manage workplace diversity session 1 diversity a valuable asset
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Manage workplace Diversity
Session 1
Diversity a valuable asset
Unit objective To develop skills and knowledge
required to provide effective leadership in a diverse workplace with customers and employees from a wide range of backgrounds.
Recommended Reading
K. Cole, 2005,Management theory & practice, Chapter 18
Define diversity
The many and varied ways in which we are different from one another.
Obvious diversity & vague variations
Cultures & sub cultures
ACTIVITY:How diverse is your workplace?
1 Colleagues name
2 Age
3 Gender
4 Cultural background
5 Religion
6 Family/relationship
7 One word to describe this person
8 How often do you communicate?
Expose and open your
ValuesBeliefsAssumptions
A snapshot Renaissance Sydney
Hotel1996Australia Cook Islands Bosnia Croatia Ireland
Germany Poland Serbia Vietnam a Sri Lanka Czech rep. Slovakia Turkey Bangladesh India Nepal Hong Kong Indonesia Japan Korea Malaysia Cambodia South Africa New Caledonia New Zealand Nuie Lebanon England Argentina Brazil Chile Columbia Mautirius Armenia El Salvador Peru Thailand Singapore Egypt Jordan Iraq Uruguay Canada Philippines Samoa Tonga
What is a group?
A group is a number of individuals who join
together.
What is a team?
Mutual influence
“A group is two or more persons who are interacting with one another in such a manner that each person influences and is influenced by each other person”
Shaw, 1976
Pseudo team Members who have been assigned to
work together and have no interest in doing so
Ineffective Team (a group) Assigned to work together and accept they have to
do so Members believe they will be evaluated and
rewarded on individual merits Work is structured so that joint work is very little Members interact to clarify how the work is done Seek information from each other but not motivated
to work together Some members rely on hard workers to cover for
them Conscientious workers feel exploited and do less
Building an effective team
Work together efficiently Reach enterprise goals Able to communicate effectively Understand others beliefs and values Able to solve problems Minimal supervision
Effective team Members commit to the
common purpose Members assigned to
work together and are happy to do so
Believe success depends on effort of all members
Clear operational goals two-way
communication distributed leadership
Decision making procedure
Able to challenge each others beliefs
Ability to resolve conflicts
All accountable for the work
Promote each others successes
Determine how effectively they worked together
High performance team Meets all of the aspects of the effective team
“Not only did we trust each other, not only did we respect each other, but we gave a damn about the rest of the people on this team. If we saw somebody vulnerable, we were there to help”
Katzenbach & Smith, 1993
Development, from a group to a team
1 Defining2 Conforming3 Recognising4 Rebelling and differentiating5 Commitment6 Functioning7 Terminating
Defining and structuring procedures
Members concerned with what is expected of them
Members concerned with goals Members want to know if they will
be accepted Members expect supervisor to
explain functions Members want to re-assured
Conforming to procedures and getting acquainted
Members follow prescribed procedures Become acquainted with one and
another Become familiar with procedures Learn strengths and weaknesses of
each other Depend on supervisor for direction and
clarification
Recognising mutuality and building trust
Members recognise interdependence and building trust
Sense of mutuality develops a sink of swim approach
Members take responsibility for each others performance
Trust is built through disclosing one’s thoughts, ideas, conclusions and feelings
Members respond with acceptance, support, reciprocation of disclosure
Rebelling and differentiating
Rebelling against supervisor and procedures
Differentiating themselves from each other through disagreements and conflicts
Challenges authority Some members become passive allowing
active members to do most of the work Some members become counter-
dependent working against the group
Committing to the group’s goals and procedures
Dependence moves form supervisor to group members
Becomes a members group. The word ‘ours’ is used
Motivation and commitment to procedures and accept responsibilities
Group members become concerned with each others welfare
Rely on trust and support of each other
Functioning maturely and productivity
Group identity emerges from maturity, autonomy and productivity
Members work together to achieve goals Deal with conflict in a productive manner Maintain relationships All the criteria for an ‘effective group’ are
met MANY GROUPS NEVER REACH THIS STAGE
Terminating
Group eventually endsMembers go their separate waysThe stronger the group the more emotional the departureMove on to new experiences
Share appropriate financial information with
colleagues in a timely manner
The Manager cannot do it all on his own no matter how committed he may be.
He must have the ability to communicate and consult with his department managers and to motivate each of them to take ownership of the activities of their department.
In order to succeed management should participate in problem solving whilst encouraging their staff to organise their resources to achieve the desired results.
In short, team building is a key to successteam building is a key to success and the use of interpersonal and negotiating skills is the main ingredient for developing an effective team
Team work For the team to be effective there must be:For the team to be effective there must be: Open discussionOpen discussion on all aspects of the business. Current financial reportsCurrent financial reports discussed during regular
management meetings. Problem solvingProblem solving sessions were necessary to arrive
at a suggested participative management solution. Implement corrective actionImplement corrective action as soon as possible. ReviewReview the situation to see if the solution was
effective. InformInform the team of positive results as well as the
negative ones. AcknowledgeAcknowledge individual achievements were
appropriate
Alternative view – The Elite You can’t create visionary ideas by You can’t create visionary ideas by
consensusconsensus
““The aim is to find the individualist The aim is to find the individualist with a sense of self-discipline rather with a sense of self-discipline rather than the man who is a good member than the man who is a good member of a team”of a team” SAS Spokesman
Sunday Times 30/3/03 p 41
Alternative view (2)
Everybody dies when 2 people are in Everybody dies when 2 people are in chargecharge (Air Force saying)
I don’t believe in consensus – I consult I don’t believe in consensus – I consult widely, listen to everyone, then the guy at widely, listen to everyone, then the guy at the top makes a decision and everyone the top makes a decision and everyone gets on boardgets on board. (Fortune 500 CEO)
Case study Form small diverse groups of 3-4 people,
build a team that reflects the diversity of the larger class group. Plan your approach to the Case Study due Friday 5/12.
Develop an ideal team for the organisation in the project
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