213

Appendix: List ofOrganizations

Abbey National Bank 173Accenture 143–4Actualidad Económica 129, 142,

189AENOR 148Alitalia 98Álvarez y Asociados 133American Express 121, 139, 201AT&T 98Banco de Medicis 35Bank One 163Bassatt Ogilvy 21Bayer 157BBVA 128BP 121, 128, 145–6Caja Madrid 142Catalyst 66, 139, 141, 144, 152,

157, 171, 192CEOSA 149Chase Manhattan Corporation 163Chemical Bank 163Chicago State University 164CNN 25Compagnia of Francesco di

Marco Datini 35Correos 130Diageo 128Digital 51diversityinc 135Dow Jones Sustainable Indexes

128Eiris 129Encyclopaedia Britannica 83Enron 47, 113, 126Eroski 128

Europcar 147–8European Commission 4, 5European Social Fund 132European Union 62, 63, 67, 124,

132, 179European Union’s Directorate

General for Employment,Social Affairs and EqualOpportunities 124

FAMOVA 148Fannie Mae 152Financial Times 67Florida A&M University 164Ford Credit 180, 183Ford España 148, 184, 186Ford Germany 146–7Ford Motor Company 139,

179–83Fortune 50 163Francisco de Vitoria University

142FTSE 64FTSE4Good 126, 128, 174Fundación Adecco 147Fundación Española de Espina

Bífida 147Fundación ONCE 149–50Fundosa Consulting 147, 148,

149Garrigues & Andersen 79General Electric 22General Motors 22, 42, 128,

130, 180Generalitat Valenciana 148Genuine Parts and Service 180

214 A P P E N D I X : L I S T O F O R G A N I Z AT I O N S

Gillette 19Global Compact 127–8, 131,

135, 174, 177GM 45, 98Google 113GRI 126, 128, 129, 183Grupo Santander 27, 172–8Harvard Business School 42HBCU 164Hertz 180Home Depot 25Hospital Clínico in Madrid 70Howard University 164Iberdrola 129IBEX 35 24, 64, 129IBM 89, 192IBM España 141, 187IKEA 25Inditex 24, 25, 128Indra 94Institute for Women’s Policy

Research 67Intel 128IZAR 19Jaguar 180JPMC 163–71Kellogg 147L’Oreal 18La Caixa 130, 192Lincoln 180McKinsey 44Massachusetts Institute of

Technology (MIT) 70Mazda 180, 184

Mercury 180Microsoft 22, 25, 26Morehouse College 164Motorcraft 180Nike 4nostresport 130OECD 62, 67ONCE 148–9Opel 130P&G 51, 98Pan Am 47PricewaterhouseCoopers 22, 23Public Relations Society of

America 17Robert A. Toigo Foundation 164Santana 19SEO 165, 171Shell 51, 121, 128, 150–2Smith College 166Spelman College 164Telefónica 98, 128, 129, 130The Consortium for Graduate

Study in Management 164Time 70Toshiba 27–8Toyota 13, 25United Nations 127, 174United States Federal Reserve 18Universia 27, 172, 174VIPS 141–2Volkswagen 147, 180Volkswagen Navarra 22Volvo 180Wal-Mart 25

215

Notes

Initial Reflections

1. Ibarra, H. Estrategias poco convencionales para reinventar su carreraprofesional, Ediciones Deusto, Barcelona, 2004.

Introduction to Part One

1. Ridderstråle, J. and Nordström, K. Funky Business: Talent Makes CapitalDance, Pearson Education, London, 2000, p. 94.

2. European Commission, La gestión de la diversidad: ¿Qué gana laempresa?, Brussels, 2004, www.stop-discrimination.info.

3. Mayo, M. La gestión de la diversidad, Expansión y Empleo, 30 August2002.

4. Jung, C. G. Arquetipos e inconsciente colectivo, Paidós, Barcelona, 1970.5. Micklethwait, J. and Wooldridge, A. The Company; A Short History of a

Revolutionary Idea, Weidenfeld & Nicholson, London, 2003, p. 166.

Chapter 1

1. Ridderstråle, J. and Nordström, K. Funky Business: Talent Makes CapitalDance, 2nd edn, Pearson Education, Harlow, 2001.

2. Ridderstråle, J. and Nordström, K. ibid., p. 85.3. Drucker, Peter, Managing in the Next Society, St Martin’s Press, New

York, 2002.4. Llano, A. La nueva sensibilidad, Espasa Universidad, Madrid, 1988,

p. 154.5. Friedman, M. The social responsibility of business is to increase its profits,

New York Times Magazine, 13 September 1970.6. Sotelo, C. Reputación corporativa: al mayor activo de las compañías, Ideas

de PricewaterhouseCoopers, 1, 2003, Madrid, p. 14.7. Greenspan quoted in Sotelo, C. ibid.8. Ridderstråle, J. and Nordström, K. op. cit., p. 87.9. Ridderstråle, J. and Nordström, K. op. cit., p. 136.

10. Stein, G. El arte de gobernar según Peter Drucker, Editorial Gestión,2000, p. 125.

11. Maslow, A. El hombre Autorealizado, Kairos, 1993.

216 N O T E S

12. Llano, C. El empresario y su mundo, McGraw-Hill, Mexico, 1990.13. Ridderstråle, J. and Nordström, K. op. cit., p. 88.14. “Lo que el management se Ilevó, Alejandro Llano. Asociación Mexicana

en Dirección de Recursos Humanos, AC, 20 September 2004,www.amerdirh.com.mx.

15. Ridderstråle, J. and Nordström, K. op. cit., p. 100.16. Etayo, C. Un modelo en gestión del conocimiento, Ideas de

PricewaterhouseCoopers, 1, 2003, Madrid, pp. 51–3.17. Delgado Planas, C. Mucho más que salario: La compensación total flexible,

ed. McGraw-Hill/Interamericana de España SAU, Madrid, 2002.18. Delgado Planas, C. Compensación total flexible orientada a los objetivos

de la empresa y del profesional, Ideas de PricewaterhouseCoopers, 1, 2003,Madrid, p. 30.

19. Muñoz-Najar, J. A. Una compañía innovadora de valor, Ideas dePricewaterhouseCoopers, 1, 2003, Madrid, p. 54.

20. The author’s research.21. Drucker, P., The Effective Executive, Harper Perennial, New York, 1993.22. PricewaterhouseCoopers, Responsibilidad social corporativa: tendencias

empresariales en España, 2003, p. 4.

Chapter 2

1. Rosemberg, N. and Birdzell Jr., L. E. How the West Grew Rich, BasicBooks, New York, 1986, pp. 113–43.

2. Micklethwait, J. and Wooldridge, A. The Company; A Short History of aRevolutionary Idea, Weidenfeld & Nicholson, London, 2003, pp. 13–15.

3. Warner, M. (ed.) The Concise International Encyclopaedia of BusinessManagement, Thomson International Business Press, London, 1997, p. 2.

4. Oldcorn, R. Company Accounts, Macmillan Business Masters, Bristol,1996, pp. 37–8.

5. Rosemberg, N. and Birdzell Jr, L. E. op. cit., p. 68.6. De Anca, C. Economía islámica y economía étnica: convergencias en la

diversidad cultural: fondos islámicos de inversión y fondos de inversión éticaen el mercado de Londres, UAM Ediciones, Madrid, 2003, p. 48.

7. Weber, M. La ética protestante y el espíritu del capitalismo, EdicionesPenínsula, Barcelona, 1979, p. 248.

8. Weber, M. ibid., p. 248.9. Rothbard, M. Historia del pensamiento económico, vol I, El pensamiento

económico hasta Adam Smith, Union Editorial, Madrid, 1999, p. 173.10. For an extensive analysis of Max Weber’s theory and the influence of

religion in the emergence of capitalism, see Tawney, R. H. Religion andthe Rise of Capitalism, New York, New American Library, 1954.

11. Schluchter, W., Max Weber, economy and society, in Max Weber andIslam, Huff, T. and Schluchter, W. (eds), Transaction Publishers, NewBrunswick, 1999, pp. 79–80.

12. Crone, P., Weber, Islamic law and the rise of capitalism, in Max Weberand Islam, ibid.

13. Rothbard, M., op. cit., pp. 340–2.

N O T E S 217

14. Rosemberg, N. and Birdzell Jr., L. E. op. cit., pp. 22–36.15. Micklethwait, J. and Wooldridge, A., op. cit., pp. 45–60.16. Micklethwait, J. and Wooldridge, A., op. cit., p. 63.17. Chandler, A. The Visible Hand: the Managerial Revolution in American

Business, Harvard University Press, 1993, pp. 287–9.18. Micklethwait, J. and Wooldridge, A., op. cit., p. 68.19. Rosemberg, N. and Birdzell, Jr., L. E., op. cit., p. 243.20. Chandler, A. op. cit.21. Drucker, Management Challenges for the 21st Century. HarperCollins,

New York, 1999, p. 24.22. White, W. and Nocera, J. The Organization Man, University of

Pennsylvania Press, 2002 (first published 1956).23. Micklethwait, J. and Wooldridge, A., op. cit., p. 118.24. Sirvan Schreiber, J. J., Le defi américain, DENOEL, Paris, 1967.25. Micklethwait, J. and Wooldridge, A., op. cit., p. 119.26. For more information on the major management models, see Goharriz,

K. K., Sistemas de organización de la empresa, in Organización empresarial,Harper & Lynch, 1993, special edition, La gaceta de los negocios (serieoptimización empresarial), pp. 19–25.

27. Drucker, P., The Concept of Corporation, Mentor, New York, 1983.28. Goharriz, K. K., op. cit., pp 19–25.29. Drucker, P., op. cit., 1999, p. 1630. McGregor, D. The Human Side of Enterprise, McGraw-Hill, New York,

1960.31. Drucker, P., 1999, op. cit., pp. 15–19.32. Emmering, M., Inventing Reason, Reflections on Knowledge and

Understanding with a View to Innovation, Universal Press, Veenendal,2004.

33. Shultz, T. W. quoted in Davenport, T.O., Capital humano, creandoventajas competitivas a través de las personas, Ediciones Gestión, Barcelona,2000, p. 39.

34. Davenport, T. O., Human Capital. What it is and Why People Invest it.Jossey-Bass, San Francisco, 1999.

35. Drucker, P., op. cit., 1999, pp. 233–5.36. Senge, P. M., The Fifth Discipline. Doubleday, New York, 1990.37. For more information on systems theory, see Fischer, H. R., Retzer, A.

and Schweizer, J., El final de los grandes proyectos, Gedisa, Barcelona,1997.

38. To understand more on the theory of mental models, see Argyris, C.,Reasoning, Learning and Action: Individual and Organizational, JosseyBass, San Francisco, 1982.

39. Baets, W., The Hybrid Business School: Developing Knowledge Managementthrough Management Learning, Prentice Hall, Englewood Cliffs, NJ,2000.

40. Baets, W., Organizational Learning and Knowledge Technologies in aDynamic Environment, Kluwer Academic Publishers, Norwell, MA, 1998.

41. Mostyn Bird, M., Women at Work: A Study of the Different Ways ofEarning a Living Open to Women, Chapman & Hall, London, 1911.

42. Roosevelt, T., Elements of a Successful “Diversity” Process, Part I, AmericanInstitute for Managing Diversity, Atlanta, 2001.

218 N O T E S

43. Thomas, D. A. and Ely, R. J., Making differences matter: a new paradigmfor managing diversity, Harvard Business Review on Managing Diversity,Boston, 2002, pp. 33–66.

44. Thomas D. A. and Ely, R. J. ibid, p. 60.45. Drucker, P., op. cit., 1999, p. 12.

Chapter 3

1. Torazno, G. La presencia de la mujer en la vida social, Nuestro Tiemponumber 123, p. 331.

2. Chinchilla, N. and Leon, C., La ambición femenina, Editorial Aguilar,Madrid, 2004, p. 25.

3. Naisbitt, J. and Aburdene, P. Megatendencias de la mujer, EditorialDorma, Buenos Aires, 1991, p.27.

4. De Miguel, A. La sociedad española 1994–1995, Editorial Complutense,Madrid, 1995, p. 165.

5. Romano, A. Mujeres en la cima: ellas Mandan,http://www.pymesdigital.com.ar.

6. Peters, T. Ponencia Expomanagement 2004,http://winred.com/EP/ideas/n/0060000600102381.html.

7. International Labour Office (ILO), Breaking through the Glass Ceiling.Women in Management, Geneva, Switzerland, 2004.

8. International Labour Office (ILO), Time for Equality at Work, Globalreport under the follow-up to the ILO declaration on fundamentalprinciples and rights at work, Geneva, Switzerland, 2003.

9. ILO, ibid., p. 41.10. Eurostat, most recent update, 27 September 2004.11. Randstat, Workpocket 2004, guide to work for employers and workers,

2004.12. Catalyst, Catalyst Census of Women Board Directors 2003, New York.13. “There are only 115 women on the boards of the 300 largest companies”

Expansion, 30 December 2002.14. Singh, V. and Vinnicombe, S. The 2004 Female FTSE Report, Cranfield

Centre for Developing Women Business Leaders, November 2004.15. Singh, V. and Vinnicombe, S. The 2002 Female FTSE Report, Cranfield

Centre for Developing Women Business Leaders, November 2002.16. Morrison, A. M. White, R. P. and Van Velsor, E. Breaking the Glass

Ceiling: Can Women Reach the Top of America’s Largest Corporations?,Center of Creative Leadership, 1987 (The term “glass ceiling” was madepopular by this book).

17. Meyerson, D. E. and Fletcher, J. K. A Modest Manifesto for Shattering theGlass Ceiling, HBR, 2001, pp. 67–93, p. 88.

18. Women in Leadership. A European Business Imperative, Catlyst – TheConference Board, www.catalystwomen.org, 2002.

19. Data from Ranking MBAs, Financial Times, 2003.20. ILO, op cit., 2003.21. Institute for Women’s Policy Research, The Status of Women in the States,

Washington, DC, November 2004.

N O T E S 219

22. Nurmi, K. Gender and the Labour Market in the EU, Ministry of SocialAffairs and Health, 1999. A third of the difference between the salary ofmen and women is due to occupational segregation, whilst between10–30 percent remains “unexplained.”

23. Manpower Labour Index, La desigualdad salarial por razones de sexo,January 2005.

24. Moir, A. and Jessel, D., Brain Sex: The Real Differences Between Men andWomen, Dell, New York, 1991.

25. www.soloellas.com/diferenciashombresmujeres04.html.26. www.diariomedico.com/geriatria/n250101.html.27. Nature magazine, 1995, J. Shaywitz.28. Jung, C. G., Arquetipos e inconsciente colectivo, Paidos, Barcelona, 1970.29. Bird, B. and Brush, C. A gender perspective on organizational creation,

Entrepreneurship, Theory and Practice, 26(3), Spring 2002, p. 4.30. www.mujeresdeempresa.com/management/mangement020302.shtml.31. Séller, L. Women Business Leaders in Latin America, Center for Gender in

Organizations, Simmon School of Management, Boston, 7 November2002.

32. Naisbitt, J. and Aburdene, P., op. cit., p. 215.33. Barbera, E. Rompiendo el techo de cristal: los beneficios de la diversidad de

género en los equipos de dirección www.uv.es/~iued/investigacion/techo-cristal.htm.

34. Naisbitt, J. and Aburdene, P., op. cit., p. 121.

Chapter 4

1. Baur, M. and Ziegler, G., La aventura del hombre, Maeva Ediciones,2003, p. 5.

2. Tylor, E. B., Primitive Culture, abridged edn, Harper, New York,(1871/1958).

3. Schein, E. H., Organizational Psychology, Prentice Hall, Englewood Cliffs,NJ, 1982.

4. Katan, D., Translating Cultures: an Introduction for Translators,Interpreters and Mediators (2nd edn), St Jerome Publishing, Manchester,2004.

5. Hoecklin, L., Managing Cultural Differences: Strategies for CompetitiveAdvantage, Economist Intelligence Unit (EIU), 1994–95, p. 8.

6. Hoecklin, L., op. cit., pp. 1–15.7. For more information, see Katan, D., op cit., pp. 24–37.8. Trompenaars, F., Riding the Wave of Culture, Irwin, Chicago, 1994.9. Hofstede, G., Cultures and Organizations: Software of the Mind, McGraw-

Hill, London, 1991. 10. Hall, E. T., The Silent Language Doubleday, New York, 1990 (originally

published 1952).11. Trompenaars, F., op cit.12. The dimensions described in this section are based on Storti, C. La

cultura sí importa, manual transcultural del cuerpo de paz, Peace CorpsInformation Collection and Exchange (ICE) T0087.

220 N O T E S

13. Hall, E. T. and Hall, M. R., Understanding Cultural Differences:Germans, French and Americans, Yarmouth, ME, Intercultural Press,1990, pp. 14–15.

14. Hofstede, G., Culture’s Consequences: International Differences in Work-related Values, Sage, Beverly Hills, 1980.

15. Hofstede, G., Organizational Culture, The Concise InternationalEncyclopaedia of Business Management, Malcolm Warner (ed.), ThomsonBusiness Press, London, 1997, pp. 543–5.

16. Sackmann, S. A., Cultural Complexity in Organizations: Inherent Contrastand Contradictions, Sage, California, 1997.

17. Smith, K. and Berg, D. N., Cross-cultural groups at work, EuropeanManagement Journal, 15(1) 1997, pp. 8–15.

18. www.nlpuniversitypress.com.19. Dilts, R. and Judith, D. Encyclopaedia of Systemic Neurolinguistic

Programming and NLP New Coding, www.nlpu.com.20. Bennett, M., Towards Ethnorelativisim: A Developmental Model of

Intercultural Sensitivity. Michael R. Paige (ed.), Yarmouth, ME,Intercultural Press, 1993, pp. 22–73.

Chapter 5

1. Naranjo, C., El eneagrama de la sociedad, Temas de Hoy, Barcelona,1995, p. 175.

2. Jung, C. (ed.) Man and his Symbols, Macmillan – now PalgraveMacmillan, London, 1964.

3. Campbell, J., El héroe de las mil caras, Fondo de Cultura Económica,México, 1959; Mascetti, M. D., Diosas; el renacimiento del culto a lofemenino, Robinbook/Circulo de lectores, Barcelona, 1990.

4. See, for example, some applications developed by Y&R atwww.emea.yr.com/Icon.pdf.

5. Suplemento Formación y Empleo, ABC Domingo, 5 December 2004, p. 36.6. Naranjo, C. op. cit.7. The original Sufi conception is that all human beings have something of

the divine in them and this is reflected in their characters and personalities.However, no one is aware of this divinity until, through human love, theysee not only the greatness of the personality of the loved one, but alsotheir own divinity reflected in the other as though they were a mirror. Theunity of all human characters constitutes the unity of the divine. For moreinformation about the Sufi view of unity, see Lings, M., Sufism, Religion inthe Middle East, Cambridge University Press, 1969, pp. 253–69 andPareja, P., Islamología, Razón y Fe, 1954, p. 646.

8. Naranjo, C., El eneagrama de la sociedad, Temas de Hoy, Barcelona,1995, p. 22. These authors add the sins of fear and vanity to the seventraditional Christian sins.

9. Jung, C. (ed.) op. cit., pp. 49–50.10. www.humanmetrics.com.11. There are many books that give more information about the enneagram.

In addition to Claudio Naranjo, see also Riso, D. R. and Hudson, R. Lasabiduria del eneagrama, Urano, Barcelona, 2000.

12. Crosby, L. A., Bitner, M. J. and Gill, J. D., Organizational structure ofvalues, Journal of Business Research, 20 1990, pp. 123–34.

13. Shwartz, S. H. and Sagiv, L., Identifying culture-specifics in the contentand structure of values, Journal of Cross-cultural Psychology, 26(1), 1995,pp. 91–116.

14. Sully de Luque, M. F. and Sommer, S. M., The impact of culture onfeedback-seeking behavior: An integrated model and propositions,Academy of Management Review 2000, 25(4) pp 829–49.

Conclusion to Part One

1. Ridderstråle, J. and Nordström, K., Funky Business, Pearson Education,Madrid, 2000.

2. Ridderstråle, J. and Nordström, K. ibid. 3. Goleman, D., Emotional Intelligence, 1995.

Chapter 6

1. www.stop-discrimination.info/fileadmin/pdfs/costsbenefexsum_es.pdf.2. Micklethwait, J. and Wooldridge, A., The Company: A Short History of a

Revolutionary Idea, Weidenfeld & Nicholson, London, 2003, p. 181.3. Porter, M. E. and Kramer, M. R., The Competitive Advantage of Corporate

Philanthropy, Harvard Business School Publishing, Boston, 2002. 4. Friedman, M., Capitalism and Freedom, University of Chicago Press,

Chicago, 1962/1982.5. European Commission, 2 July 2002, http://europa.es.int.6. Other international initiatives include OIT 1977/2000, OECD

Guidelines for multinational enterprises 2000 UN and OECD Principlesof corporate governance 1999.

7. www.unglobalcompact.org.8. www.unglobalcompact.org.9. www.globalreporting.org.

10. www.globalreporting.org.11. Los nuevos líderes, Actualidad Económica, number 2403, 8 July.12. www.ftse.com/ftse4good.13. www.dowjones.com.14. www.eiris.org.15. www.greatplacetowork.com. The Great Place to Work Institute Inc is a

research and management consultancy based in the USA with affiliatedoffices throughout the world (Diversityinc, www.diversityinc.com). Theirmission is to provide education and clarification of the benefits of diversityin business.

16. http://europa.es.int/comm/employment_social/equal/index_en.cfm.17. Sackmann, S., Cultural Complexity as a Challenge in the Management

Global Context, in A Cultural Forum: Corporate Culture in GlobalInteraction, vol III, Bertelsmann Foundation, Guetersloh, 2003, pp. 58–80.

N O T E S 221

222 N O T E S

18. Garralda, J., Cultura de empresa, IE working paper.19. Garralda, J., op. cit.20. Mohn, L., A Cultural Forum: Corporate Culture in Global Interaction,

vol III, Bertelsmann Foundation, Guetersloh, 2003, p. 9.21. Sackmann, op. cit., p. 61.22. Cabrero Romañach, Los errores sutiles del caso San Pedro, Cuenta y Razón

del Pensamiento Actual, num 135, January, 2005.23. Catalyst, Assessing your Work Environment, The catalyst making change

series, Catalyst, New York, 2002.24. Senge, P. M., The Fifth Discipline, ed. Granica, Barcelona, 1992, p. 220.25. Maslow, A., El hombre autorealizado, Kairos, 1993.26. Lynch, F., The Diversity Machine: The Drive to Change the White Male

Workplace, Free Press, New York, 1997.27. Bendick, M., Egan, M. L. and Lofhjelm, S. M., Workforce Diversity

Training: from Anti-discrimination Compliance to OrganizationalDevelopment, Human Resource Planning, 24(2) 2001, pp. 10–15. TheHuman Resources Planning Society, New York.

Case 1

1. Diversity, www.jpmorganchase.com.2. www.jpmorganchase.com.3. Nondiscrimination policy, www.jpmorganchase.com.4. The Consortium is a group of 15 business schools that provide

management training opportunities to African-American, Hispanic andNative American students.

5. The Robert A. Toigo Foundation provides support to African-Americans,Hispanics and Asian-Americans in the finance sector, through financialhelp, mentoring, internship programs and job placement. JPMC workswith the Toigo Foundation by providing mentors and career opportunities.

6. SEO is an organization that prepares young coloured people forleadership roles in their families, communities and careers (SEO Missionstatement).

7. Before the merger with JPMorgan, 20 percent of the corporate officersand 3 of the 17 board members of Chase Manhattan were women.Promotion has been particularly rapid at senior management level, wherethe percentage of women rose from 19 percent in 1996 to 24 percent.

Case 2

1. Informe 2003, Universia, p. 9.2. Speech by Emilio Botín, University of Salamanca, Spain.3. www.gruposantander.com, 22 February 2005.4. Corporate Social Responsibility Memorandum, Grupo Santander, 2003, p. 8.

Case 3

1. Asociación Nacional de Fabricantes de Automóviles y Camiones.2. In 1921, 56.6 percent of all the vehicles registered in the world were

Model T Fords (FMC 100 years).3. www.ford.com.4. The Middle Eastern community in Dearborn, Michigan, established for

the main part by workers at Ford between 1900 and 1910, built the firstmosque in the USA in 1919.

5. Prizes in the USA: Number 1 in the ranking of the top 50 companies fordiversity by Diversityinc 2003; Urban Wheels prize for its commitment todiversity in the automobile industry; the Gay & Lesbian Alliance AgainstDefamation’s Fairness prize. In Germany: the Media Capital award fordiversity in 2004. In the UK: the Opportunity Now award forcommitment to equal rights.

6. FMC: On the team. www.ford.com.7. FMC: Valuing diversity.8. www.ford.com/go/best with DiversityInc and Score.9. Amparo Rodriguez interview by Jose Luis Silvestre. Ford Almussafes, June

2004.10. For example, the awards received by Cristobal Aguilar and other

volunteers for their efforts in the campaign to clean up an oil spill on theGalician coast; Maite Arnáiz of the Finance Department in Valencia, forthe development of a web forum for cultural exchange aimed atpromoting community services for minorities; and Ignacio Sáinz(posthumously) for his work in FAMOVAL, an initiative for creatingemployment for disabled children of factory workers.

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224

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B I B L I O G R A P H Y 229

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230 B I B L I O G R A P H Y

Websites

Accenture: www.accenture.comAsociación Mexicana en Dirección de Recursos Humanos:

www.amedirh.com.mxBP: www.bp.comCatalyst: www.catalystwomen.orgCEOSA: http://www.ceosa.org Diario Médico: www.diariomedico.comDiversityinc: www.diversityinc.comDow Jones: www.dowjones.comEiris: www.eiris.orgEuropean Union: http://europa.eu.intEurostat: http://epp.eurostat.cec.eu.intFord Globe: www.fordglobe.comFord Motor Company: www.ford.comFTSE: www.ftse.com/ftse4goodFundación Once: http://www.fundaciononce.esGlobal Compact: www.unglobalcompact.orgGlobal Reporting Index (GRI): www.globalreporting.orgGrupo Santander: www.gruposantander.comGrupo Vips: www.grupovips.comhttp://nlpuniversitypress.comHuman Metrics: www.humanmetrics.comInstituto Nacional de Estadística (INE): www.ine.esJPMC: www.jpmorganchase.comKellog: www.kelloggs.com/careers/diversity/resource.shtmlMi negocio: www.ford.com/go/bestMujeres de Empresa: www.mujeresdeempresa.comNostresport: www.nostresport.comOnce: www.once.es Programa EQUAL:

http://europa.eu.int/comm/employment_social/equal/index_en.cfmSEO: www.seo-ny.orgShell: www.shell.comSolo Ellas: www.soloellas.comStop Discrimination: http://www.stop-discrimination.infoThe Great Place to Work Institute, Inc: www.greatplacetowork.com UNCF: www.uncf.orgUniversia: www.unversia.netwww.stop-discrimination.infowww.expansionyempleo.es

Aabundance, paradox of 93acceptance, in changing cultural sensitivity

95access 54–5achievement 108, 109achievers/performers 102, 103–4activism vs fatalism 89adaptation

case study 179–86in changing cultural sensitivity 95

Amsterdam Treaty 132–3, 229anger 102, 103anthropology 69–71approachability, gender and 75–6aptitudes, in cultural competence 95archetypes

cultural 7gender 6–7personalities 97–8

arrogance 102artists 102, 104assessment

mobility assessment program atJPMorgan Chase 166

of work environment 138–9assessment systems, at Ford Motor

Company 182–3attraction 169authority, paradox of 93autocracy vs participation 93avarice 102, 104

BBacon, Francis 38behaviors level of culture 94beliefs and values level of culture 94benevolence 108, 109bisexual employees groups 146–7bookkeeping, double-entry 35, 37–8boundaries, paradox of 93

business activity, consequences of 26–8business development

up to 16th century 35–616th to 18th century 36–918th to 20th century 39–40

business managementuntil the 1970s 43–6from the 1970s 46–52and culture 84–5diversity in history of 33–56early uniformity 43, 46outbreak and growth of 41–2rationalist theory 45as a science 41–2theories and models, see management

theories and models

Ccapabilities level of culture 94capitalism, growth of 37–8capitalization of corporate investment 153Cardador, Gracia, on diversity 189–91career development programs 140, 143–6career management, at JPMorgan Chase

166career paths, change in xiv, xvCarnegie, Andrew 41case studies

adaptation 179–86corporate social responsibility 172–8human capital development 163–71

challengers 102, 105change 3–4, 32, 47, 55–6

adapting to xvin career paths xiv, xvcertainty of 13culture of 14demographic 4–5effect of women’s influence 61evolving 16in expectations 5

231

Index

For individual organizations see the list on pages 213–14

232 I N D E X

openness to 108and organizations 13–15prescribers of 14rapid 26, 48reality and 48–9

charactertypologies of 102–7see also personality

China, early commercial activities 37collaborators 102, 104–5collective learning 49, 51–2collectivism

collectivist culture 86, 87vs individualism 86–7, 90, 93

communication policies, at JPMorganChase 166

communications, within companies 29community, companies’ service to 18

see also corporate social responsibilitycompanies

18th to 20th century 39–40in the 20th century 40, 41–2of the 21st century 55–6aim of 16–20communications within 29consequences of business activity 26–8continuous improvement 22efficiency 21, 55executives 30–1, 43flexibility 47–8history 39instability 47multinational, culture and 84nonprofit organizations 16overproduction 21permanence 19profit making 16–17, 20providing personal satisfaction and

growth 18–19, 21, 23, 30rapid change 48reputation 17–18respect demonstrated by 17self-perpetuation 19service to the community 18values of, and diversity values 111–16see also business development; corporate

social responsibility; organizations;staff; workers

company culture 24, 26company development, key aspects 33company philosophy 135–6company structures 28

flexibility 24formal vs informal 77

grade system in 28–9multidivisional decentralized 42uniformity of 112

competencescreative 95cultural 94–5development training programs 98imaginative 95use of 94variety of, coexisting 92

competitive advantage 22diversity as source of xi, xii

complementarity of diversity 109–10complementary roles, gender and 79–82conciliation vs confrontation 93conformity 108, 109confrontation vs conciliation 93conglomerates, industrial, development of

40conservation 108control, concepts of 89corporate culture 136corporate governance, sustainable 32corporate investment, capitalization of

153corporate social responsibility (CSR) 18,

31–2, 112–13, 127, 158case study 172–8criteria/principles 128–9, 131–2definition 127

corporate training 156–8cost savings 153cowardice 102, 105criticism vs diplomacy 93CSR, see corporate social responsibilitycultural competences 95

acquisition of 94–5cultural diversity xi–xii, 7–8

control of environment in 89and nature 91–2

cultural sensitivity model 95–6culture

activist 89archetypes 7business management and 84–5of change 14collectivist 86, 87of company 24, 26control concepts 89corporate 136definitions 83–4dimensions of 86–91fatalist 89iceberg theory 85, 85–6

I N D E X 233

individualist 86–7layers of culture theory 85–6levels of 94–5management styles 89–91models 85–6multiculturalism xiv–xvmultinational companies and 84onion skin theory 85, 85–6organizational 135–6, 137paradoxes in multicultural groups 93–4particularist 87relationship problems 86–7time concepts 87–9universalist 87

Ddeceit 102decisions 31, 32defence, in changing cultural sensitivity 95delegation, gender and 77democracy, paradox of 93demographic change 4–5denial, in changing cultural sensitivity 95development

of company 33of staff 28–30transpersonal 155see also business development; personal

developmentdevelopment and retention 169diplomacy vs criticism 93disabled people, integration of xv, 140,

147–50discrimination

gender 53–4, 62nondiscrimination 54, 164racial 53–4

distance, shrinking 14diversity 5

analytical framework 122–5commitment to 175–6complementarity of 109–10costs and benefits, EU study 124cultural xi–xii, 7–8, 89, 91–2definitions 6, 181experts’ testimony on, see experts’

testimonyexporting 183increased interest in 4–5levels of 123–5

see also individual level; organizationlevel; society level

managing, see diversity management

questions and answers on, see experts’testimony

respect for xiias reverse of globalization xistimuli for 122training 126, 135, 154, 156–8values 181

diversity and integration policies 54diversity councils/committees 150, 151,

152, 167, 170, 184–6diversity management 5–6, 53–5, 121–2,

158–9gender and 78in the new company 52–5supporting systems and structures

150–2diversity scorecards 167, 182diversity strategy

at Ford Motor Company 181–2at JPMorgan Chase 163–71

Drucker, Peter 15, 42, 45

Eeconomic success, key to 34education

women’s access to 60, 67see also training

efficiency 21, 55effusiveness (sharing), gender and 77–8emotional center 101emotional intelligence 115emotions, gender and 78employee networks 140, 146–7

at Ford Motor Company 182at JPMorgan Chase 165

enneagrams 98–9, 101, 102–6, 108, 109entrepreneurial spirit, historical

development 36–9environment

changing, adapting to 153see also work environment

environmental level of culture 94envy 102, 104equality, see equal opportunities; racial

equalityequal opportunities 132

Amsterdam Treaty 132–3, 229EQUAL program 132European Directives 133GRI indicators 128

ethnicity 169events, sponsorship of 130executives 30–1, 43expectations, changing 5

234 I N D E X

experimentation 33, 34, 38experts’ testimony, questions and answers

on diversity(Q1) understanding of 189, 193, 197,

201, 207, 210(Q2) in today’s society 189–90, 193,

198, 201–2, 207, 210–11(Q3) obstacles to 190, 193–4, 198,

202–3, 207, 211(Q4) rethinking business management

issues 190, 194, 198, 203, 207,211

(Q5) advantages of 190, 194, 199,203, 208, 211

(Q6) reaping the benefits of 190, 194,199, 203, 211

(Q7) leveraging the advantages of 191,195, 199–200, 204, 208, 211

(Q8) challenges of 191, 195, 200,204, 208–9, 212

(Q9) trends 191, 195, 200, 209(Q10) business corporations in the

future 191, 195–6, 200, 205, 209,212

Fface, paradox of 93fairness 54, 55fatalism vs activism 89feeling(s) 100

gender and 78femininity vs masculinity 90feminism 59–60feminization of the workplace xivfinancial markets, development of 40flexibility 24, 47–8, 112

adapting to changing environments153

at JPMorgan Chase 165working conditions 68, 69, 135, 138,

140, 140–1, 158Follet, Mary Parker 45Ford, Henry 15, 41

Ggay employees groups 146–7gender

archetypes 6–7complementary roles 79–82discrimination 53–4, 62influence on management 59–61, 71–9leadership styles 73–4management and 59–61

management styles, see managementstyles

policy at JPMorgan Chase 169studies 69–71

gender diversity 59, 69–71, 79–82activity rates in the labor market 62–4approachability 75–6delegation 77diversity management 78effusiveness (sharing) 77–8feelings/emotions 78interpersonal relationships 76–7knowledge 75structures, formal/informal 77thought 74–5time allocation 75values 78–9work-life balance 66, 68, 76see also women

glass ceiling 64–5, 67Global Compact 127–8, 131globalization xiv

and diversity 113diversity as reverse of xias an opportunity 4

Global Reporting Initiative (GRI) 128GLOBE (Gay, Lesbian or Bisexual

Employees) group 146–7gluttony 102GRI (Global Reporting Initiative) 128groups, human 7–8growing, as a person 110Gurdjieff, George Ivanovitch 99

Hhedonism 108, 109helpers 102, 103history

diversity and new business vision 33–4see also under business development;

business management; companiesHofstede, Geert 89–90homosexual employees’ rights 147human capital 50

development of, case study 163–71human groups 7–8human resource policies 140–50

career development programs 140,143–6

disabled people integration xv, 140,147–50

employee networks 140, 146–7, 165at JPMorgan Chase 164–6recruitment and promotion 140, 141–2

I N D E X 235

work–life balance programs 140, 140–1human tendencies 20–3

Iiceberg theory of culture 85, 85–6Ichazo, Oscar 99identity, paradox of 93identity and role level of culture 94improvement, continuous 22impulses, spontaneous 30individualism

vs collectivism 86–7, 90, 93individualist culture 86–7

individual level of diversity 123, 124,124–5instruments 154objective 154results 154strategy 154training strategy 154

individualsparticipation of 49, 50personal domains 51

industrial conglomerates, development of40

Industrial Revolution 39–40industrial society, move from 15influence 115

effect of increase in women’s 61on management, gender and 59–61,

71–9information era 113–14information flow, masculine/feminine

qualities 114information management 51–2information overload 113information society 15innovation, drivers of 40instability in companies 47integration 116, 169

in changing cultural sensitivity 95integrated organizational culture 137learning and efficiency and 55old/new parameters 33, 34policies 54

intelligence, emotional 115intelligent organization 51internship programs, at JPMorgan Chase

165intuition 100, 114investment, corporate, capitalization of 153involvement, paradox of 93Islamic world, early commercial activities

37

JJung, Carl 6, 71–2, 97, 98, 100

Kknowledge

abstract 75experiential 75gender and 75

knowledge generation 156knowledge management 49, 51–2knowledge society 15knowledge workers 50

Llaw, respect for 18layers of culture theory 85–6laziness 102, 106leadership

capacity for 95style, gender and 73–4transactional 73–4transformational 74, 115

learning 55collective 49, 51–2by doing xv

learning rooms, at JPMorgan Chase 166legal framework 126, 131–4legislation 229

19th century 3920th century 53

legitimacy 54–5lesbian employees groups 146–7Llano, A. 16loyalty 153lust 105

Mmanagement

by objectives 24punitive 46scientific 45styles of, see management stylestheories of, see management theories

and modelstraining, women 66–7women’s access to 64–6see also diversity management

management science 42management styles

cultural contexts 89–91feminine 72–3, 81, 82masculine 72, 81, 82traditional 73, 81

236 I N D E X

management theories and models 42,44–6, 49–52humanistic 46ideas from other sciences 48rationalist 45scientific management 45theory X/theory Y 46

managers, senior, origin of 8–9manual labor, principles governing

productivity 45markets, access to new 153masculinity vs femininity 90Maslow, Abraham 155mass production/distribution 15, 41mediators/peacemakers 102, 105–6men

leadership style 73–4management style 72, 81, 82masculine archetype 6–7masculine vs feminine qualities 69–79,

114see also gender diversity

mental center 101mentoring, at JPMorgan Chase 166migration 4minimization, in changing cultural

sensitivity 95mobility assessment program, at JPMorgan

Chase 166monochronic traits 88Moraleda, Amparo, on diversity 192–6moral relativism xi–xiimotivation 20, 153, 155motor vehicle sector 179–80multicultural groups, paradoxes in 93–4multiculturalism xiv–xvmultinational companies, culture and 84Myers-Briggs system of typologies 102

NNaranjo, Claudio 99nondiscrimination 54

at JPMorgan Chase 164nonprofit organizations 16

Oobligations 87observers 102, 104onion skin theory of culture 85, 85–6opposites, reconciliation of 92–4, 96optimists 102, 105orchestration vs spontaneity 93organizational culture 135–6

integrated 137

organization level of diversity 123, 124,135–54assessing work environment 138–9group categories 137–8human resource policies 140–50individual needs 137–8instruments of best practices 135,

138–52objectives 135results 135, 152–3strategy 135, 135–7supporting systems and structures

150–2training strategy 135

organization man 43–4organizations

for individual organizations see list oforganizations on pages 213–14

based on permanent collective learning49, 51–2

and change 13–15dynamic and interactive 49, 50–1intelligent organization 51nonprofit 16see also companies; staff

orientation, short-term vs long-term 91overproduction 21

Pparticipation vs autocracy 93particularism vs universalism 87peacemakers/mediators 102, 105–6perfectionists 102, 103performers/achievers 102, 103–4personal development 116

career development programs 140,143–6

programs 116, 138, 155–6, 158systems of 98–107

personal domains 51personality 7–8, 97–110

basic cognitive resources 100–1development process 100as focus of company 115, 116light and shade 99–100stereotypical 7typologies 97–8, 102–7unity 99

personal mastery 154personal satisfaction 18–19, 21, 23, 30pluralistic society, evolving from feudal

36, 38, 39polychronic traits 88–9population migration 4

power 108, 109power distance 90, 91preservation 108pride 102, 103process vs task 93professional development programs 145–6profit making 16–17, 20progress, experimentation and 33promotion policies 140, 141–2purpose, spirituality and purpose level of

culture 94

Qquality

vs quantity 93valuing 21, 22

quantity vs quality 93questions and answers on diversity, see

experts’ testimony

Rracial discrimination 53–4racial equality, European Directive 134rationalism in society 38rationalist theory of management 45rationality 60, 114recruitment policies 140, 141–2

at JPMorgan Chase 164relationships, interpersonal

gender and 76–7problems 86–7

relativism, moral xi–xiiremuneration 21, 22–3

men vs women 67reputation 17–18resources, increase in 153roles

complementary 79–82identity and role level of culture 94

Ssalary levels, see remunerationsatisfaction, personal 18–19, 21, 23, 30scientific analysis 38scientific knowledge, aiding economic

growth 41scientific management 45security 108, 109self 86–7self-direction 108, 109self-enhancement 108self-realization 8, 155self-transcendence 108Senge, Peter 50–1, 154

sensation 100skills, contextual, in cultural competence

95Slimi, Rachid, on diversity 197–200Sloan, Alfred 42, 45social responsibility, see corporate social

responsibilitysociety level of diversity 123, 124, 126–34

best practices 129–30instruments 126, 128legal framework 126, 131–4objectives 126, 126–7results 126, 130–1strategies 126, 127sustainability indices 128–9training strategy 126

Spaincomposition of workforce 5gender comparisons in workforce 63,

65women’s occupation rates 63–4

spirituality and purpose level of culture 94sponsorship of events 130spontaneity vs orchestration 93stability 108staff

companies providing personalsatisfaction and growth 18–19, 21,23, 30

development of 28–30grades 28–9remuneration 21, 22–3see also workers

stakeholders’ policiesat Ford Motor Company 183at SCH 176–7

stereotypesgender and 66personalities 7

stimulation 108, 109stock markets, development of 40strategy

change and 26definition 23–6

structure, see company structuressuggestion schemes 22sustainability indices 128–9sustainability reports 128systemic thinking 51

Ttalent retention 152–3, 153–4, 158task vs process 93Taylor, Frederick 45

I N D E X 237

238 I N D E X

techno-scientific process 37tendencies

basic human 20–3future 30–2

theory X/theory Y 46thinking 100

systemic 51thought, gender and 74–5time 14

concepts of 87–9time allocation, gender and 75Toldalagi, Marianne C., on diversity

201–5tradition 108, 109training 22

competence development 98corporate training 156–8diversity training 126, 135, 154,

156–8at JPMorgan Chase 166management training, women 66–7personal development 99see also education

Trajano, Luiza Helena, on diversity206–9

transactional leadership 73–4transformational leadership 74, 115transpersonal development 155Treaty of Amsterdam 132–3, 229triple bottom line strategy 128

Uuncertainty avoidance 90, 91unemployment levels, women 63universalism 108, 109

vs particularism 87

Vvalue innovation 24, 25values 111–16

beliefs and values level of culture 94definition 108dominant 15–16, 33at Ford Motor Company 181gender and 78–9rising 15–16universal 107–9valuing quality 21, 22

visceral center 101von Lazar, Arpad, on diversity 210–12

WWeber, Max 37–8websites 230women

19th century and before 59–60in the 20th century 59–60in the 21st century 62access to education 60, 67access to management 64–6activity rates in the labor market 62–4barriers obstructing career paths 66as directors 64, 65, 66effect of increase in women’s influence

61feminine archetype 6–7leadership style 74management style 72–3, 81, 82masculine vs feminine qualities 69–79,

114occupation rates in Spain 63–4options in professional life 68–9responsibility for family life 66, 68–9,

76salary levels 67training in management 66–7unemployment levels 63work–life balance 66, 68, 76in the workplace xii, xiv, 3, 4, 8, 53,

60, 62see also gender diversity

work environmentassessment 138–9see also environment

workersparticipation of 49, 50as resource 45see also staff

workforceincreasing age of 5women in, see under women

working conditions, flexibility in 68, 69,135, 138, 140, 140–1, 158

work–life balance 52–3, 169–70gender and 66, 68, 76programs 140, 140–1

workpeople, greatest company asset 76workplace

feminization of xivwomen in xii, xiv, 3, 4, 8, 53, 60, 62

workplace life, at JPMorgan Chase 165