Paradigms of Org. Diversity
Paradigms of Org. Diversity
For orgs in other paradigms to achieve learning paradigm: (p. 9)
"The Leadership must understand that a diverse workforce will embody different perspectives and approaches to work, and must truly value variety of opinion and insight.
"Leadership must recognize both the learning opps. and the challenges that the expression of different perspectives presents for an org. "
"Org. Culture must create an expectation of high standards of performance from everyone"
"The org. culture must stimulate personal development"
"The org. culture must encourage openness" : tolerance for debate
"The culture must make workers feel valued
"The org. must have a well-articulated and widely understood mission" - "helps keep discussions about work differences from degenerating into debates about validity of people's perspectives"
"The org. must have a relatively egalitarian, nonbureaucratic structure" : "promotes the exchange of ideas and welcomes constructive challenges"
Acceptance and Celebration of Differences
More access to and legit. with a more diverse clientele by matching demographics of org. to those of critical consumer or constituent groups (6)
Has led to substantial increases in org. diversity in some cases
Market based motivation and potential for competitive advantage
In pursuit of niche markets; tend to emphasize role of cultural differences without analyzing differences and seeing how they affect the work that is done
Pigeon holing staff
Ex. French Team in Access because they want to open to foreign markets and it works but the larger org. has no idea what to do if the French team were to resign, they don't know the cultural competencies at play or how they do business differently
Motivation for diversity usually emerges from immediate and crisis oriented needs for access and legitimacy
DIFFERENTIATION: too much emphasis on different people
Incorporating employee perspectives into main work of the org. and rethinking tasks and redefining markets, missions, strategies, cultures
taps "diversity's true benefits" (7)
Ex. Dewey & Levin Law Firm
Hired a new attorney who was black and female to an all white office
(All female org serving women) She brought new ideas that the staff would have never thought or that "all-white legal staff would not have thought relevant or appropriate"
More attorneys of color hired
Progress in Diversity
Measured by how well company achieves recruitment and retention goals (4).
Increases demographic diversity
Often succeeds in promoting fair treatment
Color-blind, gender-blind ideal is built on the assumption that "we are all the same"
No desire for diversification of workforce to influence org. work or culture
Puts pressure on employees to blend in and not emphasize differences