WEEK 8 - culture, diversity and inclusion Flashcards
What are the Five basic dimensions of culture (in Model of National culture)
- Power Distance
* level of acceptance of inequality between people in a society - Individualism (v. collectivism)
* degree to which a society reinforces individual achievement instead of collective achievement and interpersonal relationships - Masculinity/Feminity
* degree to which societies reinforce the traditional masculine work role model of achievement, control, and power - Uncertainty Avoidance
* level of avoidance of uncertainty and ambiguity within a society - Long-term orientation
* degree to which society embraces, or does not embrace, long-term devotion to traditional values – expectations that change occurs slowly
What is Organisational Culture
“A system of shared meaning held by members that distinguishes the organisation from other organisations
What is Schein’s model of Organisational Culture
Artefacts - tangible manifestations of culture (tip of iceberg/ what you can see about a company)
values - ethical statements of rightness
basic assumptions - unconscious and taken for granted ways of seeing the world
True or False: A key issue with organisational culture is that there is often a misalignment between underlying assumptions and the ‘values’ and ‘artifact’ components.
The three levels in Schein’s model of organisational culture are
Artefacts, values, assumption
What are Handy’s four different categories of organisational typologies?
Role culture
Power culture
Person culture
Task culture
What is role culture (Handy)
- beurocratic
- rule-following
- emphasis on predictability and consistency
*example - government
What is power culture (Handy)
- few key figures hold and use power
- new formal rule to restrain power
What is person culture (Handy)
- focus on benefitting people in the group
- goals set by people themselves
*example not for profit organisations
What is Task culture (handy)
- the focus is on the task
- goals are set by task needs
- engage with others in pragmatic needs
*building companies
What is the competing values framework?
looks at organisational typologies
Clan culture
Adhocracy culture
Heirachy culture
Market culture
What is clan culture (in competing values framework)
- collaboration
- focus on employee development
What is adhocracy culture? (in competing values framework)
- creativity
- focus on new ideas and innovation
What is hierarchy culture (in competing values framework)
- control
- focus on efficiency and standardisation
What is market culture? (in competing values framework)
- Competition
- focus on competition and clients
What is organisational climate?
How we perceive organisational culture determines the organisational climate
Organisational climate is the ‘felt’ experience of culture by employees
The organisational culture of many government department is likely to be more
Role oriented
What is safety culture?
systems, norms, and practices to reduce injury and
maintain health
includes Psychological safety
What is diversity culture
systems, norms, and practices for treating people with
different backgrounds, customs, and beliefs
What is client oriented culture?
systems, norms, and practices for availability,
e.g. 24/7 contac
What is workplace diversity?
Demographic and functional differences that exist between employees in an organisation
What is workplace inclusion
- The degree to which individuals feel safe, valued, and able to be authentic at work, both as individuals and as members of various groups
- While diversity can be mandated via legislation, inclusion is based on voluntary actions (managerial and organisational practices). Inclusion is a culture that connects each employee to the organisation – encourages collaboration, flexibility and fairness
What are arguments for a diversity culture
- Economic/performance
- Moral/social justice
How does diversity improve economic/performance of a business? (arguments for a diversity culture)
- Reduce underutilisation of talent in the population
- Improve performance by drawing on broader perspectives resulting in better decision-making
- Increase work motivation by building internal reputation for fairness and inclusion
- Build external reputation through meeting community expectations
- increase investments and attract talented employees
How does diversity improve the moral/social justice aspect of a business? (arguments for a diversity culture)
- Harassment/discrimination is against the law
- Unfairness of disadvantaging people for anything not directly related to work performance
- Rectifying historical or current disadvantage
What is Discriminatory practices
Unequal reward for equal work
example gender pay difference
What is incivility
Aggressive or disrespectful behaviour
What is intimidation
Threats or bullying
How is diversity mismanaged?
Assimilation model – recruit, select, train and motivate employees to all share the same values and culture
Protection model – Identify disadvantaged groups and under- represented groups and provide special protections for them (justice and fairness
How do you successfully manage diversity
The value model - value each diverse element of the organisation for what it UNIQUELY brings to the organisation
every element of diversity is accepted and acknowledge that it uniquely contributes to organisational success
Characteristics of organisations most likely
to manage diversity successfully
- Exhibit diversity at every level and not just at entry level roles
- Foster diversity not only in formal levels of the organisation, but also in less formal social networks
- Uncover and root out bias and discriminatory practices
- Build commitment and attachment to the organisation among ALL members, non only in-group members
- Take steps to reduce interpersonal conflict
- Acknowledge and accommodate cultural differences rather than pretend they don’t exist
What is shores model to inclusion
Shows two layers to solving the problem of inclusion
Layer 1: enhance
focus on the enhancement of of inclusion (top management needs to commit to inclusion and diversity ) and focus on the enhacment of diversity in company
Layer 2: prevent
The two layers work in parallel to make inclusion work
What is the first layer of shores model to inclusion
top management commitment to inclusion –> focus on the enhancement of inclusion –> add in inclusion processes
=
perceived inclusion
retention and expansion of talent
inclusion climate
What is the second layer of shores model to inclusion
Top management commitment to compliance –> focus on prevention of exclusion –> management prevention orientation
=
perceived inclusion
retention and expansion of talent
inclusion climate
is diversity training useful?
Not really
it hasn’t accomplished much
How did diversity programs work?
Used mentors rather than training workshops
Had diversity managers or task force that was
responsible for e.g., increasing number of
employee from minority groups/women.
When can diversity training be useful?
Can be effective if carefully designed. Changes in:
- knowledge
- attitudes
- skills in working with diverse colleagues
- Distributed across multiple sessions that are each a minimum of 4 hours
- Is active in terms of using role play/simulations
- Focuses on a single diversity attribute (e.g.., race, gender) at a time
- According to Shore et als., (2018) model of workplace inclusion, management should focus
c) on strategies that both enhance inclusion and prevent exclusion
- Which of the following statements is true about diversity training?
a) It should be abandoned as it is completely ineffective.
b) It can be effective if it involves very short training sessions over a limited
time.
c) It may be more effective if done over an extended period of time and with a focus on raising diversity awareness
d) It may be more effective if done over an extended period of time and focusing on both diversity awareness and skills development
D!
