Bài giảng Managing Diversity - Chapter 11 Managing cultural diversity

Chapter 11Managing cultural diversityLucy Taksa and Dimitria GroutisCopyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity11-*Intercultural approaches Assimilation – one culture dominant over all othersMulti-culturalism – no culture inferior to dominant cultureCopyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity11-*MulticulturalismMulticulturalism:gave ethnic communities the right to retain and cultivate their different culturesdid not go beyond the realm of communication and cultural dissonancedid not address discrimination on the grounds of difference.Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity11-*LegislationAnti-discrimination is designed to provide equal access for individuals and to address growing incidences of ethnic stereotyping and sexism.Equal employment opportunity encourages strategies to provide equal access to and equal opportunities for employment, and to recognise, manage and maximise benefits of diversity and improve the absorption of migrants.Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity11-*EEO and MDEEO and MD share critical ideals. They both:decry discrimination and extol virtues of inclusivenessrely on individual solution of systemic problems have similar focus on policy development, law and changes to regulatory practiceassume valuing cultural difference enhances the management of such differenceBoth strategies share a homogenising orientation failing to appreciate not all cultural groups respond in the same ways to strategies designed to encourage inclusivity.Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity11-*Social capitalSocial capital:focuses attention on networksidentifies ways in which cultural differences, language and communication skills, and group norms intersect in practiceis an avenue for teasing out interconnections between the above phenomena and their influence on EEO and MD initiatives.Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity11-*Diversity in the railway industryDespite 20 years of EEO, sexism and racism is widespread.Reasons:Concern about deficient English-language skillsDiverse range of migrant workersIncreased occupational health and safety concernsCopyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity11-*Building equity at the railwaysCultural awareness training (paid attendance)English classesAccess to community support programsResistance to all initiativesGroup sanctions for those few attendeesExplained by social capital concept – evidence of preference for informal networks based on individual tiesCopyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity11-*Implications for MDWhile training remains the preferred approach for preventing sexual harassment, for preventing discrimination and promoting appreciation of diversity a shift in attention to structural issues is also requiredRequires diagnostic investigation of workplace cultureConsult with employees from different cultural backgroundsDevise new structures of collaboration that reallocate organisational authority and ‘crack’ old informal power basesCopyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity11-*