Managing Diversity for Success: The Case of IBM When you are a company that operates in over 170 countries with a workforce of over 398,000 employees, understanding and managing diversity effectively is not optional—it is a key business priority. A company that employs individuals and sells products worldwide needs to understand the diverse groups of people that make up the world. Starting from its early history in the United States, IBM Corporation (NYSE: IBM) has been a pioneer in valuing and appreciating its diverse workforce. In 1935, almost 30 years before the Equal Pay Act guaranteed pay equality between the sexes, then IBM president Thomas Watson promised women equal pay for equal work. In 1943, the company had its first female vice president. Again, 30 years before the Family and Medical Leave Act (FMLA) granted women unpaid leave for the birth of a child, IBM offered the same benefit to female employees, extending it to one year in the 1960s and to three years in 1988. In fact, the company ranks in the top 100 on Working Mother magazine’s “100 Best Companies” list and has been on the list every year since its inception in 1986. It was awarded the honor of number 1 for multicultural working women by the same magazine in 2009. IBM has always been a leader in diversity management. Yet, the way diversity was managed was primarily to ignore differences and provide equal employment opportunities. This changed when Louis Gerstner became CEO in 1993. Gerstner was surprised at the low level of diversity in the senior ranks of the company. For all the effort being made to promote diversity, the company still had what he perceived a masculine culture. In 1995, he created eight diversity task forces around demographic groups such as women and men, as well as Asians, African Americans, LGBT (lesbian, gay, bisexual, and transgender) individuals, Hispanics, Native Americans, and employees with disabilities. These task forces consisted of senior-level, well- respected executives and higher-level managers, and members were charged with gaining an understanding of how to make each constituency feel more welcome and at home at IBM. Each task force conducted a series of meetings and surveyed thousands of employees to arrive at the key factors concerning each particular group. For example, the presence of a male-dominated culture, lack of networking opportunities, and work-life management challenges topped the list of concerns for women. Asian employees were most concerned about stereotyping, lack of networking, and limited employment development plans. African American employee concerns included retention, lack of networking, and limited training opportunities. Armed with a list of priorities, the company launched a number of key programs and initiatives to address these issues. As an example, employees looking for a mentor could use the company’s Web site to locate one willing to provide guidance and advice. What is probably most unique about this approach is that the company acted on each concern whether it was based on reality or perception. They realized that some women were concerned that they would have to give up leading a balanced life if they wanted to be promoted to higher management, whereas 70% of the women in higher levels actually had children, indicating that perceptual barriers can also act as a barrier to employee aspirations. IBM management chose to deal with this particular issue by communicating better with employees as well as through enhancing their networking program. The company excels in its recruiting efforts to increase the diversity of its pool of candidates. One of the biggest hurdles facing diversity at IBM is the limited minority representation in fields such as computer sciences and engineering. For example, only 4% of students graduating with a degree in computer sciences are Hispanic. To tackle this issue, IBM partners with colleges to increase recruitment of Hispanics to these programs. In a program named EXITE (Exploring Interest in Technology and Engineering), they bring middle school female students together for a weeklong program where they learn math and science in a fun atmosphere from IBM’s female engineers. To date, over 3,000 girls have gone through this program. What was the result of all these programs? IBM tracks results through global surveys around the world and identifies which programs have been successful and which issues no longer are viewed as problems. These programs were instrumental in more than tripling the number of female executives worldwide as well as doubling the number of minority executives. The number of LBGT executives increased sevenfold, and executives with disabilities tripled. With growing emerging markets and women and minorities representing a $1.3 trillion market, IBM’s culture of respecting and appreciating diversity is likely to be a source of competitive advantage.

DISCUSSION QUESTIONS

1. IBM has been championed for its early implementation of equality among its workforce. At the time, many of these policies seemed radical. To IBM’s credit, the movement toward equality worked out exceptionally well for them. Have you experienced policy changes that might seem radical? Have these policies worked out? What policies do you feel are still lacking in the workforce?

2. If you or your spouse is currently employed, how difficult would it be to take time off for having a child?

3. Some individuals feel that so much focus is put on making the workplace better for underrepresented groups that the majority of the workforce becomes neglected. Do you feel this was the case at IBM? Why or why not? How can a company ensure that no employee is neglected, regardless of demographic group?

4. What types of competitive advantages could IBM have gained from having such a diverse workforce?

A New York company is planning to decide about advertisements. He invites executives from a local newspaper, a local TV station, and a local radio station to make a presentation.

The newspaper executive claims to be able to provide an audience of 10,000 customers at a cost of $4,000 per ad. The breakdown of audience:

The executive from the local TV station claims to provide an audience of 25,000 customers at a cost of $15,000. The breakdown of audience:

The executive from the local radio station claims to provide an audience of 15,000 customers at a cost of $6,000. The breakdown of audience:

The company has the following policy:
            a. Use at least twice as many radio commercial as newspaper ads
            b. Reach at least 100,000 customers
            c. Reach at least twice as many young people as senior citizens
            d. Make sure that at least 30% of the audience is female.

Available space limits the number of newspaper ads to seven. The company wants to know the optimal number of each type of advertising to purchase to minimize the total cost.

a. Formulate a linear programming model first and then solve this using Excel.

b. Suppose another local radio station approaches and indicates that its commercial can reach 18,000 customers at a cost of $7,500 with a demographic breakdown:

If the company considered this station along with other media alternatives, how would this affect the solution?

Micromedia offers computer training seminars on a variety of topics. In the seminars each student works at a personal computer, practicing the particular activity that the instructor is presenting. Micromedia is currently planning a two-day seminar on the use of Microsoft Excel in statistical analysis. The projected fee for the seminar is $600 per student. The cost for the conference room, instructor compensation, lab assistants, and promotion is $9600. Micromedia rents computers for its seminars at a cost of $60 per computer per day.

a) Develop a model for the total cost to put on the seminar. Let ? represent the number of students who enroll in the seminar.

b) Develop a model for the total profit if ? students enroll in the seminar.

c) Micromedia has forecasted an enrollment of 30 students for the seminar. How much profit will be earned if its forecast is accurate?

d) Compute the breakeven point.

Discuss how equal employment opportunity (EEO) influences HR decision making as it relates to compensation.

What are products, product mixes, product lines? Why do marketer’s continue to modify products, and product lines? Explain ways that they can modify products, and extend product lines. Give two examples.

What are the common heuristics that can be used to schedule resources in a multi-project environment? Use example(s) to discuss and comment on their advantages and disadvantages.

Name the types of consumer products, explain the difference between them. Name a product for each and explain how the type influences the distribution and promotion strategy.

When a country drafts the legacy for hosting FIFA World Cup or Olympic Games, which stakeholders are in charge for drafting the event legacy for the country?

A client report that describes an organization that will provide an organizational intervention. Needs organizational change for performance improvement, sustainability or increase its profitability. Evaluation as a change agent.

Q. Identification of what exactly needs to be change in organization like Samsung Industry through using a diagnostic model.

Meero is revolutionizing the world of photography by providing photographers a platform for their passion. From finding jobs to invoicing to post-production to delivery, Meero is taking the work out of making a living as a photographer.

1) Create an expansion strategy/ plan of action

2) External market

According to recent consumer research from Kantar Retail, 71% of consumers now claim that loyalty incentive-programs don’t make them loyal at all. Instead, in this new era of digital-based competition and customer control, people are increasingly buying because of a brand’s relevance to their needs at the moment.

a. What makes a product or service relevant?

b. How can relevance be incorporated into loyalty programs? Provide and discuss an example.

Discuss the ideas that are essential while designing an organization.

Minimum 300 words

Ford is hiring your consulting firm to improve their supply chain management competitive advantage by increasing the level of quality provided by its suppliers. Therefore, can your firm recommend how it can establish a framework program incorporating both management tools and techniques, and Professor Garvin's eight dimensions to improve Ford's supplier's quality problem?

Arnold runs a plumbing company. He and Lucy agree on a price for Arnold to install the plumbing in a new guest house that Lucy is building in her backyard.

As he's working the job, Arnold discovers that he didn't include a sufficient charge for labor in his original price. He tells Lucy that unless he receives an additional $2,500, he can't complete the job. Lucy agrees to pay.

Arnold finishes the plumbing work and submits his bill to Lucy. Lucy pays the amount due under the original contract but refuses to pay the additional $2,500. Arnold sues for breach of contract, claiming that Lucy's failure to pay the $2,500 breached the second contract they entered into.

Which of the following is the most likely result of their dispute?

Abeego is the original beeswax food storage wrap campany, based out of Victoria, BC. The true vision behind Abeego is to Keep Food Alive,It keeps food fresh without having to use plastic wraps, aluminum foils, etc.

Abeego plans to export to Germany.

QUESTION

Provide a 1 year detailed summary of IMPLEMENTATION SCHEDULE PLAN for the export indicating Who , What, When, Where and How Much $

(250-300 words)