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Go to Chapter 5 of "Leadership" and view the WHIRLPOOL video. Respond to the questions below using the CASE STUDY RUBRIC as a format.5-6f Video Case: Employee Networks at Whirlpool CorporationSince 19
Go to Chapter 5 of "Leadership" and view the WHIRLPOOL video. Respond to the questions below using the CASE STUDY RUBRIC as a format.
5-6f Video Case: Employee Networks at Whirlpool Corporation
Since 1911, Whirlpool Corporation has grown from a small company to a global corporation with manufacturing locations on every major continent and over 68,000 employees worldwide. Like many organizations, one of Whirlpool's strategies for creating a culture of pluralism is encouraging the formation of employee network groups. These are voluntary groups formed around primary dimensions such as gender and ethnicity, and which meet regularly to focus on business issues. The groups are also a resource to the employees by providing a supportive community, decreasing social isolation, and promoting career development. Further, they help retain employees by providing them a forum for expressing ideas. These discussions often spark new ideas that benefit the company as a whole.
- Using the Whirlpool Corporation Web site (http://www.whirlpoolcorp.com), identify the employee network groups at Whirlpool and the mission of each. There is a specific page to find this information on the Whirlpool web site.
- Do you think Whirlpool's encouragement of employee networks works for or against creating a culture of diversity? Explain your answer.
- If you were a leader at Whirpool, Complete a diversity SWOT for the organization. SWOT = strengths, weaknesses, opportunities, and trends.
