Chapter 7 The Impact of Diversity: Trends and Issues.
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Transcript of Chapter 7 The Impact of Diversity: Trends and Issues.
ChapterChapter
7
The Impact of Diversity: Trends and Issues
Society is Either:Society is Either:
Homogenous: Their members share a
relatively uniform or standard set of values and backgrounds.
Homogenous: Their members share a
relatively uniform or standard set of values and backgrounds.
Heterogeneous: A society composed of
many dissimilar people with a varied mix of backgrounds, values, needs, and interests.
Heterogeneous: A society composed of
many dissimilar people with a varied mix of backgrounds, values, needs, and interests.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Primary and Secondary Dimensions of DiversityPrimary and Secondary Dimensions of Diversity
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
CAUTION: Stereotyping
Must Be Avoided!!!!
CAUTION: Stereotyping
Must Be Avoided!!!!
Stereotyping: Placing people in broad social groups, then generalizing
about and labeling them because they are part of a given group.
Stereotyping: Placing people in broad social groups, then generalizing
about and labeling them because they are part of a given group.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Diversity Challenges and OpportunitiesDiversity Challenges and Opportunities
Workforce Diversity: The movement of people
from differing demographic and ethnic backgrounds and value organizations into the organizational mix.
Key Diversity Issues: Growing presence of
women in the workforce
Balancing work and family
Growth in racial and ethnic minorities
Age and generational influences
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
The Growing Presence of Women in the WorkforceThe Growing Presence of Women in the Workforce
In 1955, 35% of U.S. women worked, today 60% work.
In 1972, U.S. women help 19% of management positions, today they hold 50%.
More CEO’s chairs are being filled by women.
In Fortune 500 companies, women hold 12.4% of board seats.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Women in Top ManagementWomen in Top Management
The Glass Ceiling: Systematic barriers that
prevent women from advancing in the organization.
The Glass Border: The tendency for women
not to receive international assignments important for their advancement.
The Glass Ceiling: Systematic barriers that
prevent women from advancing in the organization.
The Glass Border: The tendency for women
not to receive international assignments important for their advancement.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Balancing Work and FamilyBalancing Work and Family
Work/Family Conflict: The sense that work and
family demands interfere with each other.
Dual-Career Household: A family in which both
partners are actively pursuing full-time careers.
Work/Family Conflict: The sense that work and
family demands interfere with each other.
Dual-Career Household: A family in which both
partners are actively pursuing full-time careers.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Ways Companies Meet Work and Family DemandsWays Companies Meet Work and Family Demands
Telecommuting: Situations where workers spend part of each week
working at home and communicating with the office via computer.
Flextime: Work arrangements that allows employees to adjust
work hours, often to meet other responsibilities. Job Sharing:
Work arrangements where two employees share one job and split all the duties, responsibilities, and compensation of that job.
Telecommuting: Situations where workers spend part of each week
working at home and communicating with the office via computer.
Flextime: Work arrangements that allows employees to adjust
work hours, often to meet other responsibilities. Job Sharing:
Work arrangements where two employees share one job and split all the duties, responsibilities, and compensation of that job.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
The Growth of Racial
and Ethnic Minorities
The Growth of Racial
and Ethnic Minorities
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Population Workforce2002 2005 2002 2005
White (non-Hispanic) 70.6 69.3 72.5 71.2African American 12.9 13.1 12.0 12.3Hispanic 12.4 13.3 11.2 12.0Asian 4.3 4.6 5.3 6.5
White (non-Hispanic) 70.6 69.3 72.5 71.2African American 12.9 13.1 12.0 12.3Hispanic 12.4 13.3 11.2 12.0Asian 4.3 4.6 5.3 6.5
Racial and Ethnic Issues Management FacesRacial and Ethnic Issues Management Faces
An Ethnic and Racial Glass Ceiling.
Feelings of Being Unfairly Treated on the Job.
An Ethnic and Racial Glass Ceiling.
Feelings of Being Unfairly Treated on the Job.
Caucus Groups: Groups of employees
who get together to address key concerning relating to members of their particular group.
Caucus Groups: Groups of employees
who get together to address key concerning relating to members of their particular group.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Age and Generational InfluencesAge and Generational Influences
Baby Boomers: The generation of
Americans born between 1946 and 1964.
Issues with Baby Boomers: The Aging or “Graying”
of the Workforce.
Employee Retraining: Regularly providing the
education and training workers need to expand their base of skills so the can meet the needs of business.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Age and Generational Influences Age and Generational Influences
Generation X: People born between
1965 and 1980.
Issues with Gen Xers: Will not sacrifice family for
career. Will work hard and be
productive leaders. Place high value on family,
friendships, and social causes.
Loyal to professions not employers.
Value health and fitness.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Age and Generational Influences Age and Generational Influences
Generation Y: Today’s teenagers born
between 1981 and 1999.
Issues with Generation Y: The largest group since
Baby Boomers – 17 million.
Racially diverse – 1/3 not Caucasian.
Most have working mothers.
Have strong buying power. Highly computer and
technology savvy.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
FACT: The Times Are ChangingFACT: The Times Are Changing
The U.S. divorce rate has been declining over the past 20 years.
15% of Americans have tattoos, body piercings, or both.
More than 4% of minority Americans own a business.
Over 50% of health club and fitness center members are over 40.
57% of U.S. companies have on-site child care.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
FACT: The Times Are ChangingFACT: The Times Are Changing
24% of companies let employees bring children to work in an emergency.
In recent research, 44% of African Americans felt they were treated unfairly on the job.”
Most Gen Xers are married and 2/3 of Gen X women have children.
32% of all households are non-family households. From 1990 to 2000, non-family households grew 2x as fast as traditional household families.
24% of companies let employees bring children to work in an emergency.
In recent research, 44% of African Americans felt they were treated unfairly on the job.”
Most Gen Xers are married and 2/3 of Gen X women have children.
32% of all households are non-family households. From 1990 to 2000, non-family households grew 2x as fast as traditional household families.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Accommodating Individuals with Disabilities.Accommodating Individuals with Disabilities.
FACT: Over 20%, or 54 million
Americans have some level of disability.
The Americans with Disabilities Act requires businesses to be more responsive to the unique needs of disabled workers.
FACT: Over 20%, or 54 million
Americans have some level of disability.
The Americans with Disabilities Act requires businesses to be more responsive to the unique needs of disabled workers.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Teams and DiversityTeams and Diversity
Typically, teams work well to address what needs to be done.
In diverse teams, conflict and clashes can greatly increase.
Successful companies train teams to appreciate, respect, and work through differences to reach better decisions.
Strong organizations know they need diversity in their Boards of Directors.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Global Business and DiversityGlobal Business and Diversity
Keys for Successful Global Operations: Cultural sensitivity – understanding what a
culture appreciates and respects
Cross-cultural literacy
Respect for cultural values and norms
Sensitivity to the keys that define a culture: Political philosophy Economic philosophy Educational systems Language The social structure Religious and ethical systems
Keys for Successful Global Operations: Cultural sensitivity – understanding what a
culture appreciates and respects
Cross-cultural literacy
Respect for cultural values and norms
Sensitivity to the keys that define a culture: Political philosophy Economic philosophy Educational systems Language The social structure Religious and ethical systems
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Issues in Diversity ManagementIssues in Diversity Management
Diversity Management: Putting together a well-
thought-out strategy for attracting, motivating, retaining, and fully utilizing the talents of competent people regardless of their race, gender, ethnicity, religion, physical ability, or sexual orientation.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Government Actions Affecting Diversity ManagementGovernment Actions Affecting Diversity Management
The Equal Employment Opportunity (EEO) Act “A business cannot deny a person a job because of race,
gender, ethnicity, age, or sexual preference.”
Affirmative Action Directs businesses to take positive steps to hire and
promote members of the classes noted in the EEO Act.
Assimilation: The assumption that women and minorities should blend in
and learn how to work within the existing organization and its culture.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Why Business Must Be Concerned
With Diversity Management
Why Business Must Be Concerned
With Diversity Management
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Arguments for Diversity Management
Resource Acquisition Attract Skilled and talented workforceResource Retention Keep the talent of their workforceResource Utilization Build an environment where everyone can contribute fullyCustomer Sensitivity Better understand and respond to broad
base of customersInnovation and CreativityBring fresh ideas and novel approachesLegal Requirements Respond to and avoid legal problemsEthical Stance The right thing to do
Resource Acquisition Attract Skilled and talented workforceResource Retention Keep the talent of their workforceResource Utilization Build an environment where everyone can contribute fullyCustomer Sensitivity Better understand and respond to broad
base of customersInnovation and CreativityBring fresh ideas and novel approachesLegal Requirements Respond to and avoid legal problemsEthical Stance The right thing to do
Keys to Building a Diversity Management CultureKeys to Building a Diversity Management Culture
Top Management Champions
Diversity Audit A snapshot of how good a job a business is doing in
the area of diversity management.
Goals and Accountability
Education, Training, and Support
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.