MANAGEMENT RICHARD L. DAFT. Managing Diversity CHAPTER 12

MANAGEMENT

RICHARD L. DAFT

Managing Diversity

CHAPTER 12

Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.

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Learning Outcomes

• Understand the pervasive demographic changes occurring in the domestic and global marketplace and how corporations are responding.

• Understand how the definition of diversity has grown to recognize a broad spectrum of differences among employees, and appreciate the dividends of a diverse workforce.

• Recognize the complex attitudes, opinions, and issues that employees bring to the workplace, including prejudice, discrimination, stereotypes, and ethnocentrism.

• Recognize the factors that affect women’s opportunities, including the glass ceiling, the opt-out trend, and the female advantage.

• Explain the five steps in developing cultural competence in the workplace.

• Describe how diversity initiatives and training programs help create a climate that values diversity.

• Understand how multicultural teams and employee network groups help organizations respond to the rapidly changing and complex workplace.


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Do You Know Your Biases?

As a manager, your day-to-day behavior will send signals about your biases and values

Some of our biases are active while others are unknown

Today’s workplace is a mosaic of diverse people

To capitalize on a diverse consumer base, workplaces need to be diverse

Diversity is no longer just “the right thing to do”. It is a business imperative


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The Changing Workplace

• Diversity in the United States

– Aging Workforce

– Growth in Hispanic and Asian Workers

– Minority Purchasing Power

– Growth in Foreign-born Population

• Global Diversity

– The aging population is a global phenomenon

– Social and cultural differences are creating challenges

– The meaning of diversity differs around the world

– National cultures are intangible, pervasive, and difficult to comprehend

– Global businesses have global customers, employees, suppliers, and stockholders


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Leaders in Corporate Diversity


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Growth in Employment from 2006 to 2016 by

Group


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Managing Diversity

• Diversity is all of the ways in which people are different

• Companies are embracing a more inclusive definition of diversity– Spectrum of differences: how employees

approach work, interact, approach work, derive satisfaction and define who they are…


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Traditional vs. Inclusive Models of Diversity


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Dividends of Workplace Diversity

Better use of employee talent

Increased understanding of the marketplace

Enhanced breadth of understanding in leadership positions

Increased quality of team problem solving

Reduced costs associated with high turnover, absenteeism, and lawsuits


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Factors Shaping Personal Bias

• Stereotypes are often based on folklore, media portrayals, and other unreliable sources of information

• Stereotypes contain negative connotations

• Stereotypes assume that all members of a group have the same characteristics


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Difference Between Stereotyping and Valuing

Cultural Differences


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Federal and State Laws Regarding Diversity

• Title VII of the Civil Rights Act of 1964

• The Equal Pay Act of 1963

• The American with Disabilities Act

• The Age Discrimination in Employment Act


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Ethnocentrism

• The belief that one’s own group or subculture is inherently superior

• Barrier to embracing diversity• Ethnocentric views produce a monoculture

– A culture that accepts one way of doing things and one set of values and beliefs

• The goal of cultural diversity is pluralism– Organization accommodates several subcultures


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Factors Affecting Women’s Careers

• Glass Ceiling. An invisible barrier that separates women from top management positions.

• Opt-Out Trend. Many women are deciding to get off the fast track to top management before hitting the glass ceiling.

• The Female Advantage. The idea that women are better managers because of their more collaborative, less hierarchical relationship-oriented approach.


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The Wage Gap


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Cultural Competence

• Successful diversity plans leads to a workforce that demonstrates cultural competence

• A culture that values and nurtures its diverse employees


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Diversity Initiatives and Programs

Changing Structures and Policies

Expanding Recruitment Efforts

Establishing Mentor Relationships

Accommodating Special Needs

Providing Diversity Skills Training


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Increasing Awareness of Sexual Harassment

• Sexual harassment creates an unhealthy and unproductive work environment

• Sexual Harassment is illegal, violation of Civil Rights Act

• 150% increase in sexual harassment filings in US

• Companies are creating awareness programs


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New Diversity Initiatives

• Multicultural Teams

– Teams of diverse national, racial, ethnic, and cultural backgrounds

– Greater potential for enhanced creativity and innovation

– Strategic in global marketplace

– More difficult to manage

• Employee Network Groups

– Based on social identity: gender, race

– Organized by employees

– Focus on concerns of employee group

– Reduce social isolation through networking, training and professional development

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MANAGEMENT RICHARD L. DAFT. Managing Diversity CHAPTER 12