Week 11 Flashcards
Author: Cox Jr
Year: 2001
Human Capital Focus: Organizations prioritize attracting and retaining diverse talent.
Diversity Definition: Variation of social and cultural identities in a workplace.
Challenges: Diversity can hinder communication and increase conflict.
Opportunities: Properly managed diversity enhances problem-solving, creativity, and market strategies.
Past Failures: Misdiagnosis of diversity issues, ineffective solutions, and misunderstanding the learning curve hinder progress.
Key Insight: Sustainable diversity requires long-term commitment and systemic change across all organizational elements.
Author: Stivers
Year: 1995
Examines the gendered history of public administration’s development during the Progressive Era in the United States.
Stivers contrasts the roles of “bureau men,” who focused on procedural reforms to enhance government efficiency, with “settlement women,” who aimed to expand government responsibility to address social ills
The historical narrative of public administration has predominantly highlighted male-led procedural reforms while neglecting women’s substantive policy contributions.
Author: Tower & Alkadry
Year: 2008
Explores the social challenges faced by women in professional and managerial roles, particularly in the public sector.
Double Burden of Roles:
Women face the expectation to fulfill both professional responsibilities and traditional caregiving roles at home. This “double shift” creates significant pressure on their time and energy.
Marriage and Divorce:
Career success among women is associated with higher rates of being single or divorced compared to men at similar professional levels. Women in leadership positions, such as directors, are particularly affected.
Housework Disparities:
Despite professional advancement, women consistently spend more time on housework than men. This disparity persists across various professional levels and household types.
Impact on Childbearing:
Women in higher-ranking positions are less likely to have children compared to men at the same level or women in lower-ranking positions. Career demands often lead to delayed or forgone childbearing.
Author: McWilliams & Siegel
Year: 2001
CSR involves actions that benefit society beyond legal requirements.
Managers face pressure from various stakeholders to invest in CSR.
The relationship between CSR and financial performance is debated, with mixed results in studies.
A proposed framework helps determine optimal CSR investment levels based on demand and supply.
Key determinants of CSR demand include consumer preferences, income, advertising, and stakeholder expectations.
Larger, diversified firms may achieve economies of scale in CSR provision, impacting profitability.
Author: Mair, Robinson & Hockerts
Year: 2006
Social entrepreneurship (SE) encompasses various activities aimed at creating social value, including for-profit ventures, nonprofit organizations, and innovative philanthropy.
Research Development: SE is a relatively new field of study, with limited rigorous academic research despite growing interest.
Future Directions: SE research is crucial for advancing theories in sociology, economics, and business, and has significant social relevance.
Author: Haugh
Year: 2006
The article examines the multiple outcomes and impacts of social entrepreneurship in rural economies.
It highlights both economic (employment, income generation) and social outcomes (community empowerment, reduced social exclusion).
The research emphasizes the importance of measuring non-economic impacts alongside traditional financial metrics.
Community enterprises demonstrate potential for local regeneration and improved quality of life.
Author: Rice & Mathews
Year: 2012
The authors discuss the importance of moving diversity management’s use of cultural competency in the delivery of public programs and public agency services from the conceptual and unconnected to a legitimate theoretical framework and model.
Specifically, they call for a new kind of public agency service professional who possesses explicit cultural competency awareness, knowledge, and skills to work with racial/ethnic and cultural/linguistic groups in public administration and in the public agency service delivery process.
The authors conclude by noting the need for a cultural competency model that would integrate and transform cultural awareness and cultural knowledge about individuals and groups into culturally specific skills, practices, standards, and policies to increase the quality and effectiveness of public agency services and programs.
Author: Light
Year: 2008
Light argues that while the concept of social entrepreneurship is widely discussed, there is a lack of clear definition and consistent measurement, making it difficult to accurately identify and study social entrepreneurs and their impact; he calls for a more nuanced understanding of the field by examining key components like innovative ideas, opportunities for change, organizational structures, and the characteristics of the entrepreneurs themselves, based on extensive research conducted on high-performing non-profit organizations.
