(in Polish) Neuroróżnorodność, wielogeneracyjność, wielokulturowość w zarządzaniu 2600-ZLAIzNWWZf
The course prepares students to manage diverse teams, with a particular focus on age, generational and cultural diversity. It presents diversity as a phenomenon that can strengthen teams but may also give rise to tensions and conflicts. The outcomes depend on how diversity is managed.
The course is structured around three thematic areas:
1. Diversity in Organizations: The concept and dimensions of diversity, from equal opportunity policies to inclusion. Diversity management paradigms and the institutional perspective: why organizations implement diversity policies and under what circumstances these policies remain merely declarative.
2. Multigenerational Teams: Generations in the labour market and their characteristics, including a critical examination of generational stereotypes. Distinguishing between generation, age and life stage. Age management and multigenerational management: motivation, employee development, knowledge transfer, mentoring (including reverse mentoring), and intergenerational conflicts.
3. Multicultural Teams: Cultural dimensions and their implications for management, cultural intelligence, intercultural communication, the effects of cultural diversity on team performance, leadership in multicultural teams, and the integration of employees from different countries.
The course also addresses neurodiversity in the workplace as an additional dimension of diversity, as well as applications of artificial intelligence in managing diverse teams, including personalized approaches to motivation and development, employee engagement analytics, communication support, and the risks of algorithmic bias.
Teaching methods include case studies, team-based project work, simulations, and debates. The central assignment is a group project involving an assessment of diversity in a selected organization or team and the development of proposed inclusive practices. Some course materials and discussions are conducted in English.
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
Group Project (50%): An assessment of generational or cultural diversity in a selected organization or team, followed by the development of an action plan to promote inclusion and team cohesion. The project is presented during the final class.Assessment criteria: Accuracy and relevance of the diagnosis, application of theoretical concepts, avoidance of stereotypical generalizations, feasibility and coherence of the proposed actions, and quality of the presentation.Class Participation (50%): Participation in discussions, case study analyses, debates, 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