1. What do you think of this “quota” approach that Deutsche Telekom is pursuing? What benefits and drawbacks does such an approach have?
2. What issues might Deutsche Telekom face in recruiting female university graduates? How could they address these issues?
3. What issues might the company face in introducing changes in work–family programs? Again, how could they address these issues?
4. What workplace diversity initiatives discussed in the chapter might be appropriate for Deutsche Telekom? What would be involved in implementing these initiatives?

Continuing the story from our chapter-opening Manager’s Dilemma, what is Deutsche Telekom doing to achieve its goal of bringing more women into management positions? One action the company is taking is to increase and improve recruiting of female university graduates. In fact, the company has committed to having at least 30 percent of the places in executive development programs held by women.
Other steps being taken by the company revolve around the work environment and work–family issues. The company plans to expand its parental-leave programs and introduce more flexible working hours for managers. Right now, fewer than 1 percent of the company’s managers work part time. In addition, the company plans to double the number of available places in company child-care programs.