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Chapter 1 Notes

by: Carly Kennedy

Chapter 1 Notes COM 315

Carly Kennedy
GPA 3.74

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For all of the peeps who can't type as furiously fast as i can
Communication in the Workplace
Jennifer Scarduzio
Class Notes
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This 4 page Class Notes was uploaded by Carly Kennedy on Wednesday February 3, 2016. The Class Notes belongs to COM 315 at University of Kentucky taught by Jennifer Scarduzio in Winter 2016. Since its upload, it has received 16 views. For similar materials see Communication in the Workplace in Communication at University of Kentucky.


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Date Created: 02/03/16
How to Become a Good Business The Challenge of Managing Diversity in a Global Context Manager? Successful management of an increasingly According to the Chinese tradition, there are four classes in society: diverse workforce is among them ost important global Chapter 1 challenges. Due to : Introductiona nd ConceptualF ramework •Today’s global economy; COM 315– Dr. Scarduzio •Global demographic trends; and •Growing demand for equal rights for disenfranchisedw orkers and for other A good manager needs to combine: groups such as older workers, workers with •the respect for basic human needs of the farmers; disabilities and sexual orientation •the creativity and strive for excellence of the artisans; minorities. •the vision and ethics of the scholars, and •the drive to make a profit of thmee rchants © 2014S AGE Publications,I nc. © 2014S AGE Publications,I nc. © 2014S AGE Publications,I nc. Types of Companies Types of Companies Types of Companies • International Corporations • Multinational Corporations • Global Companies • Headquarters are located in one country with operations in one or more other • The central corporate office still has the cisaikoinng power, but each • Headquarters may be located in a specific geographic region, but are led by a team countries national or regional operation has some autonomy in business decisions. composed of managers across the globe jointly making major business decisions. • Strategy is based on transferring and adapting the parent company’s knowledge • These companies develop strategic capabilities that allow them to be very sensi• Driven by their need for global efficiency and typically treat the world market as or expertise to foreign markets, while retaining in.luence and control and responsive to differences in national environmendo rtldh.e an integrated whole. • Characterized by an organizational culture that is primarily influenced by the • The company’s culture is less unified and rigid, as compared to that of internati• The corporate culture in this type of company is not dominated by any one home country, particularly regarding human resource management. companies, and less dominated by one national culture. national culture. Therea re few overarching univerpsoalli cies. 1 Global Legislative and Public Policy Tensions P osed by Global Global Demographic Trends Trends Workforce Trends • Global demographic trendsi nclude: oIncreased immigration and worker migration •Most democratic as well as quite a few non - oMore women in the workforce democratic countries have instituted legislation oGreater economic disparity banning job discrimination against women and members of minority groups. •Some countries actively recruit women and minorities for open positions © 2014S AGE Publications,I nc. © 2014S AGE Publications,I nc. © 2014S AGE Publications,I nc. The Challenge of Managing Diversity Exclusion in a Global Context Diversity and Exclusion: A Critical Workforce Problem •The experience of social exclusion transcends national boundaries. •Around the world people are excluded from: Companies have problems integrating and utilizing a heterogeneous •Job opportunities •Information networks workforce at all levels of the •Team membership organization •Decision making processes © 2014S AGE Publications,I nc. © 2014S AGE Publications,I nc. © 2014S AGE Publications,I nc. 2 The Inclusive Workplace The Challenge The Inclusive Workplace Model Micro Creating comprehensivework environment •Values and utilizes individual and i-nter group differences within its workforce that: vwelcomes diversity •Cooperates with, and contributes to, its vis inclusive of those who are different from the surrounding community ‘main stream’ •Alleviates the needs of disadvantaged vallows individuals to utilize their talents in a groups in its wider environment mutually satisfactory way •Collaborates with individuals, groups, and organizations across national and cultural Macro boundaries © 2014S AGE Publications,I nc. © 2014S AGE Publications,I nc. © 2014S AGE Publications,I nc. Conceptual Framework and Conceptual Framework and Course Goals and Logistics Organization of the Course Organization of the Course Macro Dimensions Micro/MezzoDimensions Practice Applications Part I Part II Part III Legislation Individual and group aspects Diversity management of diversity paradigms Demographic trends Theoreticalexplanations of The e orkplace model intergroup relations Public policy Culture and communication Practical tools for implementing the model Global Economy Interpersonal cros-sculCases for discussion relations in the workplace © 2014S AGE Publications,I nc. © 2014S AGE Publications,I nc. © 2014S AGE Publications,I nc. 3 Course Goals Course Goals (Cont.) To explore and develop understanding on: To develop understanding and skills in: • Communication and interpersonal • Key trends impacting the workforce in relationships in the global workplace various regions and globally • Conceptualizing diversitgyl obally • Working with corporations, labor leaders & governments to create a • Tensions posed by thtere sed s more inclusive workplace • Diversity legislation and social policy around the world • Implementing the inclusive workplace model © 2014S AGE Publications,I nc. © 2014S AGE Publications,I nc. 4


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