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最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Diversity and Authenticity
內容大綱
Many minority members fail to understand that their career mobility can be affected by their colleagues' feelings of familiarity or closeness with them. Even those who do understand this can find building workplace relationships across racial boundaries difficult. Being one's true self, disclosing elements of one's personal life, and forming social connections are harder when attempted across a demographic boundary such as racial background. Helping workplace relationships flourish among people of differing races may require special effort. The authors suggest several strategies that organizations can use to make employees from varied demographic groups feel comfortable engaging with one another: (1) Recognize the role that structure--such as formal icebreaker games or having a leader introduce everyone at a gathering--can play in easing the discomfort of free-form socializing. (2) Adopt a learning orientation by asking open and curious questions that demonstrate that being different makes someone more valuable. (3) Consider creating a buddy system of informal mentorship, in which more-experienced employees help facilitate social relationships for new hires.