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Meeting the Challenge of DiversityMeeting the Challenge of Diversity
CHAPTER 13CHAPTER 13
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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