Reference no: EM133829238

Question

This case emphasizes common stereotyping and hazardous reasoning when it comes to workplace culture and decision-making procedures. I commend the president for recognizing the need to ensure fair treatment and opportunities for the women in the company, which should be a concern for any organization. While change provokes a naturally negative response from individuals, the responses and concerns of the VP's are not supported with reasonable evidence in this case. Nonetheless, managing their concerns and engaging in the change process is important to promote a positive transition. I don't think the question is this case is if women should be included in this type of career development, but rather how to implement a program that's inclusive and agreeable to all parties. The initial response from the VP's would make me as a president hesitant to trust that the women would receive equal treatment and equal investment from their mentors, which are common problems with any mentorship program. I would recommend the president explore alternatives to mentorship programs, such as standardized training programs through consistent internal/external channels, structured career pathing plans for individual development, and defined procedures for succession planning.