Менеджеры и менеджмент (Executives and Management) - 42 стр.

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are important for the people in pioneering roles. Finally, managers should not de-emphasize affirmative action
programs, because these are critical for giving minorities and women access to jobs in the organization.
Once managers accept the need for a program to develop a truly diverse workplace, action can begin. A
program to implement such a change involves three major steps: (1) building a corporate culture that values di-
versity; (2) changing structures, policies, and systems to support diversity; and (3) providing diversity aware-
ness training. For each of these efforts to succeed, top management support is critical, as well as holding all
managerial ranks accountable for increasing diversity.
CHANGING THE CORPORATE CULTURE
For the most part, today's corporate cultures reflect the white male model of doing business. These cultures
are not conducive to including women and minorities in important decision-making processes or enabling them
to go high in the corporate hierarchy. The result of this mismatch between the dominant culture and the grow-
ing employee population of minorities and women is that many employees' talents will be underutilized, and the
corporation will be less competitive.
Chapters 3 and 12 describe approaches for changing corporate culture. Managers can start by actively using
symbols for the new values, such as encouraging and celebrating the promotion of minorities. To promote posi-
tive change, executives must change their own assumptions and recognize that employee diversity is real, is
good, and must be valued. Executives must lead the way in changing from a white male monoculture to a mul-
ticulture in which differences among people are valued.
To accomplish this, managers must be willing to examine the unwritten rules and assumptions. What are
the myths about minorities? What are the values that exemplify the existing culture? Are unwritten rules com-
municated from one person to another in a way that excludes women and minorities? For example, many men
may not discuss unwritten rules with women and minorities because they assume everyone is aware of them
and they do not want to seem patronizing.
Companies are addressing the issue of changing culture in a variety of ways. Some are using surveys, in-
terviews, and focus groups to identify how the cultural values affect minorities and women. Others have set up
structured networks of people of color, women, and other minority groups to explore the issues they face in the
workplace and to recommend changes to senior management. Corning, Inc., appointed a task force to tackle the
problem of how to recruit, retain, and develop talented minority workers.
To accomplish this, managers must be willing to examine the unwritten rules and assumptions. What are
the myths about minorities? What are the values that exemplify the existing culture'? Are unwritten rules com-
municated from one person to another in a way that excludes women and minorities? For example, many men
may not discuss unwritten rules with women and minorities because they assume everyone is aware of them
and they do not want to seem patronizing.
Companies are addressing the issue of changing culture in a variety of ways. Some are using surveys, in-
terviews, and focus groups to identify how the cultural values affect minorities and women. Others have set up
structured networks of people of color, women, and other minority groups to explore the issues they face in the
workplace and to recommend changes to senior management. Corning, Inc., appointed a task force to tackle the
problem of how to recruit, retain, and develop talented minority workers.
T a s k 12. Before you read discuss these questions.
1. What impact are developments in information technology having on the way companies are organized,
e.g. the use of video conferencing, which means people need to travel less'? 2. How has the Internet changed
the way you work or study?

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