company at best. In comparison to the functionalist theory, this company has many interconnected duties that create a balanced company when performed by a diverse amount of workers.
The Interconnection
“The dynamics of diversity in a Japanese factory are intimately linked with the nature of interpersonal relations in teams” (Lepadatu and Janoski, 2011, pg. 9). After reading the book, I grasped the concept that at Kaizen Motors there are both challenges and opportunities within the companies system. Being a Japanese company the managing of gender based roles became an experience that managers had to get used to. Because Kaizen Motors is located in the United States, the gender differences were heavily recognized as opposed to how gender roles
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In many Japanese companies women are the minority where as men are the majority. It was alarming to me that the “Japanese managers had little sympathy for the sometimes conflicting demands of job and family because men did not have a role in managing day-to-day family affairs in japan” (Lepadatu and Janoski, 2011, pg.13). Unlike American management, the Japanese lacked an understanding when it came to family roles in the United States. As a concept learning in this course, individuals who hold management roles must have a concern for not only what is happening within their own organization and company, but also with the relationships between their company and other organizations. According to data analysis and research found on pg. 115 in the Diversity at Kaizen Motors book, the greatest source of dissatisfaction at the auto transplant was the balancing of work and family. However, as the company grew there became an understanding about gender roles within the plant resulting in a cohesive company. In regards to gender, something that I found really interesting about this transplant was that both sexes enjoyed working together. Today it is not uncommon …show more content…
4). Companies today depend heavily on skills and technologies when it comes to performance. Individuals who have worked at a company longer most likely perform skills better than those who have recently been hired. Although Kaizen Motors relies heavily on teamwork, it is evident that employees perform based on skills. In the book, we learn that ageism plays a prominent factor at the transplant. As older workers in any company are, they hold a role almost like a sense of commitment to the company. Those who have been with a company for many years tend to be older and display a mentor persona. Individuals of a younger age are typically the newer employed individuals who hold position that are considered temporary (because of transitioning through a company). Although younger employees have not been in a company as long, there is still a sense of commitment with them as well. Younger employees can be encouraging to older employees, they can provide new ideas, and can work predominantly faster than those of an older age. At Kaizen Motors we see the combination of both working on teams, because Kaizen Motors is all about teamwork. There seems to be a sense of reliability between both the older and younger employees. There is no “discouragement” because they all considered themselves of equal capability to what they can bring to their job.
Sex Segregation in the Work Place In the article “Sex Segregation at Work: Persistence and Change” by Anastasia Prokos explores ideas around the challenges and reasons of sex segregation in the work place. She argues that even though the United States has made several steps in the right direction throughout our history, there is still “… women and men in the contemporary United States continue to be concentrated in different occupations, jobs, and industries” (Prokos 564). She is presenting this as a social problem that leads to stereotypes, discrimination, and unequal pay.
Cañas, K. A., & Sondak, H. (2014). Opportunities and challenges of workplace diversity: Theory, cases, and exercises (3rd ed.). Upper Saddle River, NJ: Pearson.
First, our company should understand the importance of gender diversity. In the first article “Why Workplace Gender Diversity Matters”, Anne Marsan pointed out directly that most tech companies lack of gender diversity. Then she explained several reasons why gender diversity matters to companies. Using logos, she mentioned that women in U.S. purchased 50 percent of computers, 50 percent of cars and 80 percent of consumer goods. In other words, organizations with gender diversity are better to connect with
Jefferson P. Marquis, Nelson Lim, Lynn M. Scott, Margaret C. Harrell, Jennifer Kavanagh "Managing Diversity in Corporate America, An Exploratory Analysis" Rand Corporation. Web. 29 June 2015.
Parcheta, N., Kaifi, B., & Khanfar, N. (2013). Gender Inequality in the Workforce: A Human Resource Management Quandary. Journal of Business Studies Quarterly, 4(3), 240-248.
Women face an unofficial barrier called the glass ceiling, which limits how high a women can advance in a profession. “Women holding the titles of chairman, CEO, COO (chief operating officer), and executive vice president remain at about 7 percent of the population of executives in the United States” (Hoobler, Wayne, & Lemmon, 2009). Women seem to have more of a family-work conflict then men, so bosses don’t seem to have as much desire, to promote females compared to men (Hoobler, Wayne, & Lemmon 939-940). Men still view women as having a social role, examples are cooking, childcare, and household chores. Men feel threatened, and scared when females are able to handle both work and their personal life. Excuses are created by men, where they believe females should focus on one role, because they won’t be able to accomplish family roles and work roles efficiently. Women can help themselves with this issue of family-work conflict, by, improving communication with their employers. Women can communicate to their employer, by explaining and clarifying their expectations on how much workload they can
Diversity is a highly important issue in today’s business, especially in a globalized company. Workplace diversity helps to get better solutions to business problems (Schawbel, 2012). When you have a group of individ...
Today, however, women have integrated themselves into every field of activity and every kind of industry smoothly and skillfully. Whether travelling twenty days of the month or accepting transfers, they are as performance-oriented, sincere, competent and persevering as their male counterparts, if not more. Their presence in the corporate world is now more a rule than an exception such that a feminist agenda and, in fact, any speci...
In a world that has grown increasingly smaller due to mass media, world travel, and readily available information, the workplace has grown increasingly diverse in both gender and cultural aspects. Individuals no longer live and work within the confines of their geographic locations. At almost any position with any company the individual employee is a part of a larger world economy that harvests assets from the ends of the earth. Because of this, companies seek to capitalize on diversity to become more creative and flexible in their business models.
Functional: This refers to a firm’s ability to adjust and deploy the skills of its employees to match the tasks required by its changing workload, production methods. This is done by multi-skilling / dual skilling / dismantling of traditional rigidities between occupational groups (horizontal and vertical flexibility). This is designed to improve efficiency and reduce costs.
It represents the distribution of emotional roles between the genders. Masculine cultures are valued as competitiveness, assertiveness, materialism, ambition and power. In contrast, femininity cultures are inclined to relationships and quality of life. Masculinity culture is more obvious in larger organization as the management is more decisive and aggressive, thus, it shows a relatively lower share of working women in professional jobs. In femininity organization, the employees work in order to live and prefer leisure time than money. The resolution of conflict in masculinity is letting the strongest win but in femininity, the employees solve conflict in a harmonious way by compromising and
Therefore, Japan is seen as having severe gender inequality based on this American ideal of workplace equality. With this generalization in mind, I conducted a survey through the social media website Facebook to get a more accurate answer of how much the people around me know about Japan, and women in Japan.... ... middle of paper ... ...
Managing diverse groups to achieve a cohesive philosophy and consistency of performance is what is required of today’s corporate leader. Evidence shows that women and men are as adept, or as bad, as each other at responding to this challenge.
Gender inequality is present in all aspects of human society, from culture, politics, and economic stand point to personal relationships. Gender inequality can be viewed as a major problem especially within the business world (Corporation, 2016). In the past, men are seen as leaders in all aspects. For example, men could work without any criticisms, they could participate in political issues and were given higher education. Women on the other hand, were given no political participation, criticized for working outside the household as they were responsible for chores such as takes care of their children, cooking or cleaning and given limited education compared to men. Although there are claims rights equality of women in 21st century and much has been written about it in the field of business (Player, 2013), but there is still a gap between male and female. This essay aims to explore the impact of gender inequality in business and will analyze the details in terms of the men are given high pay and specific jobs over women.
Shan-Loong, M. L. (2000, March 14). Tradition & Change –. Gender Roles in Japan. Retrieved