8e Daft Chapter 13

8/8/2019 8e Daft Chapter 13

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Meeting the Challenge of DiversityMeeting the Challenge of Diversity

CHAPTER 13CHAPTER 13


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Copyright 2008 by South-Western, a division of Thomson Learning. All rights reserved.2

Learning ObjectivesLearning Objectives

Explain the dimensions of employee diversityand why ethnorelativism is the appropriateattitude for todays organizations.

Discuss the changing workplace and how toeffectively manage a culturally diverseworkforce.

Understand the challenges minority employeesface daily.

Explain affirmative action and why factors suchas the glass ceiling have kept it from beingmore successful.


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Learning Objectives (contd.)Learning Objectives (contd.)

Describe how to change corporate culture,

structure, and policies and how to use diversity

training to foster an inclusive work environment.

Explain the importance of addressing sexual

harassment in the workplace.

Define the importance of multicultural teams

and employee network groups for todays

globally diverse organizations.


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Meeting the Challenge of DiversityMeeting the Challenge of Diversity

Diversity in the population, the workforce, andthe marketplace is a fact of life no managercan afford to ignore

Managing diversity today recruiting, training,valuing, maximizing potential of people

Gender Disability Sexual orientation

Race Ethnicity Education

Age Religion Economic level

Smart managers value diversity & enforce the value in decisions


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Valuing DiversityValuing Diversity

Top managers value diversity

To give organization access to broaderrange of opinions and viewpoints

T

o spur greater creativity and innovation To reflect an increasingly diverse customer

base

To obtain the best talent in a competitiveenvironment

To more effectively compete in the globalmarketplace


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Valuing Diversity (contd.)Valuing Diversity (contd.)

Job seekers value diversity

91% of job seekers think diversity

programs make a company a betterplace to work

Survey commissioned by The New York Times


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Corporate Diversity in the U.S.Corporate Diversity in the 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


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Workforce DiversityWorkforce Diversity

A workforce made up of people with

different human qualities or who

belong to various cultural groups


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Dimensions of DiversityDimensions of Diversity

Person

Race

Physical

Ability

Sexual

Orientation

EthnicityGenderAge

Primary

Dimensions

Secondary

Dimensions

EducationMarital

Status

Parental

Status

Work

Background

Income

Geographic

Location

Military

Experience

Religious

Beliefs

Primary

DimensionsInborn

difference -

Have an

impact

throughout

ones life

Secondary

DimensionsAcquired or

changed

throughout

ones lifetime

Have less

impact still

impact self

definition


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Monoculture & DiversityMonoculture & Diversity

A culture that accepts only one way

to do things

There is only one set of values andbeliefs


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The Changing WorkplaceThe Changing Workplace

Dramatic

Changes in

the

Customer

Base

Changing

Composition of

Workforce

There are more

women, people

of color, and

immigrants

seekingopportunities

Globalization

Competition

is intense


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Challenges Minorities FaceChallenges Minorities Face

Lack of choice assignments

Disregard by a subordinate of a minority

managers direction

Ignoring of comments made by women

and minorities at meetings

A need to become Bicultural


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BiculturalismBiculturalism

Socio-cultural skills and attitudes used

by racial minorities as they move backand forth between the dominant culture

and their own ethnic or racial culture

Means minorities use to deal with bias in the workplace


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Challenges ForManagement

Challenges ForManagement

CHALLENGESOF

CULTURAL

DIVERSITY

Organization Culture

Valuing differencesPrevailing value system

Cultural inclusion HR Management Systems

(Bias Free?)

Recruitment

Training and development

Performance appraisal

Compensation and benefitsPromotion

Higher Career Involvement

of Women

Dual-career couples

Sexism and sexual harassmentWork-family conflict

Heterogeneity inRace/Ethnicity/NationalityEffect on cohesiveness,

communication, conflict, moraleEffects of group identity on

interaction (e.g., stereotyping)Prejudice (racism, ethnocentrism)

Promoting knowledge and

acceptance

Education ProgramsEducate management on

valuing differences

Taking advantage of the

opportunities that diversifyprovides

Mind-Sets about Diversity

Problem or opportunity?

Level of majority-culture buy-in

(resistance or support)

Challenge met or barely addressed?

Source: Taylor H. Cox and Stacy Blake,Managing

Cultural Diversity: Implications For Organizational

Competitiveness, Academy of Management Executive

5, no 3 (1991), 45-56

Exhibit 13.3


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Affirmative Action Current DebateAffirmative Action Current Debate

Affirmative action was developed in response

to conditions 40 years ago.

Today more then half the U.S. workforceconsists 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 CeilingGlass Ceiling

An invisible barrier separates

women and minorities from top

management positions

Fortune 500 Women CorporateOfficers 2004 = 15.7%

2000 = 12.5%

1995 = 8.7% Only eight Fortune 500 companies

have female CEOs in 2006


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Inclusive Practices in the WorkplaceInclusive Practices in the Workplace

Building a corporate culture that values

diversity

Changing structures, policies, and

systems to support diversity

Recruitment

Career advancement Providing diversity awareness training

Current Responses to Diversity


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Diversity InitiativesDiversity Initiatives

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 canbe provided

Maternity or paternity leave Flexible work schedules

Home-based employment

Long-term-care insurance, special health or life benefits


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Stages ofDiversity Awareness

Source: Based on M. Bennett, A developmental Approach

to Training for Intercultural Sensitivity, International journal

of Intercultural relations 10 (1986), 176-196.

Highest Level of Awareness

Lowest Level of Awareness

Denial

No awareness of cultural differences

Parochial view of the world

In extreme cases, may claim other

cultures are subhuman

Defense

Perceives threat against ones

comfortable worldviewUses negative stereotyping

Assumes own culture superior

Minimizing Differences

Focuses on similarities among

all peoples

Hides or trivializes cultural

differences

Accepts behavioral differences and

underlying differences in values

Recognizes validity of other ways of

thinking and perceiving the world

Acceptance

Adaptation

Able to empathize with those

of other cultures

Able to shift from one cultural

perspective to another

Integration

Multicultural attitude-enables

one to integrate differences

and adapt both cognitively

and behaviorally

Exhibit 13.6


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Organizational RelationshipsOrganizational Relationships

Emotional Intimacy

Sexual Harassment - various forms defined

by one university: Generalized

Inappropriate/offensive

Solicitation with promise of reward

Coercion with threat of punishment

Sexual crimes and misdemeanors

Two Issues of Concern of Close Relationships in the Workplace


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Global Diversity ProgramsGlobal Diversity Programs

Expatriates = employees who live

and work in a country other than

their own

Global Diversity Program

Employee selection

Employee training

Understanding high vs. low-contextcommunication context


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High and Low Context CulturesHigh and Low Context Cultures

Chinese

Korean

Japanese

Vietnamese

ArabGreek

Spanish

Italian

English

North American

ScandinavianSwiss

German

High Context

Low Context


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Leveraging DiversityLeveraging 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


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Managing Multicultural TeamsManaging Multicultural Teams

Advantages

Enhanced creativity, innovation, and value intodays global marketplace

Generate more and better alternatives to

problems

Produce more creative solutions thanhomogeneous teams

Disadvantage - increased potential for

miscommunication andmisunderstanding

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8e Daft Chapter 13