Management ch 13 meting the challenge of diversity
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Chapter 13
Meeting the Challenge of Diversity
Meeting the Challenge of Diversity
Smart managers value diversity & enforce the value in decisions
Diversity in the population, the workforce, and the
marketplace is a fact of life no manager can afford to
ignore
Managing diversity today – recruiting, training, valuing,
maximizing potential of people
Gender
Disability
Sexual orientation
Race
Ethnicity
Education
Age
Religion
Economic level
Manager’s Challenge: Wal-Mart
2
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Meeting the
Challenge of Diversity
Topic
of Diversity
Causes
and Consequences
Challenges
Ways
Minorities face
Managers Deal with Workplace Diversity
Organizational
Other
3
Topics
Chapter 13
Responses to Value Diversity
Diversity Issues in Today’s Workplace
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Valuing Diversity
Top
4
managers value diversity
●
Give organization access to broader range of
opinions and viewpoints
●
Reflect an increasingly diverse customer base
●
Obtain the best talent in a competitive
environment
●
Demonstrate the company’s commitment to doing
the right thing
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Valuing Diversity
Job
seekers value diversity
90%
of job seekers think diversity programs
make a company a better place to work
5
Survey commissioned by The New York Times
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Corporate Diversity in U.S.
Many
managers are ill-prepared to handle
diversity issues
Many Americans
grew up in racially unmixed
neighborhoods
Had
little exposure to people substantially
different from themselves
6
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Workforce Diversity
Hiring
people with different human
qualities or who belong to various
cultural groups
7
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Dimensions of Diversity
Primary
Dimensions
Inborn
difference Have an
impact
throughout
one’s life
Secondary
Dimensions
Education
Marital
Status
Parental
Status
Primary
Dimensions
Gender
Physical
Ability
Age
Secondary
Dimensions
Religious
Beliefs
Ethnicity
Person Sexual
Orientation
Military
Experience
Race
Geographic
Location
Work
Background
Income
8
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Acquired or
changed
throughout
one’s lifetime
Have less
impact – still
impact self
definition
Monoculture & Diversity
A culture
that accepts only one way to do things
There is only one set of values and beliefs
Experiential Exercise: How Tolerant Are You?
9
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Attitudes Toward Diversity
Goal for organizations seeking cultural diversity is pluralism
Ethnocentrism
= belief that one’s own group
or subculture is inherently superior to other
groups or cultures
Enthnorelativism
= belief that groups and
subcultures are inherently equal
Pluralism
= an organization accommodates
several subcultures
10
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The Changing Workplace
11
Globalization
Competition
is intense
Changing
Composition of
Workforce
Dramatic
Changes in
the
Customer
Base
There are more
women, people
of color, and
immigrants
seeking
opportunities
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The Workplace & Bias
How It Shows Up
Lack
of choice assignments
Disregard
by a subordinate of a minority manager’s direction
Ignoring
of comments made by women & minorities at
meetings
A need
12
to become “Bicultural”
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Biculturalism
Means minorities use to deal with bias in the workplace
Socio-cultural
skills and attitudes used by
racial minorities as they move back and forth
between the dominant culture and their own
ethnic or racial culture
13
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Mind-Sets about Diversity
Problem or opportunity?
Challenge met or barely addressed?
Level of majority-culture buy-in
(resistance or support)
Education Programs
Educate management on
valuing differences
Promoting knowledge and
acceptance
Taking advantage of the
opportunities that diversify
provides
Source: Taylor H. Cox and Stacy Blake,”Managing
Cultural Diversity: Implications For Organizational
Competitiveness,” Academy of Management Executive
5, no 3 (1991), 45-56
14
Organization Culture
Valuing differences
Prevailing value system
Cultural inclusion
Challenges For
Management
CHALLENGES
OF
CULTURAL
DIVERSITY
Heterogeneity in
Race/Ethnicity/Nationality
Effect on cohesiveness,
communication, conflict, morale
Effects of group identity on
interaction (e.g., stereotyping)
Prejudice (racism, ethnocentrism)
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HR Management Systems
(Bias Free?)
Recruitment
Training and development
Performance appraisal
Compensation and benefits
Promotion
Higher Career
Involvement of Women
Dual-career couples
Sexism and sexual harassment
Work-family conflict
Affirmative Action Current Debate
15
Affirmative action was developed in response to
conditions 40 years ago.
Today more then half the U.S. workforce consists of
women and minorities.
It is not the same as diversity
Research shows that full integration of women and
racial minorities into organizations is still at least a
decade away
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Glass Ceiling
An
invisible barrier separates women and
minorities from top management positions
Fortune 500 Women Corporate Officers
– 2004 = 15.7%
– 2000 = 12.5%
– 1995 = 8.7%
–
Only eight Fortune 500 companies have female CEOs
Ethical Dilemma: A Man’s World
16
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Inclusive Practices in the Workplace
Current Responses to Diversity
Building a corporate culture that values diversity
Changing structures, policies, and systems to support diversity
Recruitment
Career advancement
17
Providing diversity awareness training
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Diversity Initiatives
18
Recruitment
Examine employee demographics
Examine composition of the labor pool in the area
Examine composition of the customer base
Career Advancement
Eliminate the glass ceiling
Accomplish mentoring relationships
Accommodating Special Needs
Child care
Non-English speaking training materials and information packets can be
provided
Maternity or paternity leave
Flexible work schedules
Home-based employment
Long-term-care insurance, special health or life benefits
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Highest Level of Awareness
Stages of
Diversity
Awareness
Denial
Adaptation
Able to shift from one cultural
perspective to another
Able to empathize with those
Acceptance of other cultures
Accepts behavioral differences and
underlying differences in values
Recognizes validity of other ways of
thinking and perceiving the world
Minimizing Differences
Hides or trivializes cultural
differences
Focuses on similarities among
all peoples
Defense
Perceives threat against one’s
comfortable worldview
Uses negative stereotyping
Assumes own culture superior
Parochial view of the world
No awareness of cultural differences
In extreme cases, may claim other
cultures are subhuman
19
Integration
Multicultural attitude-enables
one to integrate differences
and adapt both cognitively
and behaviorally
Source: Based on M. Bennett, “A developmental Approach to Training for Intercultural
Sensitivity,” International journal of Intercultural relations 10 (1986), 176-196.
Lowest Level of Awareness
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Organizational Relationships
Two Issues of Concern of Close Relationships in the Workplace
Emotional Intimacy
Sexual Harassment - various forms defined
by one university:
●
●
●
●
●
20
Generalized
Inappropriate/offensive
Solicitation with promise of reward
Coercion with threat of punishment
Sexual crimes and misdemeanors
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Global Diversity Programs
Expatriates = employees who live and work in a country
other than their own
Global Diversity Program
–
–
–
21
Employee selection
Employee training
Understanding high vs. low-context communication context
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Leveraging Diversity
Multicultural
teams = made up from
diverse national, racial, ethnic and
cultural backgrounds
Employee
network groups = based
on social identity, and organized by
employees to focus on concerns of
employees from that group
22
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Managing Multicultural Teams
23
Advantages
–
Enhanced creativity, innovation, and value in
today’s global marketplace
–
Generate more and better alternatives to
problems
–
Produce more creative solutions than
homogeneous teams
Disadvantage - increased potential for
miscommunication and misunderstanding
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Diversity in a Turbulent World
Diversity
in the workplace reflects
diversity in the larger
environment
24
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Diversity in a Turbulent World
Smart managers value diversity & enforce the value in decisions
Organizations
that value diversity encourage
and support network groups to enable minority
organization members to
●
●
●
●
25
reduce their social isolation
be more effective in their jobs
have a greater impact on the organization
achieve greater opportunities for career
advancement
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