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

Chapter 12 - Ethnicity, power and culture at work. The following will be discussed in this chapter: ‘Fit’ versus ‘cultural fit’, recruitment and ‘cultural fit’, workplace discourses in recruitment, recruitment and MD, recruitment and ‘cultural fit’. | 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 .

• Quản trị kinh doanh
• Cultural fit
• Managing diversity in Australia
• Managing diversity
• Diversity in the workplace
• Personnel management
• Lecture Managing diversity in Australia
• Coherent method to fit cultural anthropology
• Cultural anthropology
• Fertility study
• Demographic transition theory
• Phases of Demographic Transition Theory
• Organizational cultural values
• Employee culture fit
• Saudi banking sector
• Strong organizational culture
• Employees engagement on Performance excellence
• Managing cultural diversity
• Diversity within organisations
• Managing young workers
• Managing the ageing workforce
• Workforce diversity
• Australian Public Service
• Mapping equity
• Women in male dominated industries
• Trade unions
• Social justice
• Complexity of disability
• Family policies
• Employing indigenous Australians
• Women in management
• Workplace culture