Module 3- Case Analysis

Case Analysis:

Discuss the case of Coca-Cola, found in our Harvey and Allard text. The article is entitled "The Coca-Cola Company: Then and Now."

Rubric

Module 3 Overview

In this module, we consider how organizations need to adapt to the changing workforce and learn what they will need to do in the future to fully benefit from diversity.  

Module 3 Learning Objectives

· To understand why organizations are changing in terms of their approaches to diversity.

· To understand the implications fo the business case for diversity.

· To explore some of the models for understanding organizational diversity.

· To learn how to evaluate an organization's diversity programs and progress. 

To Complete This Module:

1. Complete the Readings for Module 3.

2. Review the Module 3 Learning Outcomes and Module 3 Key Concepts.

3. Actively participate in the  Discussion. In order to earn full credit, be sure to create an original thread that addresses the topic in a scholarly manner, and reply to at least 2 classmate's posts by the due date.

4. Complete Module 3 Exercise 3. Be sure to address the topic in both a reflective and objective manner, citing your sources according to APA guidelines.

5. Actively participate in Module 3 Summary and Reflection. Be sure to post an original thread that addresses the topic in a scholarly manner as well as a reflection describing your thoughts, feelings, and epiphanies. Then, reply to at least 2 of your classmates before the due date.

6. Actively participate in the Module 3 Bonus Discussion to each extra credit points.

7. Complete the Module 3 Research Assignment 3. When choosing the issue/problem to be researched, consider the discriminative issue, the industry in which it can/was observed, and the region of the country as you focus your topic.

Please familiarize yourself with the following keywords and concepts:

· Inclusion

· Human Capital

· The 3 Ethical Theories (p. 281 Harvey and Allard)

· Harvey and Allard:

· Section IV: Understanding The Secondary Dimensions of Diversity: Social Class, Religion, Appearance/Weight, Language/Communication, and Military Service

· Section V: Managing Diversity in Terms of the Ethical, Legal, Media, and Marketing Issues

· Coyle: Skill #3 Establish Purpose

Module 3: Additional Study Notes

Notes from the Harvey and Allard Text

Social Class: The Fiction of American Meritocracy

Social Class: Measured by Income, wealth, educational achievement, and occupational prestige

Meritocracy Myth: McNamee and Miller's explanation of the importance of social and cultural capital in gaining access to quality educational and employment opportunities. They argue that social capital (who you know) is critical in developing academic aspirations. (p. 187)

Religion in the US Workplace

Types of Religions in US Workplaces
Christian	78.4	Other Religions	4.7
Protestant	51.3	Jewish	4.7
Catholic	23.9	Buddhist	0.7
Mormon	1.7	Muslim	0.6
Jehovah’s Witness	0.7	Hindu	0.4
Orthodox	0.6	Other religions	<0.3
Unaffiliated	16.1
Declined to respond	0.8

Universal Applications
	Deontology (Faith)	Teleology (Hope)	Caring (Charity)
Universal Application	Universal Duty: Universal Principles, The Way	Universal Ends: Character ethic, utilitarianism, other -isms	Universal Care: Love for humanity
Particular Application (depends on the context.)	Particular Duties: situation ethics, case by case approach	Particular Duties: Self-Actualization	Particular care: Personal relationships.

 

        

Important Points from the Coyle Text- Skill #3 Establish Purpose

Many successful organizational cultures were formed amidst a crisis.  Building purpose is not simply creating a mission statement or encouraging everyone to recite "catchphrases." Ideas to build purpose are:

· Name and Rank Your Priorities: "Listing your priorities, which mean wrestling with the choices that define your identity, is the first step" (Coyle, 2018, p229).

· Be Ten Times as Clear About Your Priorities As You Think You Should Be: "Leaders are inherently biased to presume that everyone in the group sees things as they do, when in fact they don't. This is why it's necessary to drastically overcommunicate priorities" (p 229).

· Figure Out Where Your Group Aims for Proficiency and Where It Aims for Creativity: Skills of proficiency are about doing the task the same way every single time. Creative skills are about empowering the group to do the hard work of building something that never existed before" (p230).

· Embrace the Use of Catchphrases: Catchphrases build clarity and should be simple, action-oriented, and forthright.

· Measure What Really Matters: Create simple universal measures that place focus on what matters.

· Use Artifacts: Artifacts embody an organization's purpose and identity.

· Focus on Bar-Setting Behaviors: Translate abstract ideas into concrete terms in order to spotlight a single task and use it to define the organizational identity.