Case 1:

Google Is Trying Too Hard (or Not Hard Enough) to Diversify

By Daisuke Wakabayashi March 9, 2018 The internet giant is being sued by former employees who say the company is going too far with diversity. Other lawsuits accuse it of the opposite.

SAN FRANCISCO In 2014, Google became one of the first technology companies to release a race and gender breakdown of its work force. It revealed to no ones surprise that its staff was largely white or Asian and decidedly male.

The company explained that it disclosed the figures, in part, because it wanted to be held accountable publicly for not looking the way we wanted to. Since then, Google has made modest progress in its plan to create a more diverse workforce, with the percentage of women at the company ticking up a bit. But a spate of recent incidents and lawsuits highlight the challenges the company has faced as it has been dragged into a national discussion regarding politics, race and gender in the workplace. Google is being sued by former employees for going too far with its diversity effort. It is also being sued for not going far enough. My impression is that Google is not sure what to do, said Michelle Miller, a co-executive director at Coworker.org, a workers rights organization that has been working with some Google employees. It prevents the ability of a company to function when one group of workers is obstinately focused on defeating their co-workers with whatever it takes. The division within Google spilled into the open last year when James Damore, a software engineer, wrote a memo critical of its diversity programs. He argued that biological differences and not a lack of opportunity explained the shortage of women in leadership and technical positions. Google fired Mr. Damore. He filed a lawsuit in January with another former employee, claiming that the company discriminates against white men with conservative views. In a separate lawsuit, a former recruiter for Y Tube sued Google because, he said, he was fired for resisting a mandate to hire only diverse female or black and Latino candidates. Googles handling of the issue was also upsetting to Mr. Damores critics. In another lawsuit filed last month, a former Google employee said he was fired because he was too outspoken in advocating diversity and for spending too much time on social activism. Inside Google, vocal diversity proponents say they are the targets of a small group of employees who are sympathetic to Mr. Damore. In some cases, screenshots of comments made on an internal social network were leaked to online forums frequented by right-wing groups, which searched for and published personal information like home addresses and phone numbers of the Google employees, they said. In 2015, Google started an internal program called , which includes a way for employees to anonymously report complaints of inappropriate behaviour by co-workers. Some diversity supporters say other employees are taking advantage of this program to accuse them of harassment for out-of-context statements. Some people feel threatened by movements that promote diversity and inclusion. They think it means people are going to come for their jobs, said Liz Fong-Jones, a Google engineer who is a vocal supporter of diversity. The tension is elevated at Google, at least in part, by its workplace culture. Google has encouraged employees to express themselves and challenge one another. It provides many communication systems for people to discuss work and non-work-related issues.

Case 2:

Foreign workers are on the way, but are Japanese businesses ready?

BY MASUMI KOIZUMI, KAZUAKI NAGATA AND SATOSHI SUGIYAMA

A new visa program designed to lure more workers to Japan takes effect Monday, and government officials and industry leaders hope two new types will help alleviate the national labor shortage. But whether businesses are prepared to accept them is an entirely different matter. Companies and organizations interviewed by The Japan Times said they remain in the dark about many details of the new system and are still unsure whether they have the capacity to provide adequate support for employees who will be starting a whole new life in Japan. Under the new system, up to around 340,000 blue-collar workers are expected to come to Japan to work in 14 sectors over the next five years. The nursing care sector is slated to accept as many as 60,000 more than any other sector. The industry is crucial for the rapidly graying population and companies are hopeful the new system will help them out, said Go Tsurumura, an official from the secretariat of the Japan Federation of Kaigo Business Providers, an industry group. And yet Tsurumuras hopes are tempered by a sense that, with the exception of some businesses with prior experience handling foreign workers, the nursing care industry overall hasnt yet developed a basic system for supporting foreign caregivers on the new visas. An official at a Tokyo-based nursing-care provider who agreed to speak on condition of anonymity said his firm is looking to accept foreign workers through the new system but has no experience of this kind. So, whether it can provide enough support is a major concern, he said. They might feel homesick. In some cases, I hear they disappear, he said. The new visa system calls for creating two types of resident statuses. The Type 1 visa, which applies to all 14 sectors, is for people with a certain level of vocational and Japanese skills in specified areas. The Type 2 visa is for those with advanced skills. The government just started holding briefing sessions for the related industries this month (in March), so I think a lot of companies are still in the dark on the new system, said Hironobu Takeda, an official at Saint Media Inc., a Tokyo-based recruiter that introduces caregivers to facilities. Companies will be required to submit so many documents to the government to hire foreign caregivers that I dont think they can handle the administrative work just by themselves, Takeda said. Nursing care provider Keiseikai, which manages facilities mainly in the cities of Osaka and neighboring Daito, says it is willing to accept foreign caregivers under the specified skills visa. But its chief concern is that the paperwork and the regulations on nursing-care providers who can hire them remain unclear, said Koki Ota, a senior company official. Were still waiting for more information as soon as the details are released, were ready to move ahead, he said. Keiseikai already has 12 students from Vietnam as part-time as caregivers so Ota said it knows how to bring in more on the Type 1 visa and how to support them, including with lessons on Japanese nursing terminology.

Requirement

Based on these two cases above answer this question

Introduction

A brief summary about the 2 cases and how they are defined

CCM Issues:

Identify three (3) to four (4) critical issues about CCM application raises in the cases.

CCM Theories:

Apply three (3) to four (4) CCM knowledge professionally through reading these cases. (Application theories)

Recommendations:

Recommend three (3) to four principles (4) about CCM think are priorities for organizations and diverse workplace and why.

Conclusion