It’s Not What You Think
In Chapter 4, we said that value in a value-based organization is much more than a single belief, or something that shareholders expect to receive, or something that is added later, or an action that makes someone feel valued. Instead, value is a unit of worth that suppliers and customers (that is, all organizations and all employees) contribute as their part of a value transposition. The ability of one party to deliver what the other values qualiﬁes the former to engage with the latter in a value exchange. Both parties judge what is of value to them against criteria that are both similar and diﬀerent. The implications for managers in value-based organizations are centered around identifying what value they can oﬀer to their customers as representatives of their professions as well as their organizations. This chapter looks at the value that is expected when the organization and its managers are the suppliers and the employees are the customers. DIVERSITY The importance of managing diversity in organizations is not new. In some cases, laws have been changed to include and protect a variety of beliefs and behaviors. For many, however, managing diﬀerences between people has been limited to identifying the lowest common denominator of acceptable organizational behavior; that is, by seeking to be politically correct rather than by improving the exchange of value. In other words, managing diversity has become a euphemism for minimizing disruption instead of maximizing beneﬁt. One implication in the management of diversity...
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