PY ProgrammeUnit 15Working with Cultural DiversityPrepared by Rob Dawson – QIBAOctober 2013.

Cultural Diversity in the WorkPplace• White Australia Policy instigated with Federation in

1901.• After WWII it was realised that Australia needed a

greater population to grow.• The White Australia Policy was gradually dismantled

starting with the Menzies's and Holt Governments.• The Whitlam Government made it illegal to

discriminate against race for entry into Australia in 1973.

• 1975 saw the passting of the Racial Discrimination Act.

Economic Impacts• Since WWII there has been massive migration

to Australia.• Immigration affects both the demand and

supply side of the economy.• Question;: ‘In what ways?’Attachment 4.docx

Population Diversity

• At the end of WWII Australia had a population of 7 million people. 90% born in Australia.

• In June 2011 the ABS estimated Australia’s population to be 22.32 million people.– More than a quarter born o/s.– Of these

• 1.8 mill forom the UK• 564,920 from NZ• 391,060 from China• 343,070 from India• 212,070 from Vietnam.

• Attachment 5.docx

WorkPplace Diversity

• Covers;:– Gender– Age– Language– Ethnicity– Cultural background– Sexual orientation– Religious belief and family responsibilities.– Political views (?)

• Attachment 6.docx

EEO• The concept of workplace diversity includes the

principle of equal employment opportunity (EEO). • EEO policies address continued disadvantage

experienced by particular groups of people in the workplace, including women, Indigenous Australians, people with disabilities and those who suffer disadvantage on the basis of race or ethnicity.

• These policies remain an important foundation for workplace diversity policy.

How does workplace diversity fit into the wider organisation?

Workplace diversity strategies help to build the organisation's relationship;:• with the community, • enhance the contribution of its employees and• improve the quality of its programs, products

and services.

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Over recent decades employers have had to respond to different challenges. These have been brought about by;:• globalisation, • increased competition, • increased competition for talented

employees, • diversification of their customer base and the

workforce. • Attachment 7.docx

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Benefits to Business

• access to different markets• increased productivity• employee talent and • Iimproving bottom line results.

A paper written be Cameron Edmonds suggests that multiculturalism is the hallmark of the Australian workplace.Attachment 8.pdf

• Question;:– Who wrote Australia’s National Anthem?

– Answer?– Australia’s National Anthem ‘Advance Australia

Fair’ was first pen by a Scottish born composer, Peter Dodds McCormack and was first performed in 1878.

Class (Groups) Assessment 1. • How has migration impacted the development

of Australia?

• Comment on the advantages of diversity in the workplace.

• Attachment 9 MCD_Training_Program_Presentation.pdf

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Different Language and Slang terms used in the workplace.

• Like any culture in any country variations occur in the language. In Australia the common language is English, however many people from English speaking countries would find it hard to understand some of the terminology used in general conversation and the workplace, e.g.

‘Strong ain’t they?’ said Joe. “Clean up an’ I’ll buy yez a beer. Y’ve done a good job. You too, Nino. Yer went orright mate’.I said, ‘Thank you Joe. You know what I reckon?’‘No. What?’‘I reckon I conk out, I reckon I bust a gut’.Might done too. But yer kept goin’. You’ll be orright. Easy day ter-morrer’.‘Wot’s ter-morrer’?

• (Extract from a book entitled, ‘They’re a weird mob’, by Nino Culotta- John O’Grady)

Class Assessment 2 (In Class)

Do you know what the following terms mean?• ‘ang on –• Arvo – • Barbie• Bludger – • Blue – • Buckleys – • Cark it – • Sickie – • Slacker – • Rort – • Sangers – • ‘scuse me – • Shoot through• Shonky- • Skippy – Attachment 11 Glossary of Australian Slang.docx

The Informal Style used in the Australian workplace.

• The workplace in Australia varies greatly, as does the nature of work provided. It can encompass offices, warehouses, workshops, construction sites.

• The culture can differ remarkably from organisation to organisation.

• In comparison with other parts of the world research indicates that the Australian workplace is far less formal and more relaxed.

• This does not mean there is not a formality about it, and this informality could be mistaken by people from overseas as being disrespectful, particularly to managers and superiors.

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• Australian’s speak to each other in what would appear too many as being very blunt and even rude, this is not intended and can quite often take a considerable period of time to get used to.

• The type of communication depends largely on the type of industry, i.e. customer service type roles have a high degree of professional and polite conversation.

• A building site will be far less formal and more than likely there will be a great deal of swearing.

• Attachment 12 Australian Workplace Culture.pdf

• Good manners are important in any workplace particularly when dealing with customers and clients.

• Migrants and visitors from overseas find it amazing the frequent use of swear words in the workplace.

• In many cultures the use of these words would give great offence, however this is not necessarily the case in Australia and it depends entirely on the context in which they are used and the setting.

• In most cases swearing is not meant to give offence and is merely an expression which highlights the meaning of something.

• It is important the understand the context in which the language is used, for example the use of the word ‘bastard’ can either be very offensive or a term of endearment. It is entirely contextual and probably best to avoid until a full understanding of the Australian vernacular is gained.

• The Australian management style is relaxed in so far as management speaks to their employees in an informal way.

• It is not uncommon for management to have an ‘open door policy’, which essentially means that employees can approach their boss and air their views. – Most employers will expect that you speak with them if

you have a problem or issue that requires their attention.– Most workplaces encourage staff to express their views

when they have something to say or contribute.

This applies in the case of staff meetings, and also while you are working

Important traits

• Teamwork– Teamwork is an essential part of this drug and

workplace.• Problem solving– Takeing responsibility, thinking on your feet, and

initiative are all important to employers.• Planning and organising– Effective planning and prioritising of work is very

important.• Setting achievable goals.

is this the right word?

Class Assessment 3(Class)

• Compare and discuss the major differences between the workplace cultures in your country to that of Australia?

Attachment 18 Diversity Management.pdf

Bullying and HarassmentWhat is bullying?• Workplace bullying is verbal, physical, social or psychological

abuse by your employer (or manager), another person or group of people at work.

• Workplace bullying can happen in any type of workplace, from offices to shops, cafes, restaurants, workshops, community groups and government organisations.

• Workplace bullying can happen to volunteers, work experience students, interns, apprentices, casual and permanent employees.

• Some types of workplace bullying are criminal offences. If you have experienced violence, assault and stalking you can report it directly to the police.

Attachment 14.docx

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Duty of care

• Everyone in the workplace has a duty to ensure that bullying does not happen.

• This includes– Directors– Officer bearers– Workers – Visitors

Harassment• This is unwelcome conduct that;:– causes or humiliates, – offends or intimidates employees of an organisation, – no matter if they are workers or management.

• Unlawful harassment is any unwelcome conduct, verbal or physical, which has the intent or effect of creating an intimidating, hostile or offensive educational, work or living environment, and which happens because of a person's sex, pregnancy, race or ethno-religious background, marital status, age, sexual preference, transgender status or disability.

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Sexual HarassmentSexual harassment may includes:

• staring or leering,• unnecessary familiarity, such as deliberately

brushing up against you or unwelcome touching,

• suggestive comments or jokes,• insults or taunts of a sexual nature,• intrusive questions or statements about your

private life,

• displaying posters, magazines or screen savers of a sexual nature,

• sending sexually explicit emails or text messages,• inappropriate advances on social networking sites,• accessing sexually explicit internet sites,• requests for sex or repeated unwanted requests to go

out on dates,• behaviour that may also be considered to be an offence

under criminal law, such as physical assault, indecent exposure, sexual assault, stalking or obscene communications. (https://www.humanrights.gov.au/our-work/sex-discrimination/guides/sexual-harassment)

Diversity Management

• New term for EEO.• Criticised in some quarters.– This has been criticised in some areas as a retreat from

equity, however in the broader context there is value in the broader definition which transcends single categories such as race and gender. Never the less a report (See Attachment 18) does suggest that this broader definition may conceal some systemic problems and discrimination may still occur against members of disadvantaged groups.

Attachment 10 Can we just get along.docx

one word ,not three

• ‘That diversity management is not an easy path for managers to tread. Entrenched interest groups, such as managers and other groups within the workplace, will resist challenges to their privileged position, often in subtle ways, even where the evidence demonstrates that diversity management will help the organization survive and prosper in a globalised economy’. ( Bertone. S and Leahy. M, Attachment 18.)

Class Assessment (Groups)Case Studies

• Bullying– Case Study 1 - Bullying.pdf– Case Study 2 - Bullying.docx

• Sexual Harassment– Case Study 3 - Sexual Harassment.docx– Case Study 4 -Sexual Harassment.docx

• Discuss these cases and comment.

Class Assessment 4Sexual Harassment – Example;• ‘Phil, a Supervisor, made several unsolicited, sexually suggestive

advances towards Julie in the workplace. Despite Julie repeatedly asking Phil to stop, the advances continued. Julie reported the matter to her Manager, John. In recent months, John had heard of similar complaints from other female staff about Phil, but this was the first formal complaint. Unsure of what action to take John sent Phil a copy of the organisation’s Sexual Harassment Policy and asked him in an email to read the policy document and not to act in a manner that could contravene the policy, but took no other action. The behaviour continued and Julie and the other female staff made a formal complaint to the Equal Employment Opportunity Commission.

• Did the organisation meet its duty of care to its female employees? What risks does the organisation face? Can the organisation retrieve the situation?’