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Diversity

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Elisa Falletta

on 14 November 2016

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Transcript of Diversity

What we are going to talk about...

1)
What
is
diversity
?
Three paradigms to define it
2) How do
companies manage
diversity?
An example: the IBM case
3) What do
business leaders
need to understand
about diversity?
4) Diversity and
leadership
Gender
diversity and leadership
5) A focus on
Italy
6)
Why
is diversity management
important
?
What is diversity?
It is a
multifaceted reality
,
with important competitive and ethical implications (McMahon, 2010)

It is necessary to use a multidimensional approach to define it:
Demographic diversity
Human capital diversity

"The
mosaic of people
who bring a variety of backgrounds, styles, perspectives, values and beliefs as assets to the group and organizations with which they interact” (Rasmussen, 1996)

Diversity is:

about
demographics

about
behavior

about
values

a
long term
process
3 paradigms
the
assimilation paradigm
: “
we are all the same

the
differentiation paradigm:

we celebrate differences



the
integration paradigm

It transcends assimilation and differentiation, promoting equal opportunity and valuing cultural differences.
“we are all on the same team, with our differences, not despite them!”
What do business leaders need to know about diversity?
"Diversity becomes a lens for looking at, identifying, developing, and advancing talent"
David Thomas

Harvard Business School
"Diversity initiatives can have important and interesting social justice benefits, but the real reason you want to pursue diversity programs is for innovation.
You want diversity of thought. "
Richard Boyatzis

Weatherhead School of Management, Case Western Reserve University
"When diversity and inclusion are minimized
(or altogether absent),
you incur into «group-think»"
Mahan Tavakoli
regional vice president and chief diversity officer for Dale Carnegie Training
In 1995, the CEO Lou Gerstner
launched a
diversity task-force initiative
Expand the
talent pool
for reaching a broader range of customers
sign an important
philosophical shift
amplify differences

and
seize the business opportunities
they present
Each task force comprised 15 to 20 senior managers, cutting across the company’s business units:

men
and
women
people from
ethnic minorities
people with different
sexual orientation
people with
disabilities
SCEPTICISM
RELUCTANCE
Despite this,
the task-forces
began to work for
the main purpose:
making IBM a
more inclusive
environment
What were the results?
importance of development and promotion,
the need to focus on recruiting a
diverse pool of employees
but also more specific issues such as the access to buildings and technology for people with disabilities
request for the creation of
diversity groups beyond those at the executive level,
in order to involve employees in the effort too
How can we explain IBM's success?
a was the strong support from company leaders
key factor
We are here
The state of things in Italy
Quantitative data
Qualitative data
Some exceptions

Female manpower is fundamental for our typology
of production, that is fashion

(Medium-sized enterprise - Textile and Fashion).
First enterprise for
LGBT Diversity Index 2015
(Parks) thanks to several initiative specifically developed to favor LGBT people's inclusion in the workplace:
extension of
benefits
to all kind of couples
workshops
on the theme
a
blog
on diversity
internships
for people discriminated for their sexual orientation (Naples)
"
TIM Factory
" (Rome)
"Employees play a fundamental role inside our company, therefore to take care of their relationships and of their diversity is surely a relevant thing".
(Medium-sized enterprise - Building).
Companies
adopting
diversity management practices
Companies
not interested
in adopting diversity management practices
Companies
considering to introduce
diversity management practices
Source: Basaglia et al. (2014)
21%
51%
28%
What kind of practices?
practices to guarantee
fairness
in
selection
and
career
processes
Transactional

Transformational
BUREAUCRATIC AUTHORITY
TASK ASSIGNMENT
WORK STANDARDS
EMPLOYEE COMPLIANCE
REWARDS AND PUNISHMENTS
MOTIVATE FOLLOWERS
HIGH IDEALS AND MORAL VALUES
VISION OF THE FIRM and INSPIRE
FOLLOWERS TO CARRY IT OUT
PROTECTION OF SOCIAL WELFARE
FAIR TREATMENT

What kind of leadership style may facilitate the implementation of diversity practices?
Women in high places
GLASS CLIFF EFFECT

Emerges when women are in contexts that value female leadership
only in time of crisis.
These women tend to identify with their gender group
and emphasize social-emotional abilities.

They risk to neglect other leadership styles and
do not improve their career.


women
and
age
management
Better
financial performances
Innovation advantage
It is a
moral imperative
- fairness and equal opportunities
It strengthens the link between a company and the
social context
where it works
Managers' response can be different
Unsuccessful practices:
Negative incentives
Hiring tests
Complaint procedures

Engagement
Social accountability
Direct contact

Principles for effective diversity programs
Some CEO from around the globe approached inclusivity as a personal mission:
Brazilian-Lebanese-French Chairman and CEO of
France-based Renault,
Japan-based Nissan,
Mitsubishi Motors.
Current president and chief executive officer of MasterCard
Ajay Singh Banga
Carlos Ghosn
REACTIVE RESPONSE
PROACTIVE RESPONSE
Source: Manuti & Mininni, 2015
Assimilation paradigm
:

How do companies manage diversity?
The story of
Don't discriminate this person!
I promote him as director!
learning perspective
sees as dual aspects of workforce diversity
seeks from diversity
views diversity as having
similarities and differences
Multiple objectives
long-term ramifications
QUEEN BEE EFFECT:

Emerges when women work in a context that devalues female leadership.
These women in order to escape from gendered stereotypes:

Distance themselves from their gender group
Try to emphasize the typical behavior of male leadership

This behavior has a negative effect because these women don't realize sexist practices.



BASTILLE DAY
14th July
The
University of Bocconi in Milan
created a project, in order to promote an alternative and more balanced leadership model

This program offers some tools in order to help women develop:
SELF-AWARENESS AND POTENTIAL
RELATIONAL SKILLS WITH: boss, colleagues and stakeholders
COMPREHENSION OF ORGANIZATIONAL DYNAMICS
MANAGEMENT OF SENSITIVITY
SELF-BRANDING
Full transcript