Managing Diverse

7/28/2019 Managing Diverse

1/49

4Chapter

Managing DiverseEmployees in a Diverse

Environment


2/49

Chapter #4 Learning Objectives

By the conclusion of this discussion youshould:

Understand the changing demographics of ourworkforce and how this impacts management

Understand want diversity is and what it is not.

Be able to adapt your management style toeffective manage diversity capitalizing on thebenefits.


3/49

A diverse workforce providesthe talent, creativity, flexibility,

world-vision, and strength thatwe need to successfully compete

in Global markets.


4/49

Finding yourself in Diversity!


5/49

ppreciate

articipate

elebrate


6/49

Appreciate

To be keenly

aware or

sensitive toissues of

diversity


7/49

Appreciate: Iceberg

family geographic originhobbies

language

career

political

socio-economic status

sexual orientation

ethnicity

religion

physical characteristics

racegender

marriagestatus


8/49

Managing Diverse Workforces

Diversi ty :

should be broad enough to encompass ALL(employees, customers, clients, vendors, etc.)

refers to differences among people(any and all differences)

Be aware and sensitive to diversity issues


9/49

Changing Workforce

More women & minoritiesBy 2008:

70% new entrants in US labor force will be womenand minorities

The number of non-white workers will grow 2 to 3times faster than white workers

Todays workforce:

54% men

46% women

Older workforce

Average age today 35.5

SHRM Workplaces Forecast: A strategic Look 2002-2003


10/49

Changing Workforce

Other changes:Women out number men in earning bachelors,

graduate and law degrees and account for 40% ofdoctorates.

Over one-quarter of the adult US population hasnever been married.

Parents are having children later in life.

Over 20% of Americans said they had some levelof disability.

4.2% of the population self-identity as being gayor lesbian.

Socioeconomic changes are significant

SHRM Workplaces Forecast: A strategic Look 2002-2003


11/49

Ramifications of aChanging Workforce

Recruitment/Selection/Retention

Child care issues

Leave programs

pregnancy, personal, family, illness

Flexibility scheduling

job sharing, part-time, work-at-home, children in theworkplace.

Benefit plans

Flexible/Cafeteria

Heath care


12/49

Ramifications of aChanging Workforce

Training/re-training

Language translations

Retirement options Spouse relocation plans

Discrimination Claims

Sexual Harassment


13/49

Sexual Harassment

Quid pro quo harassment: victim is requested

to perform sexual favors to keep a job or win

promotion.

Hostile work environment harassment: Some

members are faced with a hostile, intimidating

work environment.


14/49

Avoiding Harassment

Develop and communicate a sexual

harassment policy.

Set up a fair complaint system to investigate

allegations. Conduct immediate, thorough,confidential investigations.

Take Action.

Provide harassment annual training toemployees and managers.


15/49

Manage Diversity

Distributive Justice: dictates members be

treated fairly concerning pay raises,

promotions, office space and similar issues.

(outcome)

Procedural Justice: managers should use fair

practices to determine how to distribute

outcomes to members. (process)


16/49

Why problems exist?

Biases: systematic tendencies to use

information in ways that result in inaccurate

perceptions.

Stereotypes: inaccurate beliefs about a givengroup.

Discrimination: Denying individuals access to

opportunities and outcomes in an organizationbased on a non-work related issue.


17/49

Diversity MakesBusiness Sense

Competitive advantage

Diverse employees provide new, different points ofview.

Cost savings/ROI

Business growth

Organizational reputation


18/49

Managing Diversity

Focus on observable behaviors

Avoid stereotyping

Evaluate output not input

Dont make assumptions about non-standard

behavior

Provide feedback based on observation

Zero tolerance

Test/evaluate your own behavior


19/49

Diversity Program

Gain/maintain top management commitment

Create diversity awareness

Educate the workforceincrease diversity skills

perceptions

Recognize & celebrate differences Reward employees for effectively managing

diversity


20/49

We grow on the basis of

our differences.

We get together on the

basis of our similarities;

Virginia Satir


21/49

Conclusion

Diversity is an advantage to organizations and

managers should know how to capitalize on

the diversity in their workforce.

Treat all people with respect and equityaccording to their knowledge, skills and

abilities and problems will be eliminated.


22/49

Learning Objectives (contd)

Appreciate the steps managers can take toeffectively manage diversity

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


23/49

Chapter Outline

The Increasing Diversity of the Workforce andthe Environment

Age

Gender

Race and Ethnicity

Religion

Capabilities/Disabilities

Socioeconomic BackgroundSexual Orientation


24/49

Chapter Outline (contd)

Management of DiversityCritical Managerial Roles

The Ethical Imperative to Manage DiversityEffectively

Effectively Managing Diversity Makes GoodBusiness Sense

Perception

Factors that Influence Managerial PerceptionPerception as a Determinant of Unfair Treatment

Overt Discrimination


25/49

Chapter Outline (contd)

How to Manager Diversity EffectivelySteps in Managing Diversity Effectively

Sexual Harassment

Forms of Sexual HarassmentSteps Managers Can Take to Eradicate Sexual

Harassment

Summary and Review


26/49

The Increasing Diversity of theWorkforce and the Environment

Diversity

Differences among people in age, gender, race,ethnicity, religion, sexual orientation, socioeconomic

background, and capabilities/disabilities Diversity Concerns and Issues

The ethical imperative for equal opportunity

The illegality of unfair treatmentDiversitys positive effect on organizational

performance

The continuing bias toward diverse individuals


27/49

Sources of Diversity in the Workplace

Figure 4.1Source:


28/49

Workforce Diversity

Glass CeilingA metaphor alluding to the invisible barriers that

prevents minorities and women from beingpromoted to top corporate positions.

Figure 4.2

Source: Bureau of Labor Statistics, Projections

from Current Population Survey, 19881998.

2008: Projected New Entrants

in the U.S. Labor Force


29/49

Workforce Diversity: Age

Aging U.S. PopulationMedian age in the United States is 35.3 years, up

2.5 years from 1990; 45-54 age cohort contains37.7 million persons

Federal Age Discrimination Laws1964 Title VII of the Civil Rights Act of 1964

1967 Age Discrimination in Employment Act

1978 Pregnancy Discrimination Act1990 Americans with Disabilities Act

1991 Civil Rights Act

1993 Family and Medical Leave Act


30/49

Workforce Diversity: Gender

Women in the Work PlaceU.S. workforce is 46% percent female

Womens median earnings are less than two-thirdsof the median earnings of men.

Women hold only 12% of corporate officerpositions


31/49

Workforce Diversity: Race and Ethnicity

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

.0%

.5%

1.0%

1.5%

2.0%

2.5%

3.0%

3.5%

White Black Hispanic


32/49

Workforce Diversity: Religion

Accommodation for Religious BeliefsScheduling of critical meetings

Providing flexible time off for holy days

Posting holy days for different religions on thecompany calendar


33/49

Workforce Diversity: Capabilities andDisabilities

Disability Issues

Providing reasonable accommodations forindividuals with disabilities

Promoting a nondiscriminatory workplaceenvironment

Educating the organizationabout disabilities and AIDS


34/49

Workforce Diversity: SocioeconomicBackground

Socioeconomic Background Issues

Widening diversity in income levels

Single mothers and the working poor

Child and elder care for working parents


35/49

Workforce Diversity: Sexual Orientation

Sexual Orientation IssuesEmployment and workplace discrimination

Provision of domestic-partner benefits


36/49

Managers and the Effective Managementof Diversity

Critical Managerial Roles

Interpersonal

Figurehead Leader Liaison

Informational

Monitor Disseminator Spokesperson

Decisional

Entrepreneur Disturbance Handler ResourceAllocator Negotiator


37/49

The Ethical Imperative to ManagerDiversity Effectively

Distributive Justice

A moral principle calling for the distribution of pay,raises, promotions, and other organizational

resources to be based on meaningful contributionthat individuals have made and not personalcharacteristics over which they have no control.


38/49

Women-of-color Managers Cite Barriers toTheir 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.


39/49

The Ethical Imperative to ManagerDiversity Effectively (contd)

Procedural Justice

A moral principle calling for the use of fairprocedures to determine how to distribute

outcomes to organizational members.


40/49

Managing Diversity Effectively MakesGood Business Sense

What a Diversity of Employees Provides

A variety of points of view and approaches toproblems and opportunities can improve managerial

decision making.Diverse employees can provide a wider range of

creative ideas.

Diverse employees are more attuned to the needs

of diverse customers.Diversity can increase the retention of valued

organizational members.

Diversity is expected/required by other firms


41/49

Perception

PerceptionThe process through which people select, organize,

and interpret what they see, hear, touch, smell, andtaste to give meaning and order to the world

around them.


42/49

Perception

Factors that Influence Managerial PerceptionSchema

An abstract knowledge structure that is stored in

memory and makes possible the interpretation and

organization of information about a person, event, orsituation

Gender Schema

Preconceived beliefs or ideas about the nature of

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


43/49

Perception (contd)

Perception as a Determinant of UnfairTreatment

Stereotype

Simplistic and often inaccurate beliefs about the

typical characteristics of particular groups of people

Bias

The systematic tendency to use information about

others in ways that result in inaccurate perceptions

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


44/49

Perception (contd)

Overt DiscriminationKnowingly and willingly denying diverse individuals

access to opportunities and outcomes in anorganization

Unethical and illegalViolation of the principles of distributive and

procedural justice

Subjects firm to lawsuits


45/49

How to Manage Diversity

Steps in Managing Diversity EffectivelySecure top management commitment

Strive to increase the accuracy of perceptions

Increase diversity awareness

Increase diversity skills

Encourage flexibility

Pay close attention to how organizational members

are evaluatedConsider the numbers


46/49

How to Manage Diversity (contd)

Steps in Managing Diversity Effectively (contd)Empower employees to challenge discriminatory

behaviors, actions, and remarks

Reward employees for effectively managing

diversityProvide training utilizing a multipronged, ongoing

approach

Encourage mentoring of diverse employees


47/49

How to Manage Diversity (contd)

MentoringA process by which an experienced member of an

organization (the mentor) provides advice andguidance to an less experienced member (the

protg) and helps the less experienced memberlearn how to advance in the organization and in hisor her career.


48/49

Sexual Harassment

Forms of Sexual HarassmentQuid pro quo

Asking of forcing an employee to perform sexual

favors in exchange for some reward or to avoid

negative consequences.Hostile work environment

Telling lewd jokes, displaying pornography, making

sexually oriented remarks about someones personal

appearance, and other sex-related actions that makethe work environment unpleasant.


49/49

Avoiding Harassment

Develop a zero-tolerance policy onharassment

Communicate the policy to all; pointing out

that these actions are unacceptable.

Implement a complaint system to investigate

allegationsif there are problems, correct

them at once (reasonable).

Provide harassment training to employees andmanagers.

Managing Diverse

Documents

Transcript of Managing Diverse