COURSE CONTRIBUTION TO PROGRAM
Has diversity become an issue in our societies and in our organizations? Does diversity mean the same for all of us? Which is our understanding of this term?
The last two decades multinationals and big companies have adhered to the "business case of diversity? discourse. However, are their policies really contributing to make our society more equal and diverse? What do they mean by that? Are they (organizations) providing equal opportunities to all employees? Should they? What are small companies doing regarding the diversity of our societies? Does it matter for them?
This course wants to address these and other related questions. Students will be required to analyse data on different dimensions of diversity in contemporary societies and organizations. Students will be required to analyse organizational policies and their proposed practices. After critical analysis, the gap between the existing policies and those required to achieve equality and full participation of employees in organizational life should be identified. Students are expected to propose policies and specific actions which can effectively address this gap, the gap from rhetoric to reality.
This course is an opportunity for individual development and team work. It should be noted that team work is not cut& paste individual tasks. It involves collective thinking, building on the ideas and knowledge of the different members of the team and including them. The links between diversity and innovation will be discussed. It is often assumed that diversity in teams leads to innovation. Is that the case? Students have an opportunity to analyse themselves and their behaviour in teams. While respecting privacy of what individuals decide to share about their own personality and personal views and opinions, teamwork offers an opportunity for learning about oneself and others
Course Learning Objectives
At the end of the seminar, participants should (be able to ...):
- Understand and properly use the concepts of identity, diversity and inclusion in our societies and organizations.
- Critically analyse the reasons why diversity has to be managed. Legal compliance, Business Case, Corporate Social Responsibility or other reasons?
- Identify the different dimensions of diversity (ethnic origin, disability, sexual orientation, age, religion or beliefs and gender). Distinguish these dimensions of diversity of those used in organizational context such as professional background, attitudes and behaviour at the workplace, etc..
- Identify which of the dimensions of diversity are critical for a specific organization, in a specific market and society. Develop awareness about the voices that are heard and those that are silenced in organizations.
- Identify different views regarding the relationship between diversity and innovation.
- Understand the change process involved in managing diversity.
Become aware of the opportunities created by managing diversity and the challenges of setting up managing diversity strategies.
Competences to be developed:
As well as providing theoretical reflection and practical knowledge, the seminar provides opportunities for the participants to develop key competences: analytical skills, communication skills and critical thinking.
Bibliography
References (the specific materials required and used will be indicated along the course):
Babcock, L., Laschever, S., Gelfand, M., & Small, D. (2003). Nice girls don't ask. Harvard Business Review, 81(10), 14-16.
Bowen, Frances, and Kate Blackmon. "Spirals of Silence: The Dynamic Effects of Diversity on Organizational Voice*." Journal of management Studies 40.6 (2003): 1393-1417.
Etchell, L; Yelding D.; ?Inclusive design: products for all consumer'; Consumer Policy Review, Nov. Dec 2004, vol. 14, number 6.
Evered, Roger D. "Organizational activism and its relation to "reality" and mental imagery." Human Relations 30.4 (1977): 311-334.
Folguera, C. (2014). Women with disabilities: Inclusion, forgetting and vindication in an organizational setting. Equality, Diversity and Inclusion: An International Journal, 33(8), 776-788.
Hewlett, Sylvia Ann and Sumberg, Karen. For LGBT Workers, Being "Out? Brings Advantages. https://hbr.org/2011/07/for-lgbt-workers-being-out-brings-advantages
Ibarra, Herminia, Nancy M. Carter, and Christine Silva. "Why men still get more promotions than women." Harvard Business Review 88.9 (2010): 80-85.
Kaipa, Prasad and Shenoy, Meera. Workers with Disabilities Solved This Company's Talent Crisis. Harvard Business Review https://hbr.org/2012/09/workers-with-disabilities-solv
Konrad, A. M., & Pringle, J. (Eds.). Handbook of workplace diversity. Sage. 2006.
Kotter, John; ?Leading Change', Harvard Business Review, March-April 1995.
Meyerson, E. Debra ?Who tempered radicals are and what they do'.
O'Leary, Brian; Weathington, Bart; ?Beyond the business case for diversity in organizations'; Employ respons right, 2006.
Page, Scott; ?Making the difference: applying a logic of diversity'; Academy of Management perspectives, November 2007.
Pless, N: Maak, T; ?Building an inclusive diversity culture: principles, processes and practice'; Journal of Business Ethics, 2004.
Robinson, G; Dechant Kathleen, ?Building a business case for diversity'; Academy of Management Executive, 1997, vol. 11, number 3.
Thomas, David A. "Diversity as strategy." Harvard business review 82.9 (2004): 98-98.
Zanoni, Patrizia, et al. "Unpacking diversity, grasping inequality: Rethinking difference through critical perspectives." (2010). Organization 17(1)
