Lecture Management: Leading and collaborating in a competitive world - Chapter 11: Managing the diverse workforce

Managing
the Diverse
Workforce
Chapter
Eleven
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Learning Objectives
LO 1 Describe how changes in the U.S. workforce make
diversity a critical organizational and managerial issue
LO 2 Distinguish between affirmative action and managing
diversity
LO 3 Explain how diversity, if well managed, can give
organizations a competitive edge
LO 4 Identify challenges associated with managing a
diverse workforce
LO 5 Define monolithic, pluralistic, and multicultural
organizations
LO 6 List steps managers and their organizations can take
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Managing Diversity
Managing diversity
–

Managing a culturally diverse workforce by
recognizing the characteristics common to
specific groups of employees while dealing
with such employees as individuals and

supporting, nurturing, and utilizing their
differences to the organization’s advantage.

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Components of a
Diversified Workforce
Figure 11.1

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Diversity Today
Diversity
–

Differences that include religious affiliation,
age, disability status, military experience,
sexual orientation, economic class,
educational level, lifestyle, gender, race,
ethnicity, and
nationality

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Examples of Diversity Programs
in
Figure 11.2

S&P 100 Companies

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Gender Issues
Glass ceiling
–

an invisible barrier
that makes it
difficult for women
and minorities to
move beyond a
certain level in the
corporate hierarchy

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Gender Issues
Sexual
harassment
–

Conduct of a
sexual nature that
has negative
consequences for
employment

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Sexual Harassment
Quid pro quo
harassment
–

Submission to or
rejection of sexual
conduct is used as
a basis for
employment
decisions

Hostile
environment
–

Occurs when
unwelcome sexual
conduct has the
effect of
unreasonably
interfering with job
performance or
creating an
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intimidating

Table 11.3

Basic Components of an
Effective
Sexual Harassment Policy

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The Age of the Workforce
The median age of workers is rising substantially

while the number of young workers is growing only
slightly

The Bureau of Labor Statistics projects that entrylevel workers will be in short supply in the future

70% of workers between 45-74 intend to work in
retirement

To prevent an exodus of talent, employers need
strategies to help retain and attract skilled older
workers

Employers must also compete for talented young
workers

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Multicultural Organizations
Monolithic organization
–

An organization that has a low degree of
structural integration—employing few women,
minorities, or other groups that differ from the
majority—and thus has a highly homogeneous
employee population.

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Multicultural Organizations
Pluralistic organization
–

An organization that has a relatively diverse
employee population and makes an effort to
involve employees from different gender,
racial, or cultural backgrounds.

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Multicultural Organizations
Multicultural
organization

–

An organization
that values cultural
diversity and seeks
to utilize and
encourage it.

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Guidelines for Diversity Training
Table 11.9

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