Plays up differences between people; defining trait
Use diversity to get a leg up within their industry, felt certain groups feel exploited
Removes people from the corporate ladder to a niche market that is directly related to the
diversifying characteristics
Better for the customer perspective...
Plays up differences between people; defining trait
Use diversity to get a leg up within their industry, felt certain groups feel exploited
Removes people from the corporate ladder to a niche market that is directly related to the
diversifying characteristics
Better for the customer perspective not for employees
Access Capital Example: - ✔✔Branches all over the world
Filled jobs with people from those areas
Made a segregated business under an umbrella corporation name
Problem was that if people from their market left they would be lost with the lack of communication
Learning and Effectiveness Paradigm - ✔✔1990's late to the present
Each person offers their own perspective that can be utilized
Makes up for the weakness of the other two paradigms
Lets people bring their perspective to the work place
,Focused on differentiation where the other two are intigration focused
Egalitarian (flat) corporate structure
First Interstate Bank - ✔✔Had programs for the lower education people to move up the ranks
Couldn't become a loan officer if you don't have a college degree
Most college people have a higher advantaged socioeconomic, excluded some qualified people
Leaders action are making a mental connection, legitimating open discussion, actively working
against dominance and subordination, and making sure organizational trust trust stays the same
IBM Example - ✔✔Gertzner got to IBM they were using the discrimination and fairness paradigm
By 2001 IBM was at access and legitimacy there was the beginning to learning and development
Created task forces to tie in the companies diversity
IBM Taskforces - ✔✔8 in total focused on various minority groups
People on the task forces were senior management
Each task force got an Executive Sponsor from top IBM executives
Vital View - ✔✔The most significant things IBM could take action on after the study
There was a lot of overlap between groups like development, promotion, and recruitment
, Success of the Resource Groups - ✔✔The disability groups helped create products for
growing disability products
Women's task force helped create women's excite camps for technology development
Pillars of Change - ✔✔Demonstrate leadership support
Engage employee's as partners (getting their buy in)
Integrate diversity with management practices
Linking diversity to business goals
Inclusive Workplace - ✔✔Relates to the organization's internal relations with its own employees
and reflects the "micro" system level that of individuals and groups within the organization
Comprehensive approach to diversity
Exclusionary Workplace - ✔✔The perception that all workers need to conform to
preestablished organizational values and norms
Cultural Audit - ✔✔Performed by outside consultants or surveys and focus groups
Diversity and inclusion initiatives cover five principal ares - ✔✔Management leadership
Education and training
Performance and accountability
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