Bài giảng Managing Diversity - Chapter 5 Auditing and mapping equity and diversity

Chapter 5Auditing and mapping equity and diversityErica French and Lyn SimpsonCopyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity5-*Equity/diversity auditsAn audit is universally understood as an evaluation of an individual or system to identify effectiveness, value and/or appropriateness.Equity, diversity and/or cultural audits evaluate the current system or processes for accomplishment to identify overall development, policy implications and the need for change.Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity5-*Equal Opportunity for Women in the Workplace Agency Develops a workplace profileIdentifies and analyses issues specific to groups and workplace by consulting with employeesPrioritises issues to be addressed and takes appropriate actionReviews actions taken to identify the effectiveness of the programReports on outcomesReviews programCopyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity5-*Identified approaches to equity and diversity programs in Australia Traditional – equity and diversity ignored at an organisational level and identified as matters of individual choiceAnti-discrimination – removal of discriminatory practices and processes offering equal treatment based on human rights Equal opportunity – adoption of special measures designed to assist members of disadvantaged groups through the strategic identification and implementation of appropriate policies and strategies for sharing opportunities in the workplace equally Managing diversity – proactive activities that address potential sources of disadvantage for all workers, or the different needs of all workers, and that support culture change for inclusivity (French 2001)Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity5-*Effects of equity and diversity programs on status of women in organisations (French 2001)Traditional approach findings – 244 organisations (n=1961)There were no links to measures for change in the status of women in these organisations, and no changes to the numbers of women employed or in management or non-traditional work areas.Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity5-*Effects of equity and diversity programs on status of women in organisations (French 2001)Anti-discrimination approach findings – 699 organisations (n= 1961)Equal treatment policies are predictors of increased numbers of women moving into top-level management from middle management. However, these policies are not a predictor for women moving into lower levels of management. There were no changes in other predictors including the numbers of women in non-traditional work or full-time work.Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity5-*Effects of equity and diversity programs on status of women in organisations (French 2001)Equal opportunity approach findings – 618 organisations (n=1961)These programs were predictors of significantly higher numbers of women managers throughout the organisation, particularly women in entry-level management positions. The equal opportunity approach, of the four approaches, was the best predictor of increasing women managers across various tiers of management within organisations.Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity5-*Effects of equity and diversity programs on status of women in organisations (French 2001)Managing diversity programs findings – 401 organisations (n=1961)This approach was not a predictor of significant increases in the number of women employed in different levels and categories of jobs, including the full range of management levels. Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity5-*Research findingsThis research identifies that different intentions in managing equity and diversity support different strategic approaches and that different approaches lead to different outcomes.It is rare to find organisations that are implementing equity and diversity policies designed to bring about substantive cultural change or to encourage the potential for cultural exchange and intercultural competence.Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity5-*Intercultural competence Defining Intercultural competence:‘A dynamic, ongoing, interactive self reflective learning process that transforms attitudes, skills and knowledge for effective communication and interaction across cultures and contexts.’ (Freeman et al. 2009; Treleavan et al. 2007)Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity5-*Developing intercultural competenceBasic principles of knowledge, values and skills in cultural competence require progressive development through levels which include awareness, understanding and finally professional practice. This encourages individual and group autonomy. Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity5-*Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity5-*ApplicationsThe taxonomy provides an operational mechanism for reflecting upon and extending curricula aimed at developing intercultural competency in organisations.It encourages practitioners to identify and reflect upon learning activities and assessments currently in use and identify which domains and levels the activity addresses.Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity5-*