Harvard Business Case:9-610-056Global Diversity and Inclusion at Royal Dutch Shell1. Should he or the others attempt to respond to negative reactions to the composition of the new Executive Committee? What should they say? To whom? When? How?2. What goals, if any, should they set for the effect of the restructuring on the composition of Shell’s managerial workforce?3. How should they review the thousands of managers at the different levels of the organization and determine who should remain and who should be let go?4. What were the pros and cons of using diversity & inclusion aspirational targets to manage workforce composition during the restructuring?5. Assuming roughly comparable capabilities, should candidates from targeted groups be preferred, even when they were reducing the number of managerial jobs in the organization?
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