Exploring management 3rd ch16

Exploring Management

Chapter 16
Diversity and
Global Cultures


Chapter 16
• What should we know about diversity in
the workplace?
• What should we know about diversity
among global cultures?


16.1

Diversity in the Workplace
• There is a business case for diversity
• Inclusive organizational cultures value and
support diversity
• Organizational subcultures can create
diversity challenges
• Minorities and women suffer diversity bias in
many situations
• Managing diversity should be a top
leadership priority


DIVERSITY IN THE WORKPLACE

Business and Diversity

• Diversity
– Race, gender, age and many other individual
differences

• Inclusivity
– Degree to which an organization is open to
any one who can perform a job regardless of
race, gender, age or any other individual
difference


DIVERSITY IN THE WORKPLACE

Business and Diversity
• Multi-cultural organization
– Based on pluralism and operates with
inclusivity and respect for diversity


DIVERSITY IN THE WORKPLACE

Business and Diversity
• Organizational subcultures
– Groups that share interests or characteristics
• Occupations
• Ethnicity
• Religion
• Gender
• Generations

DIVERSITY IN THE WORKPLACE

Business and Diversity
• Glass Ceiling
– Career advancement barrier to women and
minorities


DIVERSITY IN THE WORKPLACE

Business and Diversity
• Biculturalism
– Minority members adopt characteristics of
majority cultures in order to succeed.


DIVERSITY IN THE WORKPLACE

Managing Diversity
• Affirmative action
– Management commitment to hiring and
advancing women and minorities

• Valuing differences
– Education and training to understand and
respect differences

• Managing diversity
– Building an inclusive network that allows

everyone to reach his or her potential


DIVERSITY IN THE WORKPLACE

Managing Diversity


16.2

Global Cultures
• Culture shock comes from discomfort in
cross-cultural situations
• Cultural intelligence is the capacity to
adapt to foreign cultures
• The “silent” languages of cultures include
context, time and space
• Hofstede identifies five value differences
among national cultures
• Country clusters show cultural differences


GLOBAL CULTURES

Culture Shock
• Culture shock comes from discomfort in
cross-cultural situations
• Stages include:
Confusion
Small victories

Honeymoon
Irritation and anger
Reality


GLOBAL CULTURES

Cultural Intelligence
• Cultural intelligence includes
– Self awareness
– Flexibility
– Sensitivity
– Willingness to learn
– Willingness to
modify behavior


GLOBAL CULTURES

Cultures
• Low-context
– Emphasize communication via spoken or
written words

• High-context
– Rely on unspoken or situational
cues as well as spoken or
written words in communication

GLOBAL CULTURES

Cultures
• Monochronic
– People tend to do one thing at a time

• Polychronic
– People accomplish many different things at
once


GLOBAL CULTURES

Cultures
• Proxemics
– How people use interpersonal space to
communicate


GLOBAL CULTURES

Culture
• Hofstede’s five value differences among
national cultures:
Power Distance
• The degree to which a society accepts unequal distribution of power

Uncertainty Avoidance
• The degree to which a society tolerates risk and uncertainty

Individualism-collectivism
• The degree to which a society emphasizes individuals and their self-interests

Masculinity-femininity
• The degree to which a society values assertiveness and materialism versus
relationships, feelings and quality of life

Time Orientation
• The degree to which a society values short term or long term goals


GLOBAL CULTURES

Hofstede’s Five Values


GLOBAL CULTURES

Cultures
• Ecological fallacy
– Mistaken belief that a generalization about a
culture applies equally to everyone in that
culture
– Example: does he represent all
Americans?


GLOBE Dimensions
• Power distance
• Uncertainty avoidance

• Gender egalitarianism
• Future orientation
• Institutional collectivism
• In-group collectivism
• Assertiveness
• Performance orientation
• Humane orientation