(in Polish) Neuroróżnorodność, wielogeneracyjność, wielokulturowość w zarządzaniu 2600-ZLAIdzNWWZkf
his seminar prepares students to manage teams that are diverse primarily in terms of age, generation, and culture. It presents diversity as a phenomenon that can strengthen a team, but can also generate tension and conflict. The outcome depends on how diversity is managed.
The course consists of three main blocks:
• Diversity in Organizations: The concept and dimensions of diversity, from equal opportunity policies to inclusion. Paradigms of diversity management and the institutional perspective: why organizations implement diversity policies and when such policies remain purely declarative.
• Multigenerational Workforce: Generations in the labor market and their characteristics, along with a critique of generational stereotypes. Distinguishing between generation, age, and life stage. Age management and multigenerational management: motivation, professional development, knowledge transfer, mentoring (including reverse mentoring), and intergenerational conflicts.
• Multiculturalism: Cultural dimensions and their significance in management, cultural intelligence, intercultural communication, the impact of cultural diversity in teams, leadership in multicultural teams, and the integration of international employees.
The classes also cover neurodiversity in the workplace as another dimension of diversity, as well as the applications of AI in managing diverse teams (including personalized motivation and development, engagement analytics, communication support, and the risks of algorithmic bias).
Teaching Methods & Requirements
Students work with case studies, project teams, simulations, and debates. The primary assignment is a team project: diagnosing diversity within a selected organization or team and proposing inclusive action plans. Part of the materials and discussions are conducted in English.
Estimated Student Workload (1.5 ECTS = approx. 40 hours):
Activity Workload
Class attendance 16 h
Readings & class preparation 8 h
Project work 10 h
Exam preparation 4 h
Consultations 2 h
Course coordinators
Type of course
Learning outcomes
After finishing the course, the student:
In terms of knowledge:
K_W02, K_W03, K_W05
- at an advanced level, complex processes and phenomena occurring in different types of organizations and in their surrounding environment, and applies management theory, in particular theories related to people management, drawing on complementary disciplines such as economics and finance, legal sciences and social sciences, to identify, diagnose and solve problems related to people management in organizations, using an appropriate selection of sources, adapting existing methods or developing new ones, and integrating them within the organization’s strategy;
- at an advanced level, legal regulations concerning the functioning of organizations, in particular those relating to people management in organizations.
-complex technological, social, political, legal, economic, ethical and environmental processes and phenomena, including the use of artificial intelligence (AI), and their impact on the functioning of organizations and the economy as a whole.
In terms of skills:
K_U01, K_U02, K_U06, K_U08
- propose solutions to tasks carried out under unpredictable conditions;
- clearly present the results of management analyses to diverse audiences using specialist terminology and participate in debates, including in English;
- manage teams, assume a leading role in team activities and cooperate effectively within a team;
- further develop acquired qualifications, support others in their development and demonstrate the ability to engage in self-directed learning.
In terms of social competencies:
K_K01, K_K03
- assess and adopt a critical approach to complex situations and phenomena related to the functioning of organizations, in particular the labour market and people management processes involving the use of AI;
- initiate activities that benefit a community, society or the environment, as well as activities serving the common good.
Assessment criteria
team Project (50%): A diversity diagnosis (focused on generation or culture) within a selected organization or team, accompanied by an action plan to promote inclusion and team cohesion, including a presentation during the final class. Evaluation criteria: accuracy of the diagnosis, application of theoretical concepts, avoidance of stereotypical generalizations, feasibility and consistency of proposed actions, and quality of the presentation.
Class Participation (50%): Discussions, case study analysis, debate, and simulations.
The course is assessed with a grade, which depends on the percentage of points obtained out of the total number of points available during and after classes, according to the following scale:
50% or less → fail (ndst)
51–60% → satisfactory (dst)
61–70% → satisfactory plus (dst+)
71–80% → good (db)
81–90% → good plus (db+)
91–100% → very good (bdb)
Bibliography
Wiktorowicz, J., Warwas, I., Kuba, M. i in. (2016). Pokolenia – co się zmienia? Kompendium zarządzania multigeneracyjnego. Warszawa: Wolters Kluwer.
Karna, W.J., Knap-Stefaniuk, A. (2019). Wyzwania w zarządzaniu zespołami wielokulturowymi. Perspektywy Kultury, 26(3), 67–85.
Gross-Gniot, E. (2018). Zarządzanie różnorodnością. W kierunku zróżnicowanych zasobów ludzkich w organizacji. Difin 2018.
Rudolph, C.W., Rauvola, R.S., Zacher, H. (2018). Leadership and generations at work: A critical review. The Leadership Quarterly, 29(1), 44–57. https://doi.org/10.1016/j.leaqua.2017.09.004
Stahl, G.K., Maznevski, M.L. (2021). Unraveling the effects of cultural diversity in teams: A retrospective of research on multicultural work groups and an agenda for future research. Journal of International Business Studies, 52(1), 4–22. https://doi.org/10.1057/s41267-020-00389-9