One question executives have to answer is whether they are diverse and organized in the organization. A cursory view of diversity from IBM and Monitor shows IBM's outbound forecasts and Monitor's inbound forecasts. The executives of the two global business giants have no common diversification strategy.
In an article in 2006, Melissa Jenkins1 reported the results of 120 HR professionals from Fortune 1000 companies. These professionals use terminology to define diversity as "direct impact" and "competitive advantage". The statistics she met included 79% of people who believe in a diversified energy culture. Seventy-seven percent said diversity improved recruitment, and the same percentage said diversity increased morale among workers. The largest percentage [91%] found diversity to help keep the organization competitive. How do these statistics relate to IBM and Monitor?
When the original author wrote a case study, this comparative analysis considered the existence. Therefore, this report is only a shot of reality. Future research may explain events differently based on new data.
the company
International Business Machines Corporation is IBM's full name on the mainframe and PC computers. However, IBM is more than just a computer. IBM is software, IT services, servers, business consulting, and many other operations related to technology. From the IBM Web site at http://www.ibm.com, we read that
At IBM, we are committed to leading the discovery, development and manufacturing of the industry's most advanced information technologies, including computer systems, software, storage systems and microelectronics.
We transform these advanced technologies into customer value through our global network of professional solutions, services and consulting services.
Finally, IBM employees determined that our actions will be driven by these values:
o Committed to the success of each customer
o Innovations that are important to our company and the world
o Trust and personal responsibility in all relationships
These statements support IBM's outgoing forecasts of customers and relationships.
Monitor Company is a global team of consultants with expertise in key areas of leadership and management. They are engaged in business networks, innovation management, market-to-customer, regional competitiveness and executive development. Supervision seems to be driven by personal relationships between consultants and clients, and personality seems to be the norm for internal affairs. On the Monitor Company website http://www.monitor.com, we read that
The structure of Monitor is a group of companies, each of which wants to link cutting-edge intellectual property with a variety of human, technical and financial assets to help our customers compete and win in the marketplace.
Through our history, we are fortunate to have customers who not only find value in our services, but also contribute to our success and development. We have benefited from the patience and commitment we have shown in the spirit and hard work of our early relationship customers and our colleagues who are committed to providing a highly competitive service and a highly collaborative work environment. Our proudest achievement remains our ability to attract and retain so many talented people, and our most important priority now is to maintain an environment that will continue to attract diverse and mature talent.
Reading the first citation, one can argue that Monitor has an outward prediction, but reading the second citation suggests the customer from an inbound position.
Diversified positions
IBM and Monitor are very different organizations, but there are many similarities. Both companies offer technical services and business consulting, both of which are global. Operating globally, both have an internationally glamorous personality. With the international storm, both have diversity management issues.
IBM's position is that diversity is the future of investment for customers and the future of business, business development and business diversification. Diversity does not receive verbal services from the top, but a commitment. IBM's diversity of decisions is accompanied by full support from the top. A discussion of its implementation at IBM will be covered in a later paragraph.
At Monitor, they began a diversified discussion on the tenth anniversary. The company commissioned a globally defined purpose of intent to learn about Monitor's vision of "developing itself into the second decade" [Grant 1994, p. 2]. The surprising result is that people feel uncomfortable in the uniform climate of Monitor. Establish a diversity plan on the monitor and start slowly from the bottom up.
Implemented at IBM
Thomas2 wrote an interview with IBM Lou Gerstner about IBM's business transformation in the mid-1990s. IBM has a positive interpersonal relationship and EEO management system. Gerstner found that the Equal Employment Opportunity Program attempts to ignore differences rather than maximize differences. Gerstner recognizes that IBM's customer base is diverse, but the company's leadership does not reflect its customers.
IBM has made a "significant philosophical shift" in implementing diversity. IBM's tradition is to minimize the difference. Gerstner and his key implementation partner, Ted Childs, vice president of global workforce diversity, need to tell the entire organization that this transformation is a strategic goal. In order to achieve the separation from the old position to the new position, IBM [Childs] selected the Bastille Day on July 14, 1995. According to Childs, the Bastille Day is appropriate because it is "a historic day of social chaos."
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We are looking for some constructive damage. "
Gerstner and Childs, with the assistance of Tom Bouchard, Senior Vice President of Human Resources, set up eight working groups, each with 15 to 20 senior managers from eight different population constituencies. In a specific constituency, senior management collects data on personnel trends, labor trends, and customer market trends. With the research of these teams, they found many similarities and became "critical issues: employees and the greatest diversity issues". Now, the Task Force has areas where it can begin to explore the field of business development.
When these senior managers began to think about diversity, they began to show diversity in their specific operations, and the subordinate managers did not ignore these senior managers. action. Subordinate managers ' resistance quickly turned to the view that diversity is good for operations. IBM now has "the pole of change," including demonstrating leadership support, hiring employees as partners, combining diversity with management practices, and linking diversity goals to business goals.
Implemented on Monitor
The monitoring company began to recognize diversity after the definition of the tenth anniversary of the organization's purpose survey. Some members of the organization have proposed a diversity mentor program that encounters resistance. Redesigning the proposal as a consultant network, the company's diverse network will continue to play a role. Monitor did not make the greatest commitment to diversity management, but adopted a bottom-up approach, followed by resistance.
The major events that took place at the director and senior manager levels changed the focus of diversity. Women in these roles began to open up to sexual harassment issues for clients and made in-house insensitive comments to colleagues. Kaplan, legal counsel and chief financial officer, has a personal interest in sexual harassment and harassment. Through the board meeting, he expressed his concern about the actual feelings of women in directorship and senior management positions, and shared the questions they had to say.
The main players in the consultation network include Rotenberg, a gay staff with a long history dating back to the teens; he is also a Jewish faith. In addition, African-American Basden noticed the lack of ethnic minorities when joining the company. The other is Singh-Molares, a blend of Indian and Spanish decent. Born in Europe, he grew up in Manhattan, where he attended the United Nations International School.
Grant3 wrote in her analysis that Basden does not believe that directors understand diversity and that this change is unlikely. In a citation, Basden believes that managers "have no problems, no physical problems, and no psychological problems."
Singh-Molares's writing, she quoted him as saying that he sometimes feels different but does not feel uncomfortable. When it comes to recruitment practices, she quotes him as saying that Monitor employs people who meet the company's specific needs rather than hiring someone who will fail. "It didn't help [minority], it didn't help us."
Another major member of Grant's discussion was Martineau, a director and one of the first women hired by Monitor. She became a director in 1991. She feels that she must be one of the "friends" of the "first" female director. She explained at a board meeting that she was often sexually harassed by clients. In addition, she explained that if they were pregnant, others would consider women to be disabled. She described the gender barrier in Monitor as an external barrier to the organization.
Firstbrook, a senior manager, is also a female with an engineering degree. She explained how difficult it is for female engineers to take the lead in a male-dominated career. She supports Martineau's external pressure on how men view women's advice.
The consulting network was supported; however, most consultants thought they would not use it. Rottenberg asked to allocate time for the work of the consulting network and received...
Orignal From: Diversification: IBM and Monitor - What can we learn?
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