Case 1: Google Is Trying Too Hard (or Not Hard Enough) to Diversify By Daisuke Wakabayashi March 9, 2018 The internet giant is being sued by former employees who say the company is going too far with diversity. Other lawsuits accuse it of the opposite. SAN FRANCISCO In 2014, Google became one of the first technology companies to release a race and gender breakdown of its work force. It revealed to no one's surprise that its staff was largely white or Asian and decidedly male. The company explained that it disclosed the figures, in part, because it wanted to be held accountable publicly for not looking "the way we wanted to." Since then, Google has made modest progress in its plan to more diverse workforce, with the percentage of women at the company ticking up a bit. But a spate of recent incidents and lawsuits highlight the challenges the company has faced as it has been dragged into a national discussion regarding politics, race and gender in the workplace. Google is being sued by former employees for going too far with its diversity effort. It is also being sued for not going far enough. "My impression is that Google is not sure what to do," said Michelle Miller, a co-executive director at Coworker.org, a workers' rights organization that has been working with some Google employees. "It prevents the ability of a company to function when one group of workers is obstinately focused on defeating their co-workers with whatever it takes." The division within Google spilled into the open last year when James Damore, a software engineer, wrote a memo critical of its diversity programs. Case 2: Foreign workers are on the way, but are Japanese businesses ready? BY MASUMI KOIZUMI, KAZUAKI NAGATA AND SATOSHI SUGIYAMA A new visa program designed to lure more workers to Japan takes effect Monday, and government officials and industry leaders hope two new types will help alleviate the national labor shortage. But whether businesses are prepared to accept them is an entirely different matter. Companies and organizations interviewed by The Japan Times said they remain in the dark about many details of the new system and are still unsure whether they have the capacity to provide adequate support for employees who will be starting a whole new life in Japan. Under the new system, up to around 340,000 blue-collar workers are expected to come to Japan to work in 14 sectors over the next five years. The nursing care sector is slated to accept as many as 60,000 more than any other sector. The industry is crucial for the rapidly graying population and companies are hopeful the new system will help them out, said Go Tsurumura, an official from the secretariat of the Japan Federation of Kaigo Business Providers, an industry group. And yet Tsurumura's hopes are tempered by a sense that, with the exception of some businesses with prior experience handling foreign workers, the nursing care industry overall "hasn't yet developed a basic system for supporting foreign caregivers" on the new visas. An official at a Tokyo-based nursing-care provider who agreed to speak on condition of anonymity said his firm is looking to accept foreign workers through the new system but has no experience of this kind. So, whether it can provide enough support is a major concern, he said. "They might feel homesick. Requirement: Introduction A brief summary about the 2 cases and how they are defined CCM Issues: Identify three (3) to four (4) critical issues about CCM application raises in the cases. CCM Theories: Apply three (3) to four (4) CCM knowledge professionally through reading these cases. (Application - theories) Recommendations: Recommend three (3) to four principles (4) about CCM think are priorities for organizations and diverse workplace and why. Conclusion