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Academy of Management PDW: The Last Taboo: Exposing Social Class in the Workplace Evangelina Holvino Saturday, August 8, 2009 Sheraton Chicago, Chicago,

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Presentation on theme: "Academy of Management PDW: The Last Taboo: Exposing Social Class in the Workplace Evangelina Holvino Saturday, August 8, 2009 Sheraton Chicago, Chicago,"— Presentation transcript:

1 Academy of Management PDW: The Last Taboo: Exposing Social Class in the Workplace Evangelina Holvino Saturday, August 8, 2009 Sheraton Chicago, Chicago, IL Class in Organizations: Diversity as entry, deconstruction as end

2 Agenda © 2009 Chaos Management, Ltd. 2 The veil of class: How class is hidden Lifting the veil of class: Models and activities for a diversity session What class helps unveil: Class as deconstruction Summary and Q and A

3 The veil of class How class is hidden in organizations © 2009 Chaos Management, Ltd. 3

4 Class in organizations: A few numbers © 2009 Chaos Management, Ltd. 4 Ratio of CEO pay to workers pay: 1980: 42:1 2007: 344:1 ($4.9 mi) 91% believe society should make sure everyone has EO to succeed The top 1% own 38.5% wealth; The richest 20% own 83.9 % of wealth. The top 1% enjoyed 2/3 of all increases in wealth. Ratio of highest pay to lowest pay in Mondragon 4.5: mi. families earned incomes below the poverty threshold; 40% of minority working families are low incomes earners (vs 20% of white families) 1980s budget & tax changes took away $20 bi. from families with incomes of $20,000 – and increased by $35 bi. incomes of families of $80,000 +.

5 Class myths and taboos © 2009 Chaos Management, Ltd. 5 We live in a classless society; Class is like a ladder; Class is outside the organization; Talking about class is high treason; Class is different; class is confusing.

6 Lifting the veil of class Educational models and activities © 2009 Chaos Management, Ltd. 6

7 Class diversity education: An approach © 2009 Chaos Management, Ltd Personal awareness 2. Understanding class as difference 3. Dialogue on impact and alternatives 4. Application

8 The isms equation © 2009 Chaos Management, Ltd. 8 Differences RankingPrejudice

9 The isms equation © 2009 Chaos Management, Ltd. 9 PrejudicePowerInequality

10 © 2009 Chaos Management, Ltd. 10 Class: What Differences? Economic StatusSocial status Contradictory positions? Past and current situation Race, gender and class

11 © 2009 Chaos Management, Ltd. 11 Class: What Differences? (Pilver & Kish-Gephart) Economic Status Objective measure Based on income, education, fathers occupation, etc. Relative economic ranking Social status Subjective measure Reflects an identity and lived experience Relative social ranking

12 A Power Relations Model What are the differences that get ranked? © 2009 Chaos Management, Ltd. 12 Whos up? Whos down?

13 The class structure in organizations © 2009 Chaos Management, Ltd. 13 Interactions Symbols and identities Divisions

14 © 2009 Chaos Management, Ltd. 14

15 © 2009 Chaos Management, Ltd. 15

16 © 2009 Chaos Management, Ltd. 16

17 Class in organizations: Dialogue © 2009 Chaos Management, Ltd. 17 What negative consequences do you identify as a result of these class differences? - People with a lot of experience cannot move up because of the degree requirement. - The managers get a $25 Xmas bonus and workers get a dinner, which many cant attend b/c of shift work.

18 Class in organizations: Dialogue cont. © 2009 Chaos Management, Ltd. 18 What are some ways in which your organization can challenge class exclusions and inequities in the workplace? - Include support staff as members of project teams. - Create a skills matrix for each function and a plan to move associates to the next level.

19 Benefits of Including Class © 2009 Chaos Management, Ltd. 19 Increased productivity Better financial performance Higher wages for workers Reduced: inventory excess labor costs space requirements

20 More benefits: Seeing and doing differently © 2009 Chaos Management, Ltd. 20 Workers resistance as agency and resource. Work-family balance issues are not the same. Alliances across class differences.

21 Class Change Strategies © 2009 Chaos Management, Ltd. 21 Self-managed teams; authority where work is Flex time, telecommuting, job sharing Gain-sharing; employee ownership Pay equity Reduced salary differentials & privileges Multiple stakeholders in decision making

22 More Radical Change Strategies © 2009 Chaos Management, Ltd. 22 Rethink management; organizations Connect organization and society Profile workers contributions and stories Study regimes of inequality

23 What class helps unveil Class as deconstruction © 2009 Chaos Management, Ltd. 23

24 Push back: Burning Questions from practitioners © 2009 Chaos Management, Ltd. 24 Are there diagnostic tools for class? Do we have to eliminate hierarchies? Can we address class without using the word? How to include those in other economic groups?

25 Push back; contradictions cont. © 2009 Chaos Management, Ltd. 25 What is the compelling business case? What are the best practices? Whats the role of unions? How do we manage our own class background and bias?

26 Deconstructing diversity: Towards an integrated agenda © 2009 Chaos Management, Ltd. 26 Economic PoliticalSocial

27 Redefining social justice in organizations © 2009 Chaos Management, Ltd. 27 Workplace Democracy EconomicPolitical Diversity and Inclusion Social Corporate Social Responsibility EnvironmentalCommunity

28 Thank you © 2009 Chaos Management, Ltd. 28 Evangelina Holvino, Ed.D. 178 Meetinghouse Lane Brattleboro, VT


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