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Lecture Managing diversity: Chapter 12 - Glenda Strachan, Erica French, John Burgess

After completing this chapter, students will be able to: Describe the nature of a transportation problem, solve transportation problems manually and interpret the results, set up transportation problems in the general linear programming format, interpret computer solutions. | Chapter 12 Ethnicity, power and culture at work Loong Wong Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 12- ‘Fit’ versus ‘cultural fit’ ‘Fit’ has become a tool associated with an organisation’s value system or workplace culture. ‘Cultural fit’ is broader in scope encompassing a multitude of meanings but generally encompassing both a personal and social component. Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 12- Recruitment and ‘cultural fit’ The notion of ‘cultural fit’ arises when the issue of ethnicity and race of candidates intrudes into the discussion. Knowledge of English may be insufficient. Candidates may be judged not just on the standard of their spoken English or their merit for the position, but also on their knowledge of workplace culture. Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and | Chapter 12 Ethnicity, power and culture at work Loong Wong Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 12- ‘Fit’ versus ‘cultural fit’ ‘Fit’ has become a tool associated with an organisation’s value system or workplace culture. ‘Cultural fit’ is broader in scope encompassing a multitude of meanings but generally encompassing both a personal and social component. Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 12- Recruitment and ‘cultural fit’ The notion of ‘cultural fit’ arises when the issue of ethnicity and race of candidates intrudes into the discussion. Knowledge of English may be insufficient. Candidates may be judged not just on the standard of their spoken English or their merit for the position, but also on their knowledge of workplace culture. Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 12- Workplace discourses in recruitment The institutional – reflects workplace and organisation culture The professional – includes technical expertise and language of the profession The personal – includes small talk, jokes, etc. Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 12- Recruitment and MD Recruiters have expectations of how candidates will conduct themselves and these expectations are revealed in informal ‘backstage’ comments. Often deemed lacking is small talk; particularly with Asian candidates. The use of small talk for recruiters signals an easy-going personality. Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 12- Recruitment and MD (cont.) Recruiters rarely listen to candidates at the interview but judge body language instead. Non-verbals as opposed to verbals are seen as more important. The .