Management Perspectives
rupali
Week5_L5_MGMT6012.pptxMGMT-6012 Management Perspectives Week 5, T3 2019
Assessment One – Proposed Structure You have some flexibility with the structure for this assignment but once you have read the assessment brief and rubric you will see that we need the following: Executive Summary (not included in the word count). Introduction: what this report is about, a very brief introduction to the organisation, why you chose the organisation, and any relationship you have with the organisation. Research Methodology: a summary of the methodology you embraced for this assignment including case study methodology and the use of naturally occurring data. Vision and Values of the Organisation: include vision or mission of the organisation, their values, an insight into their culture and management style using Morgan’s metaphors. Organisational Theory: can you find any evidence of management theory from Module 1 at the organisation? Can you find any information on their organisational structure, chain of command and channels of communication from Module 2? Ethics and Diversity: Can you find any evidence of ethical practice (good or bad)? Has the company embraced diversity (Module 3)? Conclusion: what are your views on the management of the organisation? Have they embraced organisational theory? Are they living their values? Do you have any recommendations?
Diversity in Action - Defence and Mining Industry RESA – Resources and Engineering Skills Alliance – worked with the Defence and Mining industry in South Australia to create a strategy focused on Women in Resources, Energy and Defence. The Office for Women has a strategy to encourage Women in STEM – more women working in Science, Technology, Engineering and Maths, and more girls studying these subjects at school. The Indigenous Defence Consortium has been established to ensure Aboriginal people are employed in the new build of Australian submarines. Mining companies like Santos and BHP Billiton have established Indigenous Employment Targets to ensure Aboriginal people are employed.
Responsibilities Model Since the 1980’s many organisations have embraced Corporate Social Responsibility (CSR) to improve their relationships with the communities (stakeholders) in which they work. Carroll (1979) outlined the four responsibilities model that attempted to find a balance between economic responsibility and social responsibility: 1)Economic Responsibilities - Economic Profitability is a fundamental social responsibility of business. We need companies to make profit so that they grow and offer employment, but they should not ignore the next three responsibilities 2)Legal Responsibilities – conformance to the laws of the state/country where the company operates 3)Ethical Responsibilities - an obligation to conform to the generally accepted ethical norms of business in their environment not codified in law. 4)Discretionary Responsibilities - Managers are encouraged to exercise their discretionary responsibilities - activities that benefit society but may or may not have any pay back (this is considered CSR).
Ethics and Values Ethical Behaviour is acting in ways consistent with what society and individuals typically think are good values. Values are important and lasting beliefs or ideals shared by the members of a culture about what is good or bad and desirable or undesirable. Values have major influence on a person's behaviour and attitude serve as broad guidelines in all situations. Ethical behaviour tends to be good for business and involves demonstrating respect for key moral principles that include honesty, fairness, equality, dignity, diversity and individual rights.
Legal Framework Australian Commonwealth Law has established four anti-discrimination statues: Racial Discrimination Act 1975 Sex Discrimination Act 1984 Disability Discrimination Act 1992 Age Discrimination Act 2004 In addition we have the Fair Work Act 2009 that promotes inclusiveness and equality, and addresses many other issues missing from the above and relevant to the entire workforce including: -General conditions of employment -Remuneration and flexible working arrangements -Unfair dismissal -Anti-bullying in the workplace
What is Diversity? -the state or fact of being diverse; difference; unlikeness. -variety; multi-formity. -the inclusion of individuals representing more than one national origin, color, religion, socioeconomic stratum, sexual orientation, etc. -a point of difference.
Equality, Diversity and Inclusion https :// www.youtube.com/watch?v=C-uyB5I6WnQ -Race -Sex/Gender -Disability -Age -Sexual Orientation -Marriage and Civil Partnership -Pregnancy and Maternity -Religion or belief -Gender reassignment
White Privilege Diversity is always a sensitive issue. Some of the readings refer to ‘white privilege’ - a term used for ‘social privileges’ or ‘an invisible package of unearned assets’. The obvious, and less obvious, advantages that white people have in Western societies that they may not recognise they have, or actually desire. The term ‘white privilege’ is to help those in the majority obtain a minority view. The notion of privilege is disturbing as it is often given to us without our necessarily wanting it. What we then do with it is the question.
Unconscious Bias We all hold bias and prejudices simply because we notice difference and it is important not to try to obliterate difference and diversity in an attempt to redress prejudice. Ignoring difference, for example, can be as damaging as highlighting it in a negative manner. The term ‘unconscious bias’ refers to the natural preference for people who look similar, sound similar and share similar interests. If we allow unconscious bias to fester in the workplace we recruit, reward and promote the same type of person, and we will not achieve diversity or equity. The literature around inclusiveness is the direction in which this field of study and practice is going. The idea that we work towards an inclusive workplace for everyone, recognising everyone as a diverse member of the organisation is important, and leverages the strengths that differences bring in to the workplace rather than squashes them.
Module 3 Readings Race: -Bill Moore’s Body. -The Colour of Supremacy: Beyond the discourse of ‘white privilege’. -Whitening Race: Reconciliation in and out of perspective: white knowing, seeing, curating and being at home in and against Indigenous sovereignty. Gender (next week): -Sex Role Stereotyping and Requisite Management Characteristics. -Through a gendered lens? Male and female executives’ representations of one another. -An investigation of female and male constructs of leadership and empowerment. -Examining Leadership through critical feminist readings. -Profile of a Successful Female Leader. -Becoming an international man: Top manager masculinities in the making of a multinational corporation
Bill Moore’s Body The chapter is an introduction to a book – The Possessive Investment in Whiteness. The American author suggests that public policy and private prejudice work together to create a ‘possessive investment in whiteness’. The word ‘possessive’ is used to stress the relationship between whiteness and asset accumulation in our society. White people have advantages in securing education, employment, bank loans and housing, allowing them to accumulate wealth. Parents pass this onto their children, and it leads to more opportunity, prestige and wealth, and it becomes an attitude. This attitude, or possessive investment in whiteness – creates a poisonous system of privilege that pits people against each other and prevents the creation of common ground. The author is suggesting that we should oppose whiteness – not white people – but the culture and process that allows this to happen and the attitude of white supremacy.
Bill Moore’s Body – The Background As a child the author was exposed to a story about Bill Moore in the 1960’s. Bill Moore was a white American, aged 35, father of three, and a postal worker. He decided to walk from Tennessee to Mississippi to deliver a letter to Governor of Mississippi, complaining about a decision to not allow African American students into the local University. This decision had resulted in local riots, violence and deaths, and Bill Moore wanted to make his point that the decision was unacceptable. Moore also posted a similar letter to US President Kennedy. Moore was encouraged not to complete his walk because of racial tensions. He was abused and assaulted during his walk. Within two days he was found on the side of the road, shot to death.The incident resulted in more riots and violence. The person responsible for the shooting was a white man – he was arrested but not convicted. Some people chose to continue Bill Moore’s walk but were either stopped or arrested.
Bill Moore’s case contd…… The paper raises many questions including: Why did a white man risk his life to fight against white supremacy? Why did Bill Moore choose to act alone? (It was later revealed that he had mental health issues including depression). Why was the shooter (Simpson) released when the bullets matched his gun? Why do we know Bill Moore’s name, but not the names of African Americans killed in the riots? Why do we still have segregation in some American housing and schools (and other countries?)
Bill Moore’s case.. Contd… Some quotes from the chapter: “White Americans are encouraged to invest in whiteness to remain true to an identity that provides them with resources, power and opportunity.” “White Americans like myself have not yet come to grips with the structural and cultural forces that racialise rights, opportunities and life chances in our country.” “Social and cultural forces encourage white people to expend time and energy on the creation and re-creation of whiteness.” “We do not choose our colour but we choose our commitments.” The author is now living in California and states that nothing has changed (2006).
Group Diversity Activity Refer to Video: The $100 Race https ://www.youtube.com/watch?v=vwx5IvypC5Q Minority or Majority? People who belong to a ‘minority’ group often feel labelled, stereotyped, and marginalised in the workplace; people who belong to the ‘majority’ group are often unaware of the consequences of the collective action of the majority. Do you have any experiences of being in the minority or majority or seen this in the workplace?
Whitening Race: Reconciliation in and out of perspective
The paper looks at how white Australia’s claim to sovereignty - supreme power or authority - is an obstacle that is stalling progress towards formal recognition of Aboriginal people.
‘Whenever white Australians deny the existence of Indigenous sovereignty, we effectively dent the collective rights of Indigenous Australians.’
This article is a challenge to read, and rather than reading it or explaining it, I have provided a summary of key moments in Australia’s history where reconciliation with Aboriginal people has been attempted by Government.
Reconciliation in Australia 1962 – Aboriginal people ‘allowed’ to vote in federal elections. 1967 – Aboriginal people counted in the Commonwealth ‘Census’ (90% of the population in favour) 1975 – Racial Discrimination Act established 1998 – National Sorry Day (May 26) 2006 – National Close the Gap Day (March 19) 2008 – National Apology to the Stolen Generation (Feb 13) 2017 – The Recognise Campaign is attempting to ensure that Aboriginal and Torres Strait Islander peoples are written into our Constitution. The Constitution makes no mention of the First Australians and more than fifty thousand years of Australia's history, prior to British colonisation.
Group Diversity Activity Refer to article: Dismal lack of cultural diversity in leadership sparks calls for targets Australian companies have started to set targets to ensure they have diversity in the workplace. The targets usually focus on Women or Aboriginal people. It has recently been suggested by the Human Rights Commission that the Australian Government should encourage companies to embrace racial and cultural diversity targets? What do you think? Should we also have targets for young people and older adults? Or should we employ the best person for the role based on their individual talents and strengths, knowing that a diverse team will add value to the organisation?
Additional Reading: Why Diverse Teams are Smarter? We are starting to see evidence on how diverse teams and diverse workplaces contribute to the success of the organisation. This paper states that: 1) Diverse teams focus more on facts 2) Diverse teams process those facts more carefully 3) Diverse teams are more innovative. In a nutshell, enriching your employee pool with representatives of different genders, races, and nationalities is key for boosting your company’s joint intellectual potential. Creating a more diverse workplace will help to keep your team members’ biases in check and make them question their assumptions. At the same time, we need to make sure the organisation has inclusive practices so that everyone feels they can be heard. All of this can make your teams smarter and, ultimately, make your organisation more successful, whatever your goals.
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