4Chapter PowerPoint Presentation by Charlie Cook © Copyright The McGraw-Hill Companies, Inc., 2003. All rights reserved. Managing Diverse Employees in

44Chapter

PowerPoint Presentation by Charlie Cook© Copyright The McGraw-Hill Companies, Inc., 2003. All rights reserved.

Managing Diverse Managing Diverse Employees in a Diverse Employees in a Diverse

EnvironmentEnvironment

© Copyright McGraw-Hill. All rights reserved. 4–2

Learning ObjectivesLearning ObjectivesLearning ObjectivesLearning Objectives

• After studying the chapter, you should be able to:After studying the chapter, you should be able to:Appreciate the increasing diversity of the Appreciate the increasing diversity of the

workforce and of the organization workforce and of the organization environment.environment.

Grasp the central role that managers play in Grasp the central role that managers play in the effective management of diversity.the effective management of diversity.

Understand why the effective management Understand why the effective management of diversity is both an ethical and a business of diversity is both an ethical and a business imperative.imperative.

Appreciate how perception and the use of Appreciate how perception and the use of schemas can result in unfair treatment.schemas can result in unfair treatment.


Learning Objectives (cont’d)Learning Objectives (cont’d)Learning Objectives (cont’d)Learning Objectives (cont’d)

Appreciate the steps managers can take to Appreciate the steps managers can take to effectively manage diversityeffectively manage diversity

Understand the two major forms of sexual Understand the two major forms of sexual harassment and how they can be eliminated.harassment and how they can be eliminated.


Chapter OutlineChapter OutlineChapter OutlineChapter Outline

• The Increasing Diversity of the Workforce and The Increasing Diversity of the Workforce and the Environmentthe EnvironmentAgeAgeGenderGenderRace and EthnicityRace and EthnicityReligionReligionCapabilities/DisabilitiesCapabilities/DisabilitiesSocioeconomic BackgroundSocioeconomic BackgroundSexual OrientationSexual Orientation


Chapter Outline (cont’d)Chapter Outline (cont’d)Chapter Outline (cont’d)Chapter Outline (cont’d)

• Management of DiversityManagement of DiversityCritical Managerial RolesCritical Managerial RolesThe Ethical Imperative to Manage Diversity The Ethical Imperative to Manage Diversity

EffectivelyEffectivelyEffectively Managing Diversity Makes Good Effectively Managing Diversity Makes Good

Business SenseBusiness Sense

• PerceptionPerceptionFactors that Influence Managerial PerceptionFactors that Influence Managerial PerceptionPerception as a Determinant of Unfair Perception as a Determinant of Unfair

TreatmentTreatmentOvert DiscriminationOvert Discrimination


Chapter Outline (cont’d)Chapter Outline (cont’d)Chapter Outline (cont’d)Chapter Outline (cont’d)

• How to Manager Diversity EffectivelyHow to Manager Diversity EffectivelySteps in Managing Diversity EffectivelySteps in Managing Diversity Effectively

• Sexual HarassmentSexual HarassmentForms of Sexual HarassmentForms of Sexual HarassmentSteps Managers Can Take to Eradicate Steps Managers Can Take to Eradicate

Sexual HarassmentSexual Harassment

• Summary and ReviewSummary and Review


The Increasing Diversity of the The Increasing Diversity of the Workforce and the EnvironmentWorkforce and the EnvironmentThe Increasing Diversity of the The Increasing Diversity of the

Workforce and the EnvironmentWorkforce and the Environment

• DiversityDiversityDifferences among people in age, gender, race, Differences among people in age, gender, race,

ethnicity, religion, sexual orientation, ethnicity, religion, sexual orientation, socioeconomic background, and socioeconomic background, and capabilities/disabilitiescapabilities/disabilities

• Diversity Concerns and IssuesDiversity Concerns and IssuesThe ethical imperative for equal opportunityThe ethical imperative for equal opportunityThe illegality of unfair treatmentThe illegality of unfair treatmentDiversity’s positive effect on organizational Diversity’s positive effect on organizational

performanceperformanceThe continuing bias toward diverse individualsThe continuing bias toward diverse individuals


Sources of Diversity in the WorkplaceSources of Diversity in the WorkplaceSources of Diversity in the WorkplaceSources of Diversity in the Workplace

Figure 4.1Source:


Workforce DiversityWorkforce DiversityWorkforce DiversityWorkforce Diversity

• Glass CeilingGlass CeilingA metaphor alluding to the invisible barriers A metaphor alluding to the invisible barriers

that prevents minorities and women from that prevents minorities and women from being promoted to top corporate positions.being promoted to top corporate positions.

Figure 4.2

Source: Bureau of Labor Statistics, Projections from Current Population Survey, 1988–1998.

2008: Projected New Entrants in the U.S. Labor Force


Workforce Diversity: Age Workforce Diversity: Age Workforce Diversity: Age Workforce Diversity: Age

• Aging U.S. PopulationAging U.S. PopulationMedian age in the United States is 35.3 years, Median age in the United States is 35.3 years,

up 2.5 years from 1990; 45-54 age cohort up 2.5 years from 1990; 45-54 age cohort contains 37.7 million personscontains 37.7 million persons

• Federal Age Discrimination LawsFederal Age Discrimination Laws19641964 Title VII of the Civil Rights Act of 1964Title VII of the Civil Rights Act of 196419671967 Age Discrimination in Employment ActAge Discrimination in Employment Act19781978 Pregnancy Discrimination ActPregnancy Discrimination Act19901990 Americans with Disabilities Act Americans with Disabilities Act 19911991 Civil Rights ActCivil Rights Act19931993 Family and Medical Leave ActFamily and Medical Leave Act


Workforce Diversity: GenderWorkforce Diversity: GenderWorkforce Diversity: GenderWorkforce Diversity: Gender

• Women in the Work PlaceWomen in the Work PlaceU.S. workforce is 46% percent femaleU.S. workforce is 46% percent femaleWomen’s median earnings are less than two-Women’s median earnings are less than two-

thirds of the median earnings of men.thirds of the median earnings of men.Women hold only 12% of corporate officer Women hold only 12% of corporate officer

positionspositions


Workforce Diversity: Race and Workforce Diversity: Race and EthnicityEthnicity

Workforce Diversity: Race and Workforce Diversity: Race and EthnicityEthnicity

• 1998 to 2008 Growth Rates for the U.S. 1998 to 2008 Growth Rates for the U.S. Working PopulationWorking Population

.0%

.5%

1.0%

1.5%

2.0%

2.5%

3.0%

3.5%

White Black Hispanic


Workforce Diversity: ReligionWorkforce Diversity: ReligionWorkforce Diversity: ReligionWorkforce Diversity: Religion

• Accommodation for Religious BeliefsAccommodation for Religious BeliefsScheduling of critical meetingsScheduling of critical meetingsProviding flexible time off for holy daysProviding flexible time off for holy daysPosting holy days for different religions on Posting holy days for different religions on

the company calendarthe company calendar


Workforce Diversity: Capabilities Workforce Diversity: Capabilities and Disabilitiesand Disabilities

Workforce Diversity: Capabilities Workforce Diversity: Capabilities and Disabilitiesand Disabilities

• Disability IssuesDisability IssuesProviding reasonable accommodations for Providing reasonable accommodations for

individuals with disabilitiesindividuals with disabilitiesPromoting a nondiscriminatory workplace Promoting a nondiscriminatory workplace

environmentenvironmentEducating the organization Educating the organization

about disabilities and AIDSabout disabilities and AIDS


Workforce Diversity: Socioeconomic Workforce Diversity: Socioeconomic BackgroundBackground

Workforce Diversity: Socioeconomic Workforce Diversity: Socioeconomic BackgroundBackground

• Socioeconomic Background IssuesSocioeconomic Background IssuesWidening diversity in income levelsWidening diversity in income levelsSingle mothers and the “working poor”Single mothers and the “working poor”Child and elder care for working parentsChild and elder care for working parents


Workforce Diversity: Sexual Workforce Diversity: Sexual OrientationOrientation

Workforce Diversity: Sexual Workforce Diversity: Sexual OrientationOrientation

• Sexual Orientation IssuesSexual Orientation IssuesEmployment and workplace discriminationEmployment and workplace discriminationProvision of domestic-partner benefitsProvision of domestic-partner benefits


Managers and the Effective Managers and the Effective Management of DiversityManagement of Diversity

Managers and the Effective Managers and the Effective Management of DiversityManagement of Diversity

• Critical Managerial RolesCritical Managerial RolesInterpersonalInterpersonal

• FigureheadFigurehead • • LeaderLeader • • LiaisonLiaison

InformationalInformational• MonitorMonitor • Disseminator• Disseminator • Spokesperson• Spokesperson

DecisionalDecisional• EntrepreneurEntrepreneur • Disturbance Handler• Disturbance Handler

• Resource Resource AllocatorAllocator • Negotiator• Negotiator


The Ethical Imperative to Manager The Ethical Imperative to Manager Diversity EffectivelyDiversity Effectively

The Ethical Imperative to Manager The Ethical Imperative to Manager Diversity EffectivelyDiversity Effectively

• Distributive JusticeDistributive JusticeA moral principle calling for the distribution A moral principle calling for the distribution

of pay, raises, promotions, and other of pay, raises, promotions, and other organizational resources to be based on organizational resources to be based on meaningful contribution that individuals have meaningful contribution that individuals have made and not personal characteristics over made and not personal characteristics over which they have no control.which they have no control.


Women-of-color Managers Cite Barriers Women-of-color Managers Cite Barriers to Their Advancementto Their Advancement

Women-of-color Managers Cite Barriers Women-of-color Managers Cite Barriers to Their Advancementto Their Advancement

Figure 4.3

Source: 1999 Census of Women Corporate Officers and Top Earners and 1999 Census of Women Board of Directors of Fortune 1000, and Catalyst Women of Color in Corporate Management: Opportunities and Barriers, 1999, www.catalystwomen.org, October 21, 2001.


Managing Diversity Effectively Managing Diversity Effectively Makes Good Business SenseMakes Good Business Sense

Managing Diversity Effectively Managing Diversity Effectively Makes Good Business SenseMakes Good Business Sense

• What a Diversity of Employees ProvidesWhat a Diversity of Employees ProvidesA variety of points of view and approaches to A variety of points of view and approaches to

problems and opportunities can improve problems and opportunities can improve managerial decision making.managerial decision making.

Diverse employees can provide a wider Diverse employees can provide a wider range of creative ideas.range of creative ideas.

Diverse employees are more attuned to the Diverse employees are more attuned to the needs of diverse customers.needs of diverse customers.

Diversity can increase the retention of valued Diversity can increase the retention of valued organizational members.organizational members.

Diversity is expected/required by other firmsDiversity is expected/required by other firms


PerceptionPerceptionPerceptionPerception

• PerceptionPerceptionThe process through which people select, The process through which people select,

organize, and interpret what they see, hear, organize, and interpret what they see, hear, touch, smell, and taste to give meaning and touch, smell, and taste to give meaning and order to the world around them.order to the world around them.


PerceptionPerceptionPerceptionPerception

• Factors that Influence Managerial PerceptionFactors that Influence Managerial PerceptionSchemaSchema

• An abstract knowledge structure that is stored in An abstract knowledge structure that is stored in memory and makes possible the interpretation and memory and makes possible the interpretation and organization of information about a person, event, or organization of information about a person, event, or situationsituation

Gender SchemaGender Schema• Preconceived beliefs or ideas about the nature of Preconceived beliefs or ideas about the nature of

men and women, their traits, attitudes, behaviors, and men and women, their traits, attitudes, behaviors, and preferencespreferences


Perception (cont’d)Perception (cont’d)Perception (cont’d)Perception (cont’d)

• Perception as a Determinant of Unfair Perception as a Determinant of Unfair TreatmentTreatmentStereotypeStereotype

• Simplistic and often inaccurate beliefs about the Simplistic and often inaccurate beliefs about the typical characteristics of particular groups of peopletypical characteristics of particular groups of people

BiasBias• The systematic tendency to use information about The systematic tendency to use information about

others in ways that result in inaccurate perceptionsothers in ways that result in inaccurate perceptions

• Types of biases: similar-to-me, social status, salienceTypes of biases: similar-to-me, social status, salience


Perception (cont’d)Perception (cont’d)Perception (cont’d)Perception (cont’d)

• Overt DiscriminationOvert DiscriminationKnowingly and willingly denying diverse Knowingly and willingly denying diverse

individuals access to opportunities and individuals access to opportunities and outcomes in an organizationoutcomes in an organization

Unethical and illegalUnethical and illegalViolation of the principles of distributive and Violation of the principles of distributive and

procedural justiceprocedural justiceSubjects firm to lawsuitsSubjects firm to lawsuits


How to Manage DiversityHow to Manage DiversityHow to Manage DiversityHow to Manage Diversity

• Steps in Managing Diversity EffectivelySteps in Managing Diversity EffectivelySecure top management commitmentSecure top management commitmentStrive to increase the accuracy of Strive to increase the accuracy of

perceptionsperceptionsIncrease diversity awarenessIncrease diversity awarenessIncrease diversity skillsIncrease diversity skillsEncourage flexibilityEncourage flexibilityPay close attention to how organizational Pay close attention to how organizational

members are evaluatedmembers are evaluatedConsider the numbersConsider the numbers


How to Manage Diversity (cont’d)How to Manage Diversity (cont’d)How to Manage Diversity (cont’d)How to Manage Diversity (cont’d)

• Steps in Managing Diversity Effectively (cont’d)Steps in Managing Diversity Effectively (cont’d)Empower employees to challenge Empower employees to challenge

discriminatory behaviors, actions, and discriminatory behaviors, actions, and remarksremarks

Reward employees for effectively managing Reward employees for effectively managing diversitydiversity

Provide training utilizing a multipronged, Provide training utilizing a multipronged, ongoing approachongoing approach

Encourage mentoring of diverse employeesEncourage mentoring of diverse employees


How to Manage Diversity (cont’d)How to Manage Diversity (cont’d)How to Manage Diversity (cont’d)How to Manage Diversity (cont’d)

• MentoringMentoringA process by which an experienced member A process by which an experienced member

of an organization (the mentor) provides of an organization (the mentor) provides advice and guidance to an less experienced advice and guidance to an less experienced member (the protégé) and helps the less member (the protégé) and helps the less experienced member learn how to advance in experienced member learn how to advance in the organization and in his or her career.the organization and in his or her career.


Sexual HarassmentSexual HarassmentSexual HarassmentSexual Harassment

• Forms of Sexual HarassmentForms of Sexual HarassmentQuid pro quoQuid pro quo

• Asking of forcing an employee to perform sexual Asking of forcing an employee to perform sexual favors in exchange for some reward or to avoid favors in exchange for some reward or to avoid negative consequences.negative consequences.

Hostile work environmentHostile work environment• Telling lewd jokes, displaying pornography, making Telling lewd jokes, displaying pornography, making

sexually oriented remarks about someone’s personal sexually oriented remarks about someone’s personal appearance, and other sex-related actions that make appearance, and other sex-related actions that make the work environment unpleasant.the work environment unpleasant.


Avoiding HarassmentAvoiding HarassmentAvoiding HarassmentAvoiding Harassment

• Develop a zero-tolerance policy on Develop a zero-tolerance policy on harassmentharassment

• Communicate the policy to all; pointing out Communicate the policy to all; pointing out that these actions are unacceptable.that these actions are unacceptable.

• Implement a complaint system to investigate Implement a complaint system to investigate allegationsallegations—i—if there are problems, correct f there are problems, correct them at once (reasonable).them at once (reasonable).

• Provide harassment training to employees and Provide harassment training to employees and managers.managers.

Documents

4Chapter PowerPoint Presentation by Charlie Cook © Copyright The McGraw-Hill Companies, Inc., 2003. All rights reserved. Managing Diverse Employees in