itm slides_compiled 27jan
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Introduction to
Management
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Management GROUP 2
Chew Hong Xian 19559 Choo Jia How 17203 Jeganesvaran a/l Balasundaram 17207 Sasithren a/l ush!!anathan 1""## $oo %ew Jen 1"900
%ogessvaran a/l &e'nesvaran 1719#
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It means understanding that each individual isunique, and recognizing our individual diferences.
These can be along
the dimensions o race, ethnicity, gender, sexualorientation, socio-economic status, age, physical
abilities, religious belie s,
political belie s, or other ideologies.
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epresent a brea! rom equality concepts such as
equal opportunity and a"rmative action.
#Thomas, $%%& ' Thomas and (ly, $%%)*
This concept appeared and gained momentum in
the + in the mid-$% &s.
Important or managersto understand
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Increased in Productivity & Creativity
-diferent talents (achieving one goal)
-positive efect on employees (ease, valued,
e uality)
-brings in their !ay o" thin#ing, operating and
solving problems and decision ma#ing
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Better Qua ity !anagement
-e$posure to!ards colleagues
-training together !ith mentors
-synergy in team and enhancing communication
s#ills among each other
-increased in adaptability
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Challenges %hat &anagers Face'n Wor#ing With iverse
opulations
1. Changing Demographics
a. Population and workforce grow slowly since1930s.
b. A erage age of workforce increases.
c. !ess young people enter the labor market.
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d. "inorities makes up a larger share of new
entrants into labor force.
e. #mmigrants represents the largest share ofthe increase in the general population andworkforce "
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$. %thnocentrism & 'ther (egati e Dynamics
a. %thnocentrism . Judge other groups less favorably than our own.
Related dynamics: Prejudice & Stereotype
Prejudice is a preconceived judgment orassumption about a behavior or people.
Stereotype is a ( !ve or ("!ve assessment of apeople or their perceived attributes.
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b. Discrimination . #ct of treating an issue$ person or behavior
unjustly on the basis of stereotypes andprejudices.
%hese negative dynamics cause discomfortand stress for the judged individual.
ormally$ discrimination occurs whenstereotypes affect hiring$ pay or promotionpractices
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c . )okenism & 'ther Challenges
%o'enism refers to being one of the members of your group in the organi ation.
)%o'en* employees are given very high or lowvisibility in the organi ation.
+hallenges facing minorities and women includethe pressure to conform to the organi ation,sculture.
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-inorities are seen as )spo'espeople* who aresubject to high e pectations of their group.
/n general$ ethnocentrism$ prejudices andstereotypes inhibit our ability to accuratelyprocess information.
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3 . (egati e Dynamics and *pecific +roups
a. ,omen 0igh e pectations women would have high
pressure in wor' field.
b. +ender -oles 1omen in organi ations face perceptions
based on what the society believes are
appropriate behaviors for men and women. 2oth genders find their self"e pression
constrained by gender"role stereotyping.
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c . )he +lass Ceiling and *e ual /arassment
# serious form of discrimination affectingwomen is considered as the glass ceiling.
%he glass ceiling refers to an invisible ceilingor barrier to advancement.
/t is always assumed that householdmanagement is the primary responsibility forwomen$ in which this stereotype ma'es abarrier in their job promotion.
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c. )he +lass Ceiling and *e ual /arassment
%he glass ceiling refers to an invisible ceilingor barrier to advancement.
/t is always assumed that householdmanagement is the primary responsibility forwomen$ in which this stereotype ma'es abarrier in their job promotion.
Se ual harassment is unwanted se uallanguage which is another form of
discrimination.
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d. "inorities
+ultural minorities have been sociali ed to bemembers of the cultural groups which is 'nownas bicultural stress.
Role conflict and role overload are commoncharacteristics of bicultural stress.
e. *tereotypes and Pre udices 3in' age with senility$ incompetence and lac'
of worth in labor mar'et.
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#" 'lder ,orkers
4lder wor'ers are valuable component of laborforce.
-anager have to value older wor'ers and treatthem fairly.
g. ,orkers with Disabilities
+ompanies have to ta'e proactive steps toemploy wor'ers with disabilities as productiveemployees.
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*trategies to romote
iversity 'n +rgani ations$ . /udson #nstitute *trategies
a. Stimulate balanced world growth.b. /ncreases productivity in service industries.c. -aintain dynamism of an aging wor'force.
e. /mprove education and s'ills of all wor'ers.f. 5ully integrate wor'ers into the economy.g. Reconcile the conflicting needs of women$ wor'
and families.
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2" % ual %mployment and Affirmati e Action
a. 6esigned to eliminate barriers and increaseopportunities for underutili ed individuals.
b. %o promote diversity and provides opportunitiesfor both women and minority groups.
c. -anagers have to view 78ual 7mployment4pportunity +ommission (774+! as a guidance tobuild organi ation diversity .
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%" 'rgani2ational Commitment
a. /gnoring differences.b. +omplying with e ternal policies.c. 7nforcing e ternal policies.
d. Responding inade8uately.e. /mplementing ade8uate programs.f. %a'ing effective action.
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4. Pluralism
a. 9olden Rule approach 5ocus on individual morality.
b. #ssimilation approach Shaping members to fit the e isting culture.
c. Righting"the"1rong approach #ddress past injustices of a particular group
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(he )ole o*(he +anager
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(he )ole o*(he +anager
/rganizing0lanning
In1uencing 2ontrolling
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1, lanning
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e.nition /0n action proposed toachieve ob1ectives
)roubleshoot and define areas that can be
impro ed *elect di ersity training programs *et di ersity goals for employees Cooperate with /- to achie e organi2ation goal *et benchmark goals for each year
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2, -rgani.ing
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e.nition / %he process o" establishingorder y uses "or all resources
/a e to work with /- in recruitment hiring
*killfully using organi2ation4s resources %stablish task forces Allow fle ible work arrangement Assign work responsibilities e uitably
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3, n*luen ing
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e.nition / %he process o" guiding theactivities o" members inappropriate directions
%ffecti e leadership style +ood communication skill 5nowledge on moti ating others
6nderstanding of organi2ation4s culture *kill to ensure smooth operation
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, Controlling
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e.nition /
0 set o" activities that ma#esomething happen asp anned
% aluation acti ities are necessary
)o measure outcome ariables of turno er (eed to continually monitor unit4s progress Create effecti e supports "entoring7Pro iding ob8related training
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&anagement evelopment 2iversity %raining
asic )hemes of Di ersity )raining eha ioral awareness
Acknowledgment of biases and stereotypes :ocus on ob performance A oidance of assumptions "odification of policy and procedure manuals
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