and opportunities for OB, such as responding to economic pressures, globalization, and managing workforce diversity. It also mentions developing an OB model and references a article about what great managers do.
This document provides an overview of Module 6 on leadership. It discusses key concepts like leading vs managing, theories of motivation, leadership styles, communication, managing change and diversity, and cultural differences between Filipino and foreign organizations. Specifically, it defines leading as inspiring people to achieve goals, outlines Maslow's hierarchy and other motivation theories, describes transactional and transformational leadership models, emphasizes the importance of communication, and notes values like social acceptance in Filipino culture.
Essay on diversity in the workplace - aiu(final)Donasian Mbonea
The world’s increasing globalization requires more interac¬tion among people from diverse backgrounds. People no longer live and work in an insular environment; they are now part of a worldwide economy competing within a global framework. For this reason, profit and non-profit organizations need to become more diversified to remain competitive. Maximizing and capitalizing on workplace diversity is an important issue for management (Betchoo, 2015)
Supervisors and managers need to recognize the ways in which the workplace is changing and evolving. Managing diversity is a significant organizational challenge, so mana¬gerial skills must adapt to accommodate a multicultural work environment. (Agarwala, 2010)
It is a known fact that diversity is gaining more importance nowadays than ever before given that the world better accommodates people with differences since it has transformed into a global village, a term that looked distant in the past but looks more apparent today than ever before. This calls for acceptance of differences which are, in essence, the elements of diversity. Traditionally, diversity could mainly focus on gender, age and ethnicity issues but there are new concepts like HIV/AIDS workers, dual – career couples, mobile workers that have become part of the workplace and have their role to play in the society (Betchoo, 2015).
Then comes the foreign employee. There are two trends that are identifiable. Firstly, people from the developing world moved in large numbers to rich countries that were their former colonists. Secondly, top executives are moving to developing nations to sell their managerial expertise. Foreign employees might also invoke the issue of cultural diversity and tolerance. Acceptance of diversity also covers the issue of race relations which are easy tough to manage despite struggles won in many parts of the world.
Workplace diversity exists when companies hire employees from various backgrounds and experiences. Many companies see workplace diversity as an investment toward building a better business. Although workplace diversity provides many benefits, it also poses many challenges to employees and managers. To reap the benefits of workplace diversity, employees and managers must understand the challenges and know how to effectively deal with them.
The essay explore the meaning of diversity as a concept, managing diversity, a model for diversity, HRM in workplace diversity, tools for managing diversity, benefits of diversity in the workplace, challenges of diversity in the workplace, strategies for managing diverse workforce, Literature review on managing workplace diversity as well as reviewing one case study on the topic.
Uday salunkhe managing work force diversityudaysalunkhe
This article talks about managing work force diversity within the organisation. It has been co- authored by Dr. Uday Salunkhe, Director of the prestigious Welingkar Institute of Management and Research.
The global context of human resource management- Shambhu PokharelShambhu Pokharel
This document discusses global human resource management (GHRM). It defines GHRM as managing an international organization's human resources globally to recruit, place, train, and develop employees at headquarters and subsidiaries to achieve organizational goals. There are three approaches to GHRM - ethnocentric, polycentric, and geocentric. The geocentric approach treats the world as a talent pool and recruits the most qualified candidates regardless of nationality. GHRM must manage challenges like cultural and legal differences between countries.
These PPT's are covering Syllabus of Business Communication. Inputs from expert and views are taken into consideration before preparing the slides for better understanding of power of Communication within and outside organization for executives. Business Communication is very essential for successful team player as well as leadership. Career Progression is also depends on effective Business Communication.
This document provides an overview of knowledge management. It discusses how knowledge management is a cross-disciplinary domain that involves managing an organization's knowledge through systematic sharing and creation of knowledge. The general knowledge model outlines the key processes of knowledge creation, retention, transfer, and utilization. Knowledge management techniques help organizations explicate tacit knowledge and share it to gain competitive advantages.
This document discusses managing employee diversity. It defines diversity and diversity management, including attempting to employ non-traditional employees by increasing diversity awareness and respect for differences. Reasons for diversity management include preventing legal issues, utilizing unique skills, and gaining creativity. Challenges include valuing diversity, individual vs. group fairness, resistance to change, and interpersonal conflicts. Ways to improve programs include top management commitment, training, support groups, and communication.
This document provides an overview of organizational behavior. It discusses the importance of interpersonal skills for managers and defines key concepts like management roles and functions. The document also examines the disciplines that contribute to organizational behavior like psychology and sociology. It outlines challenges of OB like globalization and managing diversity. Finally, it defines dependent and independent variables that are relevant to organizational behavior outcomes.
The document discusses barriers to organizational improvement in the public sector, including knowledge management (KM). It provides definitions of explicit and tacit knowledge. It then discusses how KM has been applied across the Canadian public sector, with many departments and agencies trying KM but with limited long-term success due to factors like political drivers, mobility of managers, myths, costs, and lack of focus. Lessons learned from applying KM are also discussed.
This document provides an overview of organizational behavior. It discusses the importance of interpersonal skills for managers and defines key concepts like management roles and functions. The document also examines the disciplines that contribute to organizational behavior like psychology and sociology. It outlines challenges of OB like globalization and managing diversity. Finally, it defines dependent and independent variables that impact outcomes in organizational behavior.
This document provides an introduction to management and organizations. It defines key management terms like managers, levels of management, and functions of management. It describes what managers do, including planning, organizing, leading, and controlling work. It also discusses the changing nature of management and importance of customers, innovation, and ethics. Finally, it explains why studying management is valuable due to its universal need in organizations and the challenges and rewards of being a manager.
This document provides an introduction to management and organizations. It defines key management terms like managers, levels of management, and functions of management. It describes what managers do, including planning, organizing, leading, and controlling work. It also discusses the changing nature of management and importance of customers, innovation, and ethics. Finally, it explains why studying management is valuable due to its universal need in organizations and the challenges and rewards of being a manager.
This document provides an introduction to management and organizations. It defines key management terms like managers, levels of management, and functions of management. It describes what managers do, including planning, organizing, leading, and controlling work. It also discusses the changing nature of management and importance of customers, innovation, and ethics. Finally, it explains why studying management is valuable due to its universal need in organizations and the challenges and rewards of being a manager.
This document provides an introduction to management and organizations. It defines key management terms like managers, levels of management, and functions of management. It describes what managers do, including planning, organizing, leading, and controlling work. It also discusses the changing nature of management and importance of customers, innovation, and ethics. Finally, it explains why studying management is valuable due to its universal need in organizations and the challenges and rewards of being a manager.
This document provides an introduction to management and organizations. It defines key management terms like managers, levels of management, and functions of management. It describes what managers do, including planning, organizing, leading, and controlling work. It also discusses the changing nature of management and importance of customers, innovation, and ethics. Finally, it explains why studying management is valuable due to its universal need in organizations and the challenges and rewards of being a manager.
1. Management of Diversity
Advanced Diploma-HRM
Dr. Manishankar Chakraborty
Business Studies Department
Ibra College of Technology
2. Observe and Understand Diversity
http://www.youtube.com/watch?v=CYV
HttiXyiA
http://www.youtube.com/watch?feature
=endscreen&v=nBRgU_tDMuc&NR=1
http://www.youtube.com/watch?v=hNe
R4bBUj68
Introducing Diversity
Management of Diversity, ICT,
Dr. Manishankar Chakraborty
3. Need for the course
How it can assist you in your career
How this course is related to other courses
How this course is different from other courses
Approach required to understand this course
Mark oriented approach to knowledge centric approach
How the practical activities in this course is different from others
How the practical activities contribute towards learning
Importance of continuous learning
Handling wrong perceptions/myths about the subject
Career Opportunities
Course overview
Management of Diversity, ICT,
Dr. Manishankar Chakraborty
4. Background Information
Liberalization, Globalization, Privatization
Mobility of workforce
Women workforce
Old employees
Differences in employee profile
MNC’s like Pepsiso, Microsoft, Coke, Toyota, Nissan, Walmart, Tata, Carrefour cases in
point
Workplace discrimination
Outcome- 1
Define the meaning of Management of
Diversity
Management of Diversity, ICT,
Dr. Manishankar Chakraborty
5. Objective type surprise quiz-I=5 Marks
Library based handwritten activity within deadline(questions/situations/case-
lets/secondary literature review on assigned topics)= 5 Marks
Midterm exam= 20 Marks
Objective type surprise quiz-II=5 Marks
Presentation on a topic within the deadline= 5 Marks
Report submission on the topic of presentation within the deadline= 5 Marks
Attendance= 3 Marks (Deduction of 1 Mark for 1st warning, 2 Marks for 2nd warning and 3
Marks for 3rd warning)
Class participation= 2 Marks (To be done on the basis of the complete semester
observation)
Final Exam= 50 Marks
TOTAL = 100 Marks
Thumb rules to succeed
Punctuality, Interaction with teacher and peers , Daily scheduling, Daily
Revision, Additional reading and writing.
Assessments
Management of Diversity, ICT,
Dr. Manishankar Chakraborty
6. Definition
The shared set of values and beliefs leading to common behaviour.
An integrated system of learned behaviour pattern that are characteristics of the
members among given societies.
E.g. Staff of different nationalities in Ibra College have shared set of values and
beliefs and have some common behavior as well.
Diversity : Dimensions
Descriptive model of 4 Layers of diversity by Gardenswartz and Rowe by attributing
diversity factors like-
Internal Dimensions, Personality, Organizational Dimensions, External Dimensions
Personality is part of the inner circle, a dimension which constitutes the core of
this model and covers all aspects of a person.
Outcome 1
Management of Diversity, ICT,
Dr. Manishankar Chakraborty
7. 4 Layers
Outcome-1
Management of Diversity, ICT,
Dr. Manishankar Chakraborty
8. Internal Dimension (2nd Circle)
They are also known as core dimensions, which cannot be easily changed by individuals
and therefore considered by relevant equal treatment acts.
It consists of the following-
Gender
Nationality and Ethnicity
Social Class Background
Age
Mental and Physical Capacity
Religion/Worldview
Outcome 1
Management of Diversity,
Dr. Manishankar Chakraborty
9. External Dimension (3rd Circle)
They are known for their variableness (can change sometimes).
Religion/worldview are exceptions in that list.
Religion/worldview are part of internal dimensions because of two reasons-
(1) They cannot be chosen freely
(2) Discrimination due to these are not allowed (forbidden)
Factors of external dimensions are as follows-
Geographic Location
Income
Personal Habits
Recreational Habits
Religion/Worldview
Education
Work Experience
Appearance
Parental Status
Marital Status
Outcome-1
Management of Diversity, ICT,
Dr. Manishankar Chakraborty
10. Organizational Background (Outer Circle)
They are defined by corporate or institutional attachment (affiliation).
The dimension are follows-
Functional Level Classification
Work Content and Field of Work
Research Interests/Field of Study
Faculty Center Department/Branch of Study/Services and Facilities
Work Location/Study Location
Type of Employment
Duration of Employment/Duration of Study
Outcome 1
Management of Diversity, ICT,
Dr. Manishankar Chakraborty
11. Characteristics of Diversity
The characteristics of diversity are as follows-
(1) It is learned and transmitted (passed)from one generation to another
(2)It can be passed from parent to children, by social organizations, special interest
groups, governments, mosques, temples, churches etc.
(3)It is multidimensional, consisting of a number of common elements that are
interdependent.
Importance of Diversity
R. Roosevelt Thomas in his book Beyond Race and Gender defined Managing Diversity as a
comprehensive managerial process for developing an environment that works for all
employees.
Diversity management therefore can be described on the following basis-
(1) Mindset of an organization
(2) Climate of an organization
(3) Differences in workplace due to different race, workplace styles, disabilities and other
differences.
Outcome 1
Management of Diversity, ICT,
Dr. Manishankar Chakraborty
12. Short Note on Diversity Management
Different words like diversity, productive diversity, workplace diversity are used to explain
diversity management, however they have some grounds like-
(1) They accept the reality that people differ in many ways.
(2) They identify consequences at the workplace, society that may arise due to diversity
(3) They suggest strategies to ensure that these issues are addressed in the interest of
the society or workplace.
Diversity management is a tool to capture diversity dividend.
Diversity focusses on-
(1) Managing the difference within a company’s workforce
(2) The difference is managed by capitalizing the benefits and reducing workplace related
challenges caused due to diversity.
Outcome-1
Management of Diversity, ICT,
Dr. Manishankar Chakraborty
13. Short Note on Diversity Management
Diversity management contributes bottom-line and development of the organization in the
following ways-
(1) Improves the efficiency of HRM functions
(2) Fostering superior decision making, problem solving, creativity & innovation, key
factors in the creation of knowledge based companies
(3) Develops cross-cultural capabilities that helps in operations in culturally complex
environments at home and abroad.
(4)Implement new product/service developments and new sales/marketing strategies for
different customer bases.
Outcome-1
Management of Diversity, ICT,
Dr. Manishankar Chakraborty
14. What is diversity management?
It refers to differences between individuals.
Differences are visible and invisible.
Differences are gender, age, skills, tenure, learning styles etc.
The differences can have positive impact on the workplace by making optimal use of the
capacities and abilities both qualitatively and quantitatively.
It is a total managerial process for making a suitable environment for all.
It encourages managers to enable, empower and influence employees to reach their true
potential.
It helps in the organizational systems, policies and practices benefit all and not a few.
It helps in serving customers and clients better.
It targets people interested in integrating diverse work groups.
It helps in developing proactive approaches.
It promotes creativity, innovation, competitive advantage by reducing discrimination.
Outcome-1
Management of Diversity, ICT,
Dr. Manishankar Chakraborty
15. Diversity Management Principles
Diversity due to immigration, mobility between region and states, marginalized groups in workplace,
like women, disabled and old workers is a challenge.
Heterogeneity in the workplace is on the rise.
Policies for diverse workforce should be supported by tools that helps to gain benefits and reduce
pitfalls due to diversity.
The principles are as follows-
(1) Proactive approach- It enables to identify and realize the potential of diverse knowledge, skills and
background of the workforce helping to achieve obligations of social justice.
(2) Common and Integrated Approach- Policies relating to gender, people with disabilities, equality,
CSR should be relevant to managing workplace diversity. It can be done by adopting a common and
integrated approach to deal with a diverse workforce.
(3) Inclusion and Equity- It recognizes that employees from diverse backgrounds are entitled to equal
rights and that organization as part of the society have the responsibility to support social justice for
all.
(4) Business Case- It ensures effectiveness of the diversity management policies by meeting
commitments of social justice and CSR.
Outcome 1
Management of Diversity, ICT,
Dr. Manishankar Chakraborty
16. Workplace diversity
It encourages managers to enable, empower, influence employees to reach their potential.
Two distinct but connected channels leading to superior company performance are-
(1) Tapping into the benefits that flow from effective diversity management
(2) Focusing on corrective strategies to solve ineffective diversity management that
imposes cost.
It helps in improved individual and organizational performance
Powerful impact on problem solving, decision making, innovation and creativity
It would assist in producing diversity dividend by using diverse unique skills, perspectives
and knowledge of the workforce.
Diversity best practices
Organizations having diversity best practices value people, cultivate environment where
cultural awareness, sensitivity, fairness and integrity prosper.
The practices include-
(1) Integrated process that is ongoing and has measurable strategy
(2) Efforts are primarily decentralized with a central governing body outlining requirements
of plans with individual agencies.
Outcome-1
Management of Diversity, ICT,
Dr. Manishankar Chakraborty
17. Case- Study
Situation for Analysis
Review Questions
(1) What is diversity?
(2) Do you think diversity is an advantage or it is a disadvantage for an organization?
Explain with reasons.
(3)What is diversity quotient? How does it help in the management of diversity.
(3) Microsoft is a global company having diverse stakeholders globally. Identify the
challenges they might be facing internally and externally due to diversity and suggest
solutions to manage the same.
(4)Why is it important to understand differences in a positive manner so as to manage
diversity?
Links for additional reading
http://www.univie.ac.at/diversity/management.html
http://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/chapter-12-managing-diversity-in-the-
workplace/
http://www.wisegeek.com/what-is-diversity-management.htm
Knowledge Reinforcement
Management of Diversity, ICT,
Dr. Manishankar Chakraborty
18. What is culture?
It is concerned with beliefs and values on the basis of which people interpret experiences
and behave individually and in groups.
OR
It refers to a group or community with which he/she shares common experiences that
shape the way a person understands the world.
One person can belong to several different cultures depending on his or her birthplace,
nationality, ethnicity, family status, gender, age, language, education, physical condition,
religion, profession, place of work and corporate culture.
It is the lens through which one views the world and therefore important to what one see,
how one make sense of what he sees, and how he expresses.
Outcome-2
Recognize the cross-cultural communications and how to use this type of
communication
Management of Diversity, ICT,
Dr. Manishankar Chakraborty
19. Four Cultural Dimensions
Culture, both national and organizational differ along many dimensions.
Four most important parameters are-
Directness (getting to the point Vs. implying the message)
Hierarchy (Follow orders Vs. Engaging in Debate)
Consensus (Dissent is accepted Vs. unanimity is needed)
Individualism (Individual winners Vs. Team effectiveness)
These are life-line for the organization as effective communication helps in effective
human resource utilization to achieve organizational goals and objectives.
Outcome-2
Management of Diversity, ICT,
Dr. Manishankar Chakraborty
20. Cultural dimensions depends on certain factors which play a very important role in shaping
the culture of the organization.
The factors are dynamic as their variables changes from time to time.
The factors are listed below-
(1) Sharing of ideas and facts- Higher-ups to share the right ideas and facts so that they are
disseminated properly all around the organization.
It helps in the development of right work culture, motivating employees to achieve goals.
(2) Motivating people- Motivation is important as people have different culture, language,
habit and making the organization a diverse one.
Continuous motivation of employees should form the culture.
(3) Transmission of decisions- Decisions should be passed from level to another across
functions that helps employees clear demarcation of their roles and responsibilities.
This assists in mixing individual goal with the organizational goal.
(4) Persuasive action- Employees are convinced (persuaded) to contribute in line with the
diversity and cross-cultural issues of the organization.
Outcome-2
Management of Diversity, ICT,
Dr. Manishankar Chakraborty
21. (5) Counseling action- It is important to help employees to understand the details
(nuances) at the workplace.
It helps in guiding junior employees by seniors thereby resolve all problems.
(6) Meaningful interaction- It is an important tool as it allows employees participate in
discussion which allows everyone to contribute towards the organizational culture.
Definition of cross cultural communication- It implies interaction with persons of varied
cultural, ethnic, racial, gender, religious, age and class backgrounds.
It is the process of exchanging, negotiating and mediating in one’s cultural differences
through language, non-verbal gestures and space relationships.
It is a process by which people express their openness to intercultural experiences.
Advantages of effective communication-
(1) Ties people together and also help in making an effective organizational structure.
(2) Helps in bridging people across organization.
(3) Facilitates in understanding and acceptance of ideas and actions.
(4) Builds rapport amongst staff across levels and functions.
(5) Creates better leadership, allowing people to motivate and perform towards
organizational objective.
Develops harmony within the length and breadth of the organization.
Outcome-2
Management of Diversity, ICT,
Dr. Manishankar Chakraborty
22. Background to cross-cultural communication
Cross cultural interaction increased with the growth of globalization and international tourism.
This led to increased desire and need for knowledge regarding cross-cultural communication
across levels.
Cross-cultural communication and cultural training is therefore important.
Communication barriers-
Barriers are man-made or natural ones. Some of them are listed below-
(1) Language barrier- Knowledge of the home country’s language is important for personnel in
foreign assignments.
Absence creates hurdles while interacting with peers, superiors and subordinates.
Affects personal and professional life.
(2) Poor writing- Writing if misunderstood results in conflict, breaking personal and professional
relationships.
(3) Cultural barriers- It happens due difference in culture.
Something good in one culture may be bad in other and vice-versa.
Important to break cultural barriers by studying existing culture and their good/bad.
Outcome-2
Management of Diversity, ICT,
Dr. Manishankar Chakraborty
23. (4) Perceptual barrier- Developed due to change in perception.
E.g. Working late may be perceived positively by some and negatively by others.
Increasing communication effectiveness-
Communication effectiveness should be developed in diverse organization to avoid a chaotic
environment leading to loss of productivity of the organization.
It is important to know the rules involved while communicating with native and non-native
speakers.
Rules while communicating with Non-Native speakers-
Use of common words which is easy to understand.
Following basic rules of grammar.
Avoiding slangs.
Paraphrasing for easy understanding.
Non-verbal communications too play and important role. So, the following should be understood-
Kinesics- Communication through body movements and facial expression
Proxemics- Using physical space to convey message
Chronemics- The way in which time is used in culture (monochromatic or polychromatic)
Chromatics- Using color to communicate messages.
Outcome-2
Management of Diversity, ICT,
Dr. Manishankar Chakraborty
24. Communication effectiveness can be improved by developing a feedback mechanism,
imparting language training, cultural training, flexibility and cooperation amongst people
working within and outside the organization.
Other general measures are as follows-
(1) Improved feedback system- Feedback to know whether message has been delivered
and understood in the right context.
(2) Language Training- Language training to expatriate workers in the local language.
(3) Cultural Training- Cultural training to explain Do’s and Don'ts of different culture.
(4) Flexibility and Cooperation- A culture should be developed where processes and
approaches are flexible with changing times.
Cooperation between employees and management should be present
Outcome-2
Management of Diversity, ICT,
Dr. Manishankar Chakraborty
25. Case- Study
Situation for Analysis
Review Questions
(1) What is cross-cultural communication?
(2) Explain the importance of cross-cultural communication in Ibra College of Technology.
(3)What are the possible perceptual barrier an expatriate employee may face in Oman?
(3) Microsoft is a global company having diverse stakeholders globally. How can culture
training help the organization?
(4)How can you reduce communication barrier in a diversified organization?
Links for additional reading
http://en.wikipedia.org/wiki/Cross-cultural_communication
http://www.colorado.edu/conflict/peace/treatment/xcolcomm.htm
http://www.mindtools.com/CommSkll/Cross-Cultural-communication.htm
Knowledge reinforcement
Management of Diversity, ICT,
Dr. Manishankar Chakraborty