BUSN 304: Working with Diversity and Conflict
An Introduction – Workshop 1 Rita D’Arcy 28 February 2018 1 | Office | Faculty | Department Law and Business Workshop Details 2 hours over a 12 week period (Tilda – Weeks 11 & 12) Tuesdays 6-8pm You should anticipate undertaking 150 hours of study for this unit, including class attendance, readings and assignment preparation. Face to Face Consultation Times: Tuesday 5.150-5.45pm Level 6, 8-20 Napier St Please email me regarding consultation 2 | Office | Faculty | Department Law and Business Lecturer Details Lecturer: Rita D’Arcy (FCPHR) – Rita.D’Arcy@acu.edu.au Founder and Principal Consultant – Particularly People Industry Background ▪ Over 20 years industry experience within local and global organisations across private, listed, NFP and Government organisations and consulting for the prior nine years ▪ Member of a number of professional associations including a proud Fellow Certified Practitioner AHRI, Fellow Chartered Member CIPD, Graduate Member AICD, Member AIM, Member Women on Board and Member AITD. ▪ Professional advisory roles include: ▪ AHRI – State Councillor & VP Membership NSW and Certification Program Facilitator ▪ Committee for MB-009 Human Resources Management Standards through Standards Australia and on the working group for HR competencies of the ISO/TC 260 HRM ▪ PWC Skills for Australia Project Working Group on Emotional Intelligence in Business Studies ▪ Committee member of the Business Services Industry Reference Committee for the Australian Industry Skills Committee Education ▪ Master of Leadership (Major in Change Management) ▪ Master of Organisational Development and Strategic Human Resources Management ▪ Bachelor of Business (Major in Human Resources and Industrial Relations Law, Sub-Major, Law) ▪ Graduate Diploma, Company Directors Program – Australian Institute of Company Directors ▪ Certificate IV in Training and Assessment (TAE40110) – TAFE ▪ Diploma in Personnel Management – TAFE 3 | Office | Faculty | Department Law and Business Today’s Topics • General overview of the unit • Unit Outline • Assessments • LEO • Preparation for class – use of the book on LEO • Rules of Privacy in the room • Self Assessment • Johari Window • DISC Questionnaire 4 | Office | Faculty | Department Law and Business Icebreaker Pair up with the person next two you: • Through discussion, identify two things you have in common • Reveal 1-2 things about yourself that the other person would not be aware of 5 | Office | Faculty | Department Law and Business Diversity Difference or unlikeness. A diverse workplace includes people from different races, ethnicities, age groups and sexes who have dissimilar cultural beliefs and values. 6 | Office | Faculty | Department JOHARI WINDOW 7 | Office | Faculty | Department Reflection Johari window 8 | Office | Faculty | Department Photo by w:User:Simon Shek / Public domain Works cited 9 | Office | Faculty | Department Quadrant 1 What do you make known about you – your arena? 11 | Office | Faculty | Department Quadrant 2 Have you ever received feedback that informed you about your blind spot? 12 | Office | Faculty | Department Quadrant 3 What do you keep in your hidden area? 13 | Office | Faculty | Department Quadrant 4 Have you come across your unknown self? 14 | Office | Faculty | Department Description 15 | Office | Faculty | Department Works cited 16 | Office | Faculty | Department Self development 17 | Office | Faculty | Department Feedback Model 18 | Office | Faculty | Department Key Characteristics 19 | Office | Faculty | Department Your Key Characteristics 20 | Office | Faculty | Department Your Key Characteristics 21 | Office | Faculty | Department Key Characteristics of Self 22 | Office | Faculty | Department Law and Business Any Questions? See you next week! 23 | Office | Faculty | Department BUSN 304: Working with Diversity and Conflict An Introduction and Conceptual Framework – Workshop 1 Rita D’Arcy 7 March 2018 1 | Office | Faculty | Department Law and Business Introduction – What makes a successful manager? 7 | Office | Faculty | Department Law and Business How to become a good manager? A good manager needs to combine: • like scholars, managers must adopt an ethical learned approach to diversity, always aiming to “do the right thing”; • like farmers, they must respect their employees’ unique characteristics; and • like artisans, they must introduce creative solutions as they strive for excellence in diversity management. These qualities, combined with the last principle • ambition to utilize diversity to promote business goals and profitability for the organization lay the groundwork for sound management. These interactive qualities: vision, ethics, respect, creativity, business goal orientation, and striving for excellence 8 | Office | Faculty | Department Law and Business Definitions Diversity • Difference or unlikeness. A diverse workplace includes people from different races, ethnicities, age groups and sexes who have dissimilar cultural beliefs and values. Diversity management • A process of managing employees’ differences and similarities so that individuals can achieve maximum personal growth and can contribute positively to organisational goals. 9 | Office | Faculty | Department Law and Business Approaches to Diversity Management Three main levels: • individual • group • organisational. Four types of diversity organisations have been identified: • negative • minimalist • compliant • comprehensive and proactive. 10 | Office | Faculty | Department Law and Business Four major philosophical principles to Diversity Management 1. the differences and similarities of individuals need to be managed simultaneously, 2. the identification of its dimensions needs to be addressed and applied at each level of an organisation diversity, 3. management must involve managing an all-inclusive mixture of differences and similarities involving every person in the workplace, 4. management needs to involve the process of ‘inclusion’ in the process of developing a new workplace culture. 11 | Office | Faculty | Department Law and Business Phenomena associated with Diversity Management 1. Stereotyping • Categorising people using generalisations that are often based on prejudice. 2. Prejudice • 12 | Refers to people’s attitudes towards members of other groups that are based on faulty, incorrect and invalid generalisations. Office | Faculty | Department Where have you seen this play out? Law and Business Definitions Workforce Diversity • is not about differences between people that make them unique; it is about being susceptible to negative employment consequences as a result of one’s belonging to certain social categories or groups. What are some of those negative employment consequences? 13 | Office | Faculty | Department Law and Business Categories of Diversity Diversity has been categorised in three dimensions: • demographic (e.g. gender, ethnicity, age) • psychological (e.g. values, beliefs, knowledge) • organisational (e.g. occupation tenure, hierarchical level). Researchers have differentiated diversity using: • observable attributes (e.g. ethnic background, age, gender) • non-observable attributes (e.g. personal values) • functional characteristics (e.g. knowledge, skills). 15 | Office | Faculty | Department Law and Business The challenge of managing diversity in the global context Is due to: • Today’s global economy • Global demographic trends • Growing demand for equal rights for disenfranchised workers, older workers, workers with disabilities, and sexual orientation minorities. 16 | Office | Faculty | Department Law and Business Tensions posed by global workforce trends • Consistently low and unbalanced birth rates and increased longevity around the world. • All the more-developed countries will need even larger waves of immigrants just to sustain their current ratio of workers to retirees. 17 | Office | Faculty | Department Law and Business Global demographic trends • Increased immigration and migrant workers • More w
omen in the workforce • Greater economic disparity 18 | Office | Faculty | Department Law and Business Global legislative and public policy trends • Most democratic and some non-democratic have instituted legislation and public policies to ban job discrimination against women and members of minority groups to ensure fair treatment of all employees. 19 | Office | Faculty | Department Law and Business Public Policy in Australia Federal Level State Level Age Discrimination Act 2004 • Australian Capital Territory – Discrimination Act 1991 • New South Wales – Anti-Discrimination Act 1977 • Queensland – Anti-Discrimination Act 1991 • South Australia – Equal Opportunity Act 1984 • Tasmania – Anti-Discrimination Act 1998 • Victoria – Equal Opportunity Act 2010 • Western Australia – Equal Opportunity Act 1984 • Northern Territory – Anti-Discrimination Act 1996 Australian Human Rights Commission Act 1986 Disability Discrimination Act 1992 Racial Discrimination Act 1975 Sex Discrimination Act 1984 Fair Work Act 2009 20 | Office | Faculty | Department Law and Business Discrimination • Direct Discrimination occurs where a person is treated “less favourably” than another person in the same or similar circumstances, on grounds that include one or more of the above grounds. • Indirect Discrimination occurs when an unreasonable requirement, condition or practice is imposed and persons with an attribute associated with one of the above grounds cannot comply with the condition or practice, whereas a greater proportion of persons without the attribute can comply. • Discrimination or adverse action for prohibited reasons does not have to be calculated, intentional or even conscious. 21 | Office | Faculty | Department Law and Business Diversity Iceberg Revealed over time Most visible At the core but less tangible 23 | Office | Faculty | Department Law and Business Workforce Diversity Challenge The success management of an increasingly diverse workforce is amongst one of the most important global challenges. • The problems of managing today’s diverse workforce, however, do not stem from the heterogeneity of the workforce itself but from the unfortunate inability of corporate managers to fully comprehend its dynamics, divest themselves of their personal prejudicial attitudes, and creatively unleash the potential embedded in a multicultural workforce. • Defining the term in such a way that will provide a common meaning across national boundaries to enable effective communication. 26 | Office | Faculty | Department Law and Business Workshop Activity Discuss the question in small groups and present your ideas 30 | 1. What does diversity mean to you? 2. What are the dimensions of diversity you have come across in your workplace (e.g. employees or customers) or through personal experiences? 3. What type of attitudes or behaviours are unacceptable versus unacceptable when it comes to diversity and inclusion. Office | Faculty | Department Law and Business Key Points • Diversity management is about developing new and better organisations that value difference. • Successful management of an increasingly diverse workforce is among the most important global challenges. 32 | Office | Faculty | Department Law and Business Any Questions? See you next week! 33 | Office | Faculty | Department …
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