Organisational Behaviour-Diversity
Transcript of Organisational Behaviour-Diversity
ASSIGNMENT
DIVERSITY
ORGANISATIONAL BEHAVIOUR
(BMOB5103)
SHARIFAH SHIBRAH BT SYED HUSSEIN
STUDENT ID: CGS00838119
BMOB5103 – ORGANISATIONAL BEHAVIOUR
Prof. Madya Dr. Rezian-na muhammed kassimOpen University Malaysia
2013
TABLE OF CONTENTS
1.0 INTRODUCTION.................................................2
1.1..............................................WHAT IS DIVERSITY?2
1.2......................................CHARACTERISTICS OF DIVERSITY4
1.3.............................................ASPECTS OF DIVERSITY6
i. Aspects of Diversity (Visible):......................................................................................... 8ii. Aspects of Diversity (Invisible):.....................................................................................9
2.0 MANAGING DIVERSITY..........................................13
2.1. DIVERSITY MANAGEMENT.........................................132.2 DIVERSITY & INCLUSION AT GOOGLE................................13
3.0 BENEFITS AND CHALLENGES OF MANAGING DIVERSITY...............17
3.1 BENEFITS OF MANAGING DIVERSITY.................................173.2.CHALLENGES OF MANAGING DIVERSITY................................193.3 HOW TO PROMOTE AND SUPPORT DIVERSE WORKFORCE......................213.4 CULTURAL DIVERSITY IN MALAYSIA.................................22
4.0 CASE STUDY..................................................24
A. INTRODUCTION................................................24B. BACKGROUND OF THE COMPANY...................................25C. SYMPTOMS OF THE OB ISSUES...................................29D. CAUSES OF THE OB ISSUE......................................33E. RECOMMENDATIONS.............................................34F. CONCLUSIONS.................................................48G. REFERENCES..................................................50
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APPENDIX........................................................51
DIVERSITY AND INCLUSION QUESTIONNAIRES...............................51
Q1- ORGANISATIONAL BEHAVIOUR ISSUE- DIVERSITY
“Strength lies in differences, not in similarities” ― Stephen R. Covey
1.0 INTRODUCTION
1.1. What is Diversity?
Diversity is generally defined as acknowledging, understanding,
accepting, valuing & celebrating differences among people with
respect to age, class, ethnicity, gender, physical & mental
ability. (Gupta, June, 2013). In other way, diversity also means
the fact or quality of being diverse or difference. In my own
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understanding, diversity means accepting variety; a point or
respect in which things differ. The ways we are different; the
condition of having unique characteristics. The condition of being
diverse: Variety; especially: the inclusion of diverse people (as
people of different races or cultures) in a group or organization.
As mentioned by Mr. Ahmad Atallah, Chairman and Managing Director
of Shell companies in Kuwait; diversity means all the ways they
differ. It include visible differences as well as underlying
differences such as thought, styles, religion, nationality, and
education. (Mr. Ahmad Atallah, 2012)
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1.2. Characteristics of Diversity
The characteristics of diversity can be defined as representing a
multitude of individual differences and similarities that exist
among people. Diversity can encompass many different human
characteristics such as race, age, creed, national origin,
religion, ethnicity, sexual orientation. The characteristics
representing diversity are illustrated in Gardenswartz & Rowe’s
(1994) Four Layers of Diversity Model.
Figure 1 Four Layers of Diversity Model (Rowe, 1994)
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a. The four layers of diversity are:
a. Personality - (Inner Circle)
This is the dimension that constitutes the core model of
diversity and covers all aspects of an individual's
characteristics that could be classified as their "Personal
Style".
b. Internal Dimension
This represents dimensions that may not be easily changed by
individuals and are thus taken into account by the relevant
equal treatment acts and include.
o Gender
o Nationality and ethnicity
o Social Class Background
o Sexual Orientation
o Age
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o Mental and Physical Capability
o Religion / Worldview
c. External Dimension
These dimensions are characterized by their variableness.
Religion and Worldview are exceptions as they sit within both
“internal and external dimensions" for two reasons.
Religion and worldview cannot always be chosen freely
Discrimination as a result thereof is legally forbidden.
These include
o Geographic Location
o Income
o Personal Habits
o Recreational Habits
o Religion/Worldview
o Educational Background
o Work Experience
o Appearance
o Personal Status
o Marital Status.
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d. Organizational Dimensions
The final Dimensional layer of this Diversity Model are
defined as corporate or institutional affiliation. These
include
o Functional Level / Classificationo Work Content / Fieldo Research interest / Field of Studyo Faculty / Centre / Department / Branch of Study / Services
and Facilitieso Work Location / Study Locationo Type of Employmento Duration of Employment / Duration of Studyo
1.3. Aspects of Diversity
Diversity refers to the differences between individuals in an
organization; each and every one of us is unique and special in
various aspects; both visible and invisible. Some people are good
at reading and writing. Other people are talented at art and
music. Some people are good at working with numbers or science.
Others are talented by sharing their creativity. Some people are
faced with additional challenges or disabilities such as
blindness, hearing impairment or other physical disabilities.
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There are many aspects of diversity such as age (generational
differences), gender, economic status, religion, physical attributes, race, education,
disability, marital status, sexual orientation, language, accent, job title, function,
skills and many more.
(Diversity Wheel, n.d.) Figure 2
We can divide these differences into primary and secondary
characteristics of diversity:
a. Primary Characteristics: Age, gender, race, ethnicity,
abilities, and sexual orientation represent primary
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characteristics of diversity which are inborn and cannot be
changed.
b. Secondary Characteristics: Work, background, income, marital
status, military enterprise, religious beliefs, geographic
location, parental status, and education—which can be
changed.
i. Aspects of Diversity (Visible): Age (generational differences)
a. Today’s workforce spans four generations:
Traditionalists (born before 1946); Baby Boomers (born
1946-1964); Generation Xers (born 1965-1981); and
Millennials (Born 1982-2000). (Kate Schaefers, 2010)
b. Mature workers (Traditionalists and Baby Boomers) are
portrayed as loyal and hardworking, but dinosaurs when
it comes to innovation and technology. Younger
employees (Generation Xers and Millennials) are viewed
as innovative, but disrespectful, lazy, and egocentric
(Kate Schaefers, 2010)
c. There are four (4) generations in the workplace with
different:
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- expectations,
- motivations,
- attitudes, and
- Behaviors.
Gender
Gender equality between men, women and trans-gender where all
should be equally given the same career opportunities,
rewards and resources. A social construct that refers to
sociological and psychological sense of self as a male,
female, or Trans. One's gender is comprised of gender roles
that are the socially constructed, culturally specific, and
subjective behaviors and expectations for women (femininity)
and men (masculinity) (gender, 2011)
Religion
Respect other people beliefs, faith and practices such as
Islam, Christianity, Judaism, Atheism, Buddhism, Hinduism,
Shinto and many more.
Physical attributes
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Accept others as they are by not judging on their physical
features or traits like fat, plump, tall, short, small, hair
styles, facial, etc.
Race
A community where people of different ethnic and races living
together in peace and harmony with no racial discrimination
ii. Aspects of Diversity (Invisible): Socio-economic status
Narrowing the gaps between the poor and the rich.
a. Social Class
Social rank in terms of income, wealth, status, and power.
b. Ruling Class
The stratum of people who hold positions of power in major
institutions of the society
c. Owning Class
The stratum of families who own income-producing assets
sufficient to make paid employment unnecessary.
d. Middle Class
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The stratum of families for who the breadwinner's educational
levels and skills brings a higher income and more security
than those of working class
e. Upper-Middle Class
The portion of the middle class with lower and less table
income due to lower-skilled or unstable employment
f. Working Class
The stratum of families whose income depends on hourly wages
for labor
Education
Multicultural with different backgrounds education
environment-Students who interact with diverse students in
classrooms and in the broad campus environment will be more
motivated and better able to participate in a heterogeneous
and complex society (Gurin, 2003)
Skills
Diversity skills are important because we need to have an
ability to speak with people from different backgrounds and
experiences. If we do not have this skill, we would
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accidentally offend people with what we say even if that was
not our intention.
Political Views
Various types of political ideologies that we all keep within
ourselves. To me, everyone should entitled to their own
ideologies and opinions and everyone else should respect
others’ ideologies as well. Democrats have a permissive social
outlook and believe in restricting the financial sector
(through regulation); Republicans essentially believe the
reverse. In their corner, Libertarians would like to end
restrictions across the board, and, down in the lower right,
we have people who prefer that all aspects of life be guided
by some authority: religion, the government, etc.
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Figure 4 Left/Right political framework
Work/Life Experience
Experiential learning gained from both work and life
experiences produces an individual who with maturity in both
spectrums. This level of maturity varies from one person to
another. The diversity in work life experience is contributed
by a vast array of factors, namely skills, expertise and
competencies. The degree and time of exposure to various
stimuli will determine the level to which a person has
matured.
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A typical example of this would be the level of work life
experiences between a fresh graduate and middle or upper
management which is not determined by the mere rank but
instead by the person’s individual work life experiences
gained.
The combination of commitments from individuals’ work and
life can be interesting and useful as it is vary from one
person to another. Diversity in Work-Life experience can be
measure through level of differentiation in skills,
expertise, exposure, and time. One good example for Work/life
experience is the level of expertise and skills between the
newbies (fresh graduates) with the mid-level management and
the senior management at any organization. Thus, there should
be no barrier between the upper/lower management.
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2.0 MANAGING DIVERSITY
2.1. Diversity Management
a. Diversity management has been described as looking at:
- the mind set of an organization;
- the climate of an organization; and
- the different perspectives people bring to an
organization due to race, workplace styles,
disabilities, and other differences (Reichenberg,
2001: 2).
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b. Managing diversity means acknowledging people's
differences and recognizing these differences as
valuable; it enhances good management practices by
preventing discrimination and promoting inclusiveness.
(Managing Diversity in the Workplace, 2013). Managing
diversity also means creating a corporate environment
where women, Blacks, and other non- traditional
employees can flourish. And diversity itself can be a
source of strength (Konrad, 1990).
c. To manage diversity in the workplace, one should
acknowledge individual differences, and recognize it as
something valuable. No discrimination should be allowed,
where companies can put up a policy on discrimination
and create an awareness on importance of diversity at
the workplace by promoting inclusiveness.
2.2 Diversity & Inclusion at Google
a. For example in Google. The way Google manage its
diversity and inclusiveness is very unique. Google has
put Diversity and Inclusion in their company’s policies
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and values where they appreciate all the differences in
their Workforce. They created a Google employee resource
groups (ERGs) for the employees resided all over the
world and from every background which brings unique
experiences and perspectives to their work. ERGs are
grassroots networks of employees with shared values of
supporting diversity and inclusion within their company
and communities. Members can participate in activities
such as education outreach, mentoring, professional
development, community service and social events.
Currently Google has sponsored 18 ERGs around the globe
(Asian Googler Network, Black Googler Network, Filipino
Googler Network, Gayglers, Google American Indian
Network, Google Capability Council, Greyglers, Hispanic
Googler Network, Indus Googler Network, Mosaic - Ann
Arbor, Mosaic - Boston, Mosaic - Buenos Aires, Mosaic -
Chicago, Mosaic - Colorado, Mosaic - Pittsburgh, Mosaic
- San Francisco, Women@Google, Google Veterans Network).
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b. For diversity in Gender, Google has implemented equality
between men, women and trans-gender where groups like
Google@Women and Gayglers: Google's LGBT Network were
formed in order to ensure that their employees are
treated fairly both inside and outside of Google.
c. Google is also supporting people with disabilities and
special needs where they have created The Capability
Council in order to increase the accessibilities of
their products. The Google Accessibility Group and the
Google Capability Council influence the design of Google
products like Gmail, Google Maps, and YouTube. The
YouTube auto-captioning tool now allows all users to
automatically create captions upon viewer request in up
to 50 languages. While captions help the deaf and
hearing impaired, machine translation enables people
around the world to access video content in any of 51
language.
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d. Google has also introduced Global ERG Leadership Awards in
order to reinforce and support employees who have shown
tremendous leadership, passion, and commitment to
diversity. For diversity in its company’s culture,
Googlers celebrating many events like Black History
Month, LGBT Pride, Hispanic Heritage Month, and
Veteran’s Day. In July 2012, Googlers organized an event
at the Google headquarters in Mountain View, CA, where
they celebrated Diversity & Inclusion with good food and
cultural dance performances. (Diversity & Inclusion at
Google, 2013). Fundamentally, embracing and managing
Diversity and Inclusivity at Google can be simplify as
below:
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3.0 BENEFITS AND CHALLENGES OF MANAGING DIVERSITY
3.1 Benefits of Managing Diversityi. A benefit of a diverse workforce is the ability to tap into
the many talents which employees from different backgrounds,
perspectives, abilities and disabilities bring to the
workplace. An impressive example of this is found on the
business cards of employees at one Fortune 100 technology
company. Employees at this company have business cards that
appear normal at first glance. On closer inspection, the
raised Braille characters of employee information are
evident. Many organisations now include braille on their
business cards to show they are conscious of the need to be
inclusive of people who are blind or have low vision.
ii. Diversity and inclusion are crucial in today’s global
marketplace, as companies interact with different cultures
and clients. The payoffs touch every area of the business by
potentially resulting in increased creativity, increased
productivity, new attitudes, new language skills, global
understanding, new processes, and new solutions to difficult
problems. Better agility, better market insight, stronger
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customer and community loyalty, innovation, and improved
employee recruitment and retention. Among the advantages of
diversity in the workplace are:
a. Increased Productivity and drives economic growth.:
Diversity and Inclusion brings in diverse different
talents together working towards a common goal
using different sets of skills that ignites their
loyalty and increases their retention and
productivity
b. Increased creativity and Problem solving: With so many
different and diverse minds coming together many
more solutions will arise as every individual
brings in their way of thinking, operating and
solving problems and decision making
c. Attract and Retain talent that add a competitive edge to any
organization. Feeling included and appreciated
increases loyalty and feeling of belonging.
Language skills pool is increased and propels
organization forward either to compete in the
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International global world or to increase its
diverse customer base
d. Help to build synergy in teams and enhances communication
skills that brings in new attitudes and processes
that profit the whole team
e. Applying the proper diversity and inclusion
management strategies does not only save money on
legal process expenses generated by discrimination
lawsuits but is the right thing to do for the
business. It increases market share and create a satisfied
diverse customer base by relating to people from different
backgrounds. (Andrade, 2013)
f. Diversity in the workplace is necessary as it can
create a competitive economy in a globalized world.
g. Diverse workforce often results in improved decision
making, better understanding of customers’ needs, and
increased flexibility in staffing.
h. Diverse workforce also can reduce company’s expenditure on
recruitment processes and absenteeism
i. Building employee commitment, morale and discretionary effort.
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j. Managing better the impact of globalisation and technological
change.
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3.2 Challenges of Managing Diversity
i. Many business organizations today are experiencing "diversity
exhaustion." This is due to disappointing results from all of
the diversity initiatives and programs that human resources
managers have in place. Dr. Martin Davidson at the University
of Virginia's Darden School of Business (Lankan, 2013)wrote a
book, entitled The End of Diversity as We Know It: Why
Diversity Efforts Fail and How Leveraging Difference Can
Succeed. Davidson emphasizes that many companies have only
focused on attracting and retaining diverse employees and
have not critically examined their organizational culture to
assess their capabilities to leverage that diversity for
learning, innovation and achieving superior results.
a. Language barriers can be dangerous since basic safety information
might not be well understood by different groups of people. A case in
point is a Hilton hotel in Washington, D.C., where
workers speak 36 languages and some can’t speak English
at all. To communicate with his staff, the hotel’s
general manager had to translate five different
languages in a memo and read aloud to workers. During
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meetings, supervisors rely heavily on gesturing, tone of
voice, and the written word to clarify complex thoughts
to non-English-speaking workers.
b. High Cost of Diversity Management: To increase job
satisfaction, workplace diversity management could
sometimes be very costly, when an organisation strives
to effectively manage the diverse workforce, it
undergoes a mandatory diversity training during which
supervisors, employees, and managers receive lessons on
the best way to interact with employees and clients. In
recent times, there are lots of Diversity management
program available where companies could choose from,
taking into account the size of the company and its
employees. Some training programs require a high
travelling and participation cost.
c. Myriad Accommodation: Although the premise of workplace
diversity is mutual respect, making way to accommodate
each diverse worker's request can be burdensome of
employers, which makes it difficult to manage diversity.
Some employee work constraints such as race, religion,
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country of origin and gender can sometimes be
overwhelming if the diversity in the organisation tends
to be so much to the extent that the company has to
employ a fulltime staff to keep track of accommodating
the employee’s needs. For example, some Muslim employees
may decide not to work on Fridays, as it is a special
day for prayers. In such instances employers has to make
provision for someone to take their shift when the need
arises.
d. Challenged with losses in personnel and work productivity due to
prejudice and discrimination and complaints and legal actions against
the organization (Devoe, 1999).
e. Diverse organizations may have difficulty converging meanings,
may find it hard to reach a single agreement, and have difficulty
agreeing on courses of action.
f. Incorporation issues: Social incorporation at the workplace
cannot be influenced to the maximum degree. Forming
exclusive social groups is often a natural process that
cannot be controlled sometimes. Therefore, companies
tend to experience some degree of informal divisions
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amongst their workers thereby creating conditions where
diverse employees avoid having contact with each other
during leisure times and when work is over. Although
this scenario doesn't seem fundamentally wrong, it can
reduce the effectiveness of knowledge sharing amongst
teams and hence decreasing productivity. (Ruth Mayhew
2013)
3.3 How to promote and support Diverse Workforce
i. The study team identified the following factors for best
practices in diversity:
Leadership and management commitment : Senior Management and
Managers can promote diversity in the workplace in a number
of ways:
Focus on bringing in the best talent, not on meeting
numerical goals;
set up mentoring programs among employees of the same and
different races;
hold managers accountable for meeting diversity goals;
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develop career plans for employees as part of performance
reviews;
promote minorities to decision-making positions, not just
staff jobs;
ensure that succession planning helps maintain diversity at
all levels of the organization;
make managers accountable for ensuring diversity in their
divisions or groups; and diversify the company’s board of
director
Have a working knowledge and adhere to Equal Employment
Opportunity (EEO), affirmative action, reasonable
accommodation, sexual harassment and alternative dispute
resolution policies.
Employee involvement
Behave in ways that will actively contribute to theenhancement of a culture in which diversity is valued amongthe people they work with;
Demonstrably value diversity through team building andconsultative processes, and the decisions and actions taken
Draw self and others’ diverse skills and talents to enhancework outputs; not condone or ignore harassing or bullyingbehaviour in the workplace; and conduct in a mannerconsistent with the company’s Values and EmploymentPrinciples, and the Code of Conduct.
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3.4 Cultural Diversity in Malaysiai. In Malaysia; a country which boasts of having a
multicultural; multi-religion and multi-ethnic society,
living in peace and harmony and we see ourselves as Malaysian
anywhere in the world. As Malaysians, we embrace other
people's differences, showing respect and tolerance
throughout the country. If there was any country that has a
diversity of cultures to exhibit to the world, Malaysia would
be an outstanding candidate as diversity enriches our lives.
Much as the biological diversity of an ecosystem increases
its stability and productivity, cultural diversity brings
together the resources and talents of many people for the
benefit of a nation.
Figure 6- Unity in Malaysian context
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ii. According to Dr. Shahren Ahmad Zaidi Adruce (Adruce, 2008) in
the Eighth International Conference on Diversity in Organisations, Communities
and Nations; the racial conflicts of the past have taught
Malaysians a lot about the importance of racial integration
and the need to accommodate diversity. Diversity could be an
asset – but if improperly managed, could also lead to
conflict and disaster.In order to establish a strong and
united nation like Malaysia today, Malaysia has gone through
its difficult phase in 1969, where there was a traumatic
ethnic riots on May 13.It happens due to the constitution
gave Malays permanent spots in the government, made Islam the
national religion, and made Malay the national language. The
government, controlled by the United Malay National
Organization, passed the New Economic Policy, which attempted
to increase economic opportunity for the Malay by
establishing various quotas in their favor. Unsurprisingly,
many Chinese opposed the new arrangement and formed a
significant opposition party. In 1969, after the opposition
party won a significant seats, riots swepts through Kuala
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Lumpur and the country was placed in a state of emergency for
two years. It was a painful moment in the young nation's
history that most Malaysians prefer to forget. Looking back
on the fifty years since Independence, there is no doubt that
Malaysia is a development success story where race and
religion are inextricably linked. Taking everything into
account, Malaysia has chosen an ethnic and cultural diversity
as ways of life - that of unity in diversity and
inclusiveness, while ensuring fairness to all.
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4.0 CASE STUDYQ2- Identify a company (can be your current employer or any company / employer) that is either excellent or poor about the OB issue that you have identified above.
Objective:
The purpose of this assignment is to conduct a reasearch on all
the symptoms and causes of the Diversity Issues in a practical
company. Particularly, the study shed light on the diversity
management issue of a local Telecommunication organization. I have
analysed the diversity management strategies of TIME dotCom on
giving focus between business success and diversity.
A. INTRODUCTION
Diversity and diversity management in multicultural workforce is
increasingly becoming an important issue for the business in the
era of globalization. It affects the productivity and efficiency
of the workforce in general. The term diversity has many
interpretations. Different scholars have defined it in different
way. Cox (2001) defined diversity as the variation of social and
cultural identities among people existing together in a defined
employment or marketing setting while Gupta defined it as
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differences among people with respect to age, class, ethnicity,
gender, physical & mental ability. (Gupta, June, 2013). But what
about Diversity Management, and how does it functions?? Well,
according to a website which I found online recently, diversity
management means acknowledging people's differences and
recognizing these differences as valuable; it enhances good
management practices by preventing discrimination and promoting
inclusiveness. (Managing Diversity in the Workplace, 2013). And
according to Konrad, managing diversity means creating a
corporate environment where women, Blacks, and other non-
traditional employees can flourish. And diversity itself can be
a source of strength.(Konrad, 1990, August 6).
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B. BACKGROUND OF THE COMPANY
TIME dotCom Berhad (TIME) is a data-centric telecommunications and
solutions provider based in Malaysia, with a business reach across
the Asia-Pacific region. With fixed-line telecommunications,
submarine cable and data centre businesses, TIME has been breaking
ground since starting out in 1996.
TIME's core business focuses on providing best-in-class backhaul
and wholesale bandwidth to leading local, regional and global
operators in Malaysia and the Asia-Pacific region. The Group
delivers extensive fibre optic-based telecommunications solutions,
including private leased lines and dedicated Internet services to
large corporations, government organisations and enterprises that
demand state-of-the-art, always-on connectivity.
In Malaysia, TIME has made considerable headway in the consumer
segment, with the country's first 100% fibre-optic broadband
service. With speeds of up to 100Mbps, TIME's service, currently
the fastest in the country, has been effectively supporting some
of the industry's biggest names with innovative solutions.
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TIME's Malaysian business is anchored by its Cross Peninsular
Cable System (CPCS™), a 6,000 kilometer-long advanced fibre optic
network that traverses Thailand through Singapore. Designed as a
fully meshed network, the CPCS™ is the most robust trans-border
terrestrial system ever built. Following extensive upgrades in
2012, TIME is today, the only provider in Malaysia to have a next-
generation, 100% IP|MPLS network.
Regionally, TIME's network extends beyond Malaysian shores via its
investment in the Global Transit Group of Companies (GT). GT's
global footprint includes Singapore, Hong Kong, Japan and the US,
and strategic investments in submarine cable systems. These
include the highly-sought Unity Cable System connecting Japan and
the US, and the Asia-Pacific Gateway (APG), a 10,000 kilometer-
long international fibre optic cable system linking Malaysia to
Japan and South Korea. The APG is expected to be completed at the
end of 2014.
The Group's data centre business is spearheaded by the AIMS Group
of Companies (AIMS), one of the region's most inter-connected
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sites. Located strategically in the Malaysian capital's central
business district, AIMS is an award-winning, carrier-neutral
facility. AIMS is already home to all of Malaysia's
telecommunications providers and approximately 200 service
providers, making AIMS a premier choice for discerning customers.
The industry has recognised TIME's push for service and
technological excellence. In 2012, TIME was accorded the
prestigious Metro Ethernet Forum (MEF) certification, making the
Group one of 47 international firms to win recognition for the
performance, interoperability and reliability of its network.
TIME's compliance with global standards ensures that it is able to
link up to any other telecommunications network in the world.
TIME's domestic fibre optic network, combined with GT's regional
nodes for wholesale bandwidth and ownership in several submarine
cable systems, as well as AIMS' data centre business, offers
customers a complete land and subsea fibre optic network and
value-added services that tap fast-growing ASEAN demand for fast,
reliable bandwidth.
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i. Overview on TIME dotCom’s History
Too often TIME dotCom Bhd had failed to turn things around and
National investment arm Khazanah Nasional Bhd has also been trying
for years to fix the problem at TIME dotCom Bhd. But things have
changed since the new CEO; Afzal Abdul Rahim and his team took
over the business in 2008. Afzal was given only three months to
come up with a turnaround plan and he made it. The plan was
divided into four sections: a business plan, turnaround
initiatives, divisional initiatives and quick win labs.
During his first three months, Afzal flattened the organisational
structure. Twenty-three of TIME dotCom Bhd’s senior executives
have left the company – via a voluntary separation scheme,
resignations or unrenewed contracts. A cost reduction initiative
was put in place and TIME dotCom Bhd has moved from its Jalan Tun
Razak office to its current premises in Glenmarie in Shah Alam.
Within the first 115 days in office, Afzal had identified TIME
dotCom Bhd’s weak links – a weak brand, drain on human capital, a
lethargic work culture, poor financial planning and disengaged
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BMOB5103 – ORGANISATIONAL BEHAVIOUR
sales force. To address that, he has put in place a total overhaul
plan. Within a few months he successfully turned around the
company and set it on a new direction of growth.
In 2010, TIME dotCom has successfully made a significant progress
where they have met all their business goals. Over the course of
the year, TIME became a financially healthy company by
demonstrating consistent EBITDA growth and strong operating cash
flow. Operational efficiencies were further strengthened with
their customers as their primary focus.
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BMOB5103 – ORGANISATIONAL BEHAVIOUR
ii. All in all dotCom is: TIME dotCom is the 2nd largest and fast growing fixed Line
Telecommunications network and solutions provider in Malaysia
TIME dotCom has been listed on the main board of Bursa
Malaysia since 2001
TIME dotCom business is built on its advanced fibre optic
network- CPCS
iii. dotCom is aiming to be an Employer of Choice throughits People Division
They believe that their employees, whether present or future
are their most important asset in achieving and realizing
their visions and goals for the company
They have the means, assets and facilities to make their
organisation the ‘ideal’ place to be, and they take this very
seriously
To be known as a great organisation, or the organisation of
choice, they need a platform that recognises their efforts.
Hence, Human Resources Excellence Awards 2013 is the best
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BMOB5103 – ORGANISATIONAL BEHAVIOUR
platform for them to gauge their efforts within the industry.
Recently, they have won awards for the Excellence in
Compensation and Benefits Strategy, Excellence in Employee
Engagement, Excellence in Work-Life Balance and also
Excellence in Recruitment and Retention.
C) SYMPTOMS OF THE OB ISSUES
TIME dotCom wanted a diversity strategy that made a clear link
between business success and Culture. This was led by a CIC
(Culture and Internal Communications) steering group and delivered
by the organisation with People Division (HR) providing
coordination and ‘thought leadership’.
i. Defining and inculcating a desired culture at time dotcom.
Organizational Culture – A Definition
Culture is the environment that surrounds you at work all of the
time. Culture is a powerful element that shapes your work
enjoyment, your work relationships, and your work processes. But,
culture is something that you cannot actually see, except through
its physical manifestations in your work place. In many ways,
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culture is like a personality. In a person, the personality is
made up of the values, beliefs, underlying assumptions, interests,
experiences, upbringing, and habits that create a person’s
behavior.Culture is made up of the values, beliefs, underlying
assumptions, attitudes, and behaviors shared by a group of people.
Culture is the behavior that results when a group arrives at a set
of - generally unspoken and unwritten - rules for working together
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About dotCom Berhad (Time):
TIME dotCom Berhad (TIME) is the second-largest but fastest
growing fixed-line telecommunications network and solutions
provider in Malaysia. TIME has been listed on the main board of
Bursa Malaysia since 2001. The Group underwent a management change
in October 2008 and has since completed its business turnaround,
recording strong quarterly profits since mid-2009.
Despite the improvements in financial profits, TIME still carries
its stigma from the past where the Company has often been
associated with being passive and lethargic in terms of working
culture. Despite the many (turnaround) initiatives to revive the
values and culture at TIME, the impact and result hasn’t been
significant, nor enough to engage and inspire the employees to
move as aggressively.
Rationale:
In 2009, the Company embarked on a series of initiatives to
inculcate the Five (05) Core Values (Bold, Quick, Creative, Focused and Fun)
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as part of its turnaround exercise. This was then followed by The
People Manifesto in 2010 and the Brand Promise later that same
year. TIME introduced these measures as a means to develop a
corporate culture that would provide a competitive edge above all
its competitors both locally as well as globally
.
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ii. Core values:
Bold
- Courageous, challenge conventional rules.
- Daring (dare to be different, dare to take
risks, dare to make a point).
- Confident but not arrogant.
- Energetic and full of life.
Creative
- Resourceful and highly competent.
- Does things new to organization, improves
performance by doing something new, meaningful
and different.
- Does things that are unique or leading edge
Focused
- Obsess at achieving business objectives.
- Be meaningful rather than procedural.
- Know what she/he wants and how to get there.
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Quick
- Decisive, fast respond and adaptive.
- Intuitive.
- Able to anticipate needs, contingencies.
- Design solutions based on real customer
needs.
Fun
- Present in all that we do
- (We) don’t take ourselves too seriously.
- Reflected in the way we communicate with our
customers and the manner we interact with each
other.
- Boring is NEVER in our game
iii. Brand promise
The three (3) elements within the Brand Promise of Pushing
Performance are:
Can-do attitude
Challenger
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D) CAUSES OF THE OB ISSUE
TIME has seen a shift in the racial make-up of its employees with
a slight shift in racial composition. The ratio of Malay employees
has declined slightly while the ratio of Chinese and Indian
employees has gradually been increasing. It was initially thought
that this was a cause for concern among employees. However, upon
further investigations, it was found that Management Style was of
greater influence to the performance and productivity of TIME
employees.
Henceforth, the newly defined culture are all inclusive of the 5
Core Values, the Brand Promise as well as the People Manifesto. Through an EGM
held on the 23 November 2011, TIME was given the go ahead from its
shareholders to acquire three (3) companies - Global Transit Ltd.
(GTL), Global Transit Communications Sdn. Bhd. (GTC) and AIMS Data
Centre Sdn. Bhd. (AIMS). In order to be ever more competitive,
TIME has to develop its staff to be top notch performers with a
strong corporate culture which encapsulates the core values, brand
promise and is aligned to the people manifesto. As such, a strong
corporate culture was introduced at TIME. Unfortunately, the
prevalent culture lacks a unified definition among all employees,
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BMOB5103 – ORGANISATIONAL BEHAVIOUR
especially Senior Management. Hence, having a unified definition
of the culture which is developed by the senior management of the
organisation is paramount given that Culture Inculcation is a Top
Down initiative. An external consultant was hired to facilitate 2
sessions on a unified definition of the Corporate Culture at TIME
based on the Core Values, Brand Promise and People Manifesto.
o Management (EXCO) off-site session
o Senior Management off-site session
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E) RECOMMENDATIONSi. Cultural Diversity and Inclusive through Culture & Internal
Communications- Strategies and Planning
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ii. There are four main areas of focus:
Top down messages
Bottom up messages
External communication
Core values roll out
- Single window of
communication within the
company
- To drive the cultural shift
Deliverables:
Roll out the core values
Cultural shift agent
Goals:
To ensure that all employees within the organisation have
access to all the information they require to make informed
decisions and maximise their output.
To foster engagement while helping employees understand the
company’s business objectives and how they fit into them.
Objectives:
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Create a workplace where all employees are informed and
working toward the same goals through clear direction for
everyday activity
Create a common vision and reduce the capacity for
workplace conflict by reducing ambiguity of messages or
ideas
Encourage a sense of belonging to the whole by feeling
privy to what is going on.
Enable all employees to be able to articulate the business’
mission, values, and goals and support those business
objectives.
Empower employees to make better and more informed daily
decisions that are aligned with meeting long-term business
objectives.
iii. TIME Employees’ Demographics Research 2011
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The average age of their employees is 36.2 and the average
length of service is 7.3.
Of the 648 employees, 66 are in their regional offices.
The internal communication strategies were designed based on
their employees demographics data in order to make the
messages easily available and understood by all
The demographics are also used to determine the media that
they are going to utilize to convey the message.
iv. Internal communication strategies – top down
Strategy Intended Results Implementation Plan Frequency Media
1 Message from the CEO
“The CEO pens…”
Clarity ofdirection and tokeep employeesup to date oncompany’s
CEO to write and emailbrief messages at the endof each month to allemployees. Subsequently,these messages will be
Monthly Emailand Intranet
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progress uploaded on the E-stationunder “CEO pens….
2 Townhall sessions
Clarity of direction and tokeep employees up to date on company’s progress
Quarterly
Meeting
3
Disseminationof information arising from the Management Meeting
All senior management decisions are communicated effectively to staff.
Coordinate with the CEO’soffice on the disseminationof non-classifiedinformation arising fromthe weekly EXCO meetings.
Weekly Email
4Relevant Board decisions
All Board’s decisions are communicated effectively to staff
Coordinate with the L&SDivision on thedissemination of non-classified informationarising from the Boardmeetings.
As and when theBoard meets
v. Internal communication strategies – bottom-up
Strategy Intended Results Implementation Plan Frequency Media
5 Project Updates
To keepemployees up todate oncompany’sprogress
Establish a key contactat each division andthese contacts willupdate the InternalCommunication dept on theproject progress.
MonthlyEmail and Intranet
6 Get to knowthemanagement
To close the gapbetween themanagement and
Each Head of Divisionwill host an open “tehtarik” session so that
Monthly Informalmeetings/TT
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sessions the staffstaff will get to knowthem better and voice outproblems
sessions
vi. Internal communication strategies – external communication
Strategy Intended Results Implementation Plan Frequen
cy Media
6
News on TdC –e.g. Sales closed, projects completed, current promotions, product launches
To keep employees up to date on company’s progress
Work closely with theCorporate CommunicationDept. to ensure TdC relatednews is broadcast to allemployees prior to orconcurrently with theofficial news release onexternal media.
Daily Intranet
7News on the competitors and industry
To keep employees up to date with news on competitors and industry
Upload current news oncompetitors and industry onthe intranet on dailybasis.
Daily Intranet
8.
Staff news - current
To boost employees’ morale
Weekly Intranet
vii. Media
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E-Station – A face-lift is in the works and feature more newson the company and competitors, staff and what’s going on in the company.
Reduced E-mail messages and E-Station will be used primarily for the staff to get information
Cartoons are used to convey messages especially on leadershipand core values.
Objectives:
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- To internalize the core values among the employees- To align the behaviors with the core values- To create a culture in which the core values truly live in
the organization.- To prepare our employees for the rebranding.-
viii. Core values rolled-out in 2011 Phase 1
Strategy Intended Results Media
1 Identification of the behaviors associated with thecore values (Employees’ level)
Establishment of key behaviors that are associated with the core values. To ascertain what the core values mean to different divisions
Focus groups
2 Development of corevalues booklets
All employees are aware of the company’s core values and the behaviors associated with the them
Comic book/illustrations
3 Identification of Change Agents/Facilitators
Implementation of the roll out program
Phase 2
Strategy Intended Results Media
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1 Full and Active Executive Support for Successful Strategic Planning
Commitment from the Management and forthe Management to” walk the talk”
Workshops
2 Establishment of Expected Behaviors and Actions
Establishments of actionable behaviorsand performance results.
Workshops
3 Establishment of Implementation and Control Plans
Workshops
4 Effective Communication and Dissemination of Expectations
A powerful and compelling communications campaign to disseminatethe management’s expectations
Workshops
5 Train the Trainer Program A group of passionate and talented individuals trained to communicate, disseminate and review the results of the roll out programs.
Workshops
Phase 3
Strategy Intended Results Media
1 Company-wide rollout
Alignment of core values Workshops
2 Measurement of the effectiveness
Survey
3 Reinforcement programs/activities
Continuous alignments over the second half of theyear.
ix. Results
After they have successfully inculcated the Cultural Diversity, the results is very impressive:
Core Values
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Attrition rate for employee voluntarily resigned is reducing
from 22.60 % in 2009 to 13.7% in 2012.
62
1 2 3 4 50%
5%
10%
15%
20%
25%
20.00%
22.60%
13.40%11.50%
13.70%
Series1
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65
Male412, 66%
Female
217, 34%
Gender
Male412, 66%
Female
217, 34%
Gender
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F. CONCLUSIONS
Company : TIME Dotcom Berhad
No of Employees : 827 employees
Primary Business : A data-centric telecommunications and solutions provider
Title of Initiatives : Workplace diversity & Equality and inclusiveness
Specific grounds : Cultural, Gender, Work-Life balance
Initiatives taken :
1. Provide flexibility for supporting employees to balance Work-
Life responsibilities- Telecommuting & Flexible Work Hours
2. Increasing the recruitment and retention of employees from
culturally and linguistically diverse background
3. Ensure selection processes that involve Indigenous applicants
and members of ethnic or other diversity groups are fair and
those involved in interviewing are sensitive to cultural
issues.
Time DotCom is the 2nd largest and fast growing fixed Line
Telecommunications network and solutions provider in Malaysia.
Today, Time DotCom is confident of its ability to communicate to a
diverse and multicultural Malaysians because they have
successfully turn around the company within less than a year. As a
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result of the Turnaround and Cultural Transformation Programme
recently, TIME has managed to emerge their 5 Core Values and
People Manifesto, Launched Brand Promised Internally & Externally
and designed initiatives that would authentically cascade the Core
Values & Brand together with institutionalization of the People
Manifesto as a Value Add to People policies. At the heart of TIME
today is a philosophy called Equality and inclusiveness, which
represents TIME’s thinking about equality and diversity developed
in the last 3 years. During this time, TIME dotCom has been
convinced of the business benefits of a diverse workforce and
diverse audiences, and has integrated an understanding of
inclusion throughout the company, from employment policies to
product development and customer service. Equality and
inclusiveness is research driven, influenced by future gazing and
underpinned by sophisticated demographic analysis, enabling TIME
to collect data about changes in its workforce composition and
customer base.
Results Reviews and Recommendation :
As a result of its diversity initiative, the awareness and
commitment of TIME dotCom employees has been enhanced
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significantly.
a. There is a major improvement in the company’s attrition rate as it has been
reduced from 22.6% in 2009 to 13.7% in 2012.
b. TIME has managed to increase its Employee Survey Index (ESI) from 71.4% in
2009 to 75.9% in 2012
c. On the recent survey that was done recently, 84% of the TIME dotCom’s
employees have agreed TIME dotCom has an excellent future.
d. On the cultural impact, 80% of the employees believed and passionate about The
Brand Promise which is “Pushing Performance”
e. Results have also shown that the percentage of Female employees has been
increased from 32% in 2011 to 34% in 2012; while the Male employees is reduced
by 2%.
f. In their overall performance, its total revenue gained has been the most
remarkable and significant success as they have managed to gain profits for the
3rd year in a row; which is from RM 313.9 million to RM 419.1million in 2012.
g. Human Resources Excellence Awards 2013 is the best platform for them to gauge
their efforts within the industry. Recently, they have won awards for the Excellence in
Compensation and Benefits Strategy, Excellence in Employee Engagement,
Excellence in Work-Life Balance and also Excellence in Recruitment and
Retention.
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G. REFERENCES1. Adruce, D. S. (2008). Diversity and Integration in Malaysian
Organizations: A Review. Eighth International Conference on Diversity in Organisations, Communities and Nations. Montréal, Canada.
2. Andrade, S. (2013, November). 6 advantages of Workplace Diversity. Retrieved from http://saharconsulting.wordpress.com/: http://saharconsulting.wordpress.com/2010/03/26/6-advantages-of-workplace-diversity/
3. Diversity & Inclusion at Google. (2013, Nov). Retrieved from Diversity: http://www.google.com/diversity/index.htm
4. Diversity Wheel. (n.d.). Retrieved from http://www.stclaircounty.org/: http://www.stclaircounty.org/offices/hr/Diversity.aspx
5. gender. (2011, September 10). Retrieved from http://www.sco.uncc.edu: http://www.sco.uncc.edu/gswa/diversity/gender.html
6. Gupta, R. S. (June, 2013, June). Workforce Diversity and Organizational Performance. International Journal of Business and Management Invention, Volume 2 Issue 6, 36-41. Retrieved from www.ijbmi.org
7. Gurin, P. (2003). BENEFITS OF DIVERSITY IN EDUCATION.
8. Kate Schaefers, P. L. (2010, Aug 30). Age Diversity in the Workplace.Retrieved Oct 21, 2013, from http://www.careerthoughtleaders.com: http://www.careerthoughtleaders.com/blog/age-diversity-in-the-workplace/
9. Konrad, W. (1990, August 6). Welcome to the woman-friendly company. Business Week, 48-55.
10. Lankan, M. (2013). Diversity Is Not Just a Human Resources Function Anymore. Diverse Issues in Higher Education 2013.
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11. Managing Diversity in the Workplace. (2013, November). Retrievedfrom http://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/chapter-12-managing-diversity-in-the-workplace/#681: http://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/chapter-12-managing-diversity-in-the-workplace/#681
12. Mr. Ahmad Atallah, C. a. (2012, September). Empowering women leadership in the oil and gas. Retrieved from www.shell.com/kwt:http://www.shell.com/kwt/aboutshell/media-centre/news-and-media-releases/2012/empowering-women-leadership-in-the-oil-and-gas.html
13. Rowe, G. &. (1994). Four Layers of Diversity Mode.
14. Vickers-Willis, T. (2013, November). Managing Workforce Diversity-Diversity between some Asian Countries. Retrieved from http://www.vwcorp.com.au/html/informationresources.htm.
APPENDIXDiversity and inclusion questionnaires
1. Have you ever experienced a conflict(s) caused by cultural or demographic diversity in your company?
1) yes [ X ]
2) no ->please proceed to question 5 [ ]
2. If yes, what were the sources of conflicts that took place in the company?
(Please mark ‘x’ after the appropriate option, maximum 3).
No.
Sources:
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Employees’ gender X
Employees’ age X
Disability
Nationality of origin
Education level
Values and beliefs X
Language
Problems in communication
X
Other reason (Such as?) ……
3. Choose the most often types of conflicts in the company that you are currently working at.
(Please mark ‘x’ after the appropriate option, maximum 3)
No Types of conflicts: 1 Concerning reward types (salaries,
bonuses, etc.)
2 Based on social hierarchy X3 Between the management and the
employees
4 Due to incorrect company’s information system
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5 Due to insufficient knowledge of labour legislation
6 Due to incorrect personnel policy 7 Due to employee’s cultural variety X 8 Other (such as?) ……………………
4. How often did any of the following forms of conflicts occur in the company?
No. Forms of conflicts: Often Rarely Never
1. Pranks, ‘innocent’ jokes 3 21
2. Uncomfortable argument 3 2 1
4. Verbal conflicts which required employer’s intervention 3 2 1
5. Development of hostile attitudes among the employees 3 21
6. Launching an official complaint 3 21
7. Elements of physical violence among the employees 32 1
7. Conflicts that had to be settled (legally) 32 1
8. Other form (such as?)……………………………................……………. 32 1
5. Does the company have a policy based on cultural diversity?
a) Yes 74
BMOB5103 – ORGANISATIONAL BEHAVIOUR
b) No
6. What types of actions are taken in your company in order to remedy conflict situations?
(Please mark ‘x’ after the appropriate option, maximum 3).
No Ways of remedying conflicts:
1.1
Such situations tend to disappear naturally
2.If one party feels offended it informs about it and then both parties seek a compromise
X
3.If one party feels offended it informs about it and then both parties seek a compromise
4.Co-workers usually put pressure on both parties in order to find a solution as quickly as possible
5.It is manager’s duty to help resolve the issue
X
6.Identify the source of the conflict X7.Usually managers put pressure on both to help
solve conflict8.It happens that there is no solution. One of
the parties has to leave
7. Have you ever been personally involved in any conflict that wasbased on cultural diversity at your work place?
a) Yes b) No X
8. Does the company provide all employees with equal access to trainings?
a) Yes Xb) No
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BMOB5103 – ORGANISATIONAL BEHAVIOUR
9. Does your employer facilitate development of work qualifications?
a) Yes Xb) No
10. Does the company that you are currently working at supports the employees in terms of combining professional life with family one?
a) Yes Xb) No
11. If yes, please specify organizational solutions that are in favour of it.
(Please mark ‘x’ after the appropriate option, maximum 3).
No. Type of solutions:
1. Work Life Balance X
2. Flexible time X
3. Maternity and paternity leave X
4. Recognition of “official/statutory holidays” X
5. Home support services
6. Social gatherings
7. Other (such as?).
12. Does the company that you are currently working at conduct anyactions which aim is protecting the worker? (Please mark ‘x’ after the appropriate option)
No. Type of action:
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BMOB5103 – ORGANISATIONAL BEHAVIOUR
2. Protecting the worker against layoffs
3. Protecting the worker against gender discrimination
4. Protecting the worker against racial discrimination
5. Other (Such as?) ………………………………………………
13. Do you feel like an appreciated worker in the company that youare currently working at?
a) Yes Xb) No
14. Do you feel that you utilize your full potential in the company that you are currently working at?
a) Yes Xb) No
15. If you would receive an attractive job offer from other company, would you stay in your current place of work?
1) Definitely yes 2) Rather yes 3) Hard to say X4) Rather not 5) Definitely not
STATISTICAL DATA
MP1. Your gender:
a) Female b) Male X
MP2. Your age:
1) 25 years or less 2) From 26 to 35 years
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3) From 36 to 45 years X4) From 46 to 55 years 5) 56 years or more
MP3. Your education level:
1) Higher X2) Secondary 3) Vocational education 4) Elementary 5) Other (such as?)
MP4. Your marital status:
1) Not married (Miss/Mr) 2) Married (Mrs/Mr) X3) Divorced 4) Widow/Widower 5) Domestic partnership
MP5. Do you have children?
1) Yes X2) No
MP6. Work experience
1) 5 years or less 2) From 6 to 10 years 3) From 11 to 15 years 4) 16 years and more X
Theoretical Questions
1. Provide the mission statement with value on diversity. How has yourexperience and background prepared you to be effective in this
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environment with this diversity value/initiative?
Equal and inclusive opportunities for all
2. What do you see as the most challenging aspect of a diverse workingenvironment?
What steps have you taken to meet this challenge?
Getting staff of different racial backgrounds to be closer beyond merely a professional capacity. This is important for great teamwork
3. What kinds of experiences have you had working with others with different backgrounds than your own?
Learn new things about different cultures, religions and beliefs
4. Tell me about a time you had to alter your work style to meet a diversity need or challenge?
I had to think of a creative approach to plan a core valuesinculcation programme. This included a paintball challenge, a gokarting event and an off-road treasure hunt challenge, just tocater to the demands of the Gen-Y staff. Obviously some of the morematured staff didn’t completely agree with the plans at first, butwith some coercing, in the end the whole programme was a success.In fact staff are now looking forward to even more such programmesin the future.
5. How have you handled when a colleague was not accepting of others’ diversity?
The most important element when dealing with such situations isunderstanding. Ensure both (or all) parties understand each other’sneeds, wants, desires, expectations etc. and the job is more thanhalf done. After that, all it takes is creative negotiations. Inthe most extreme case, (which I haven’t personally had to handle)the best alternative is to ask one party to leave. This party
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should be the one who causes the most disruption. These troublemakers are like a cancer and should be removed to prevent even morewidespread of a negative influence which can potentially destroythe serene eco system of the organization.
6. What does it mean to have a commitment to diversity and how would you develop and apply your commitment at this company?
Ensure inclusiveness in all dealings. Strike the best compromiseand ensure open and frank communications to all personnel. Its alsoimportant to highlight differences about cultural and/or religiousrequirements. (Eg. Christmas and Lion Dance are culturalcelebrations)
7. What was/is the diversity value at your current/former employer? What impact did you make on this value?
Equality and inclusiveness
8. What efforts have you made, or been involved with, to foster diversity competence and understanding?
Ensure the cultural differences are as clearly communicated upfront aspossible. Its always better to inform of the diversity and differences(or required interventions) beforehand than trying to explain yourselfafterwards. A reactive approach to communications should always beavoided as this is usually seen as an afterthought and not preplannedwith all parties in mind
9. What have you done to further your knowledge about diversity? Have you included diversity in your professional development? How have you demonstrated what you have learned?
Learn about others. You don’t have to be an anthropologist, but at least show that you know a little bit more about others.
10. What kind of leadership efforts would you make to ensure a commitment to the diversity initiative or value?
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Leadership by example. Show you respect others. But don’t overdothings else one party will feel shortchanged. Striking a goodbalance comes with experience. Try and be seen trying..
11. What strategies have you used to address diversity challenges?What were the positives and negatives?
By understanding that the Lion Dance is a Cultural event and not areligious one, of other religions in the company were more acceptingof the event. The Chinese were also thrilled that a company which isnot predominantly Chinese can accommodate such a celebration.
(Diversity, 2013)
http://www.shrm.org/TemplatesTools/Samples/InterviewQuestions/Pages/Diversity.aspx
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