This 7 page paper examined a Harvard Business Studies Case; IBM’s Diversity Strategy; Bridging the Workplace and the Marketplace, looking a the way the company has changed, why it has worked and how the company may continue to use a diversity strategy to gain value in the future. The bibliography cites 9 sources.
Name of Research Paper File: TS14_TEIBMcul.rtf
Unformatted Sample Text from the Research Paper:
the industry was changing and IBM needed to change to survive. The company had always had an inclusive policy, where the management were meant to blind to gender or ethnicity
in order to ensure they took the best and most talented staff. The history of the company supports this, with the first female and black employees were employed in 1899
and in 1914 the first disabled employee. The approach was to see everyone as the same, not recognising ethnicity or gender in order to eliminate it from the mix
was seen as the fairest approach, it was not seen as a factor the idea was that it would not create bias. However, as the company grew the culture that
was evaluated became more stagnant and the ideal of a fully inclusive company had been eroded, not with purposeful actions but due to the propensity for people to promote and
propose for promotion those whom they could identify with, those similar to themselves. The moves that are seen in the case study are put in place to overcome this
and increase the diversity of the culture. To understand why and how these work, and can be continued to be used to increase value in the company we need to
consider the role of culture, which was described before the changes was a suited culture. The culture will embody the aspects such as morals,
ethics and the use of tools such as empowerment (Veiga, 1993). This will be reflected in the way they are instigated and can often be seen as a reflection of
the values and working methods of the senior management. Cultural changes, when required, must always emanate from the top. The importance placed on