Meeting the Challenge of Diversity
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Transcript of Meeting the Challenge of Diversity
Meeting the Challenge of Diversity
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Meeting the Challenge of Diversity
Diversity in the population, the workforce, and the marketplace is a fact of life no manager can afford to ignore
Managing diversity today – recruiting, training, valuing, maximizing potential of people
Manager’s Challenge: Wal-Mart
Gender Disability Sexual orientation
Race Ethnicity EducationAge Religion Economic level
Smart managers value diversity & enforce the value in decisions
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Topic of Diversity Causes and Consequences Challenges Minorities face Ways Managers Deal with Workplace Diversity Organizational Responses to Value Diversity Other Diversity Issues in Today’s Workplace
Meeting the Challenge of Diversity
Topics Chapter 13
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Valuing Diversity
Top managers value diversity ● Give organization access to broader range of
opinions and viewpoints● Reflect an increasingly diverse customer base● Obtain the best talent in a competitive
environment● Demonstrate the company’s commitment to doing
the right thing
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Valuing Diversity
Job seekers value diversity
90% of job seekers think diversity programs make a company a better place to work
Survey commissioned by The New York Times
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Corporate Diversity in 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 Diversity
Hiring people with different human qualities or who belong to various cultural groups
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Dimensions of Diversity
Person
Race
Physical Ability
Sexual Orientation
EthnicityGender Age
Primary Dimensions
Secondary Dimensions
EducationMarital Status
Parental Status
Work Background
Income
Geographic Location
Military Experience
Religious Beliefs
Primary Dimensions Inborn difference - Have an impact throughout one’s life
Secondary Dimensions Acquired or changed throughout one’s lifetime Have less impact – still impact self definition
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Monoculture & Diversity
A culture that accepts only one way to do things There is only one set of values and beliefs
Experiential Exercise: How Tolerant Are You?
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Attitudes Toward Diversity
Ethnocentrism = belief that one’s own group or subculture is inherently superior to other groups or cultures
Enthnorelativism = belief that groups and subcultures are inherently equal
Pluralism = an organization accommodates several subcultures
Goal for organizations seeking cultural diversity is pluralism
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The Changing Workplace
Dramatic Changes in
the Customer
Base
Changing Composition of
Workforce
There are more women, people
of color, and immigrants
seeking opportunities
Globalization Competition is intense
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The Workplace & Bias
Lack of choice assignments
Disregard by a subordinate of a minority manager’s direction
Ignoring of comments made by women & minorities at meetings
A need to become “Bicultural”
How It Shows Up
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Biculturalism
Socio-cultural skills and attitudes used by racial minorities as they move back and 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 For Management
CHALLENGES OF
CULTURAL DIVERSITY
Organization CultureValuing differencesPrevailing value systemCultural inclusion HR Management Systems
(Bias Free?)RecruitmentTraining and developmentPerformance appraisalCompensation and benefitsPromotion
Higher Career Involvement of Women
Dual-career couplesSexism and sexual harassmentWork-family conflict
Heterogeneity in Race/Ethnicity/Nationalit
yEffect 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 diversify provides
Mind-Sets about DiversityProblem 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
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Affirmative Action Current Debate
Affirmative action was developed in response to conditions 40 years ago.
Today more then half the U.S. workforce consists 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 Ceiling
An invisible barrier separates women and minorities from top management positions
Fortune 500 Women Corporate Officers– 2004 = 15.7%– 2000 = 12.5%– 1995 = 8.7%– Only eight Fortune 500 companies have female CEOs
Ethical Dilemma: A Man’s World
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Inclusive 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 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 can be
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 of Diversity 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 differencesParochial view of the world
In extreme cases, may claim other cultures are subhuman
DefensePerceives threat against one’s
comfortable worldviewUses negative stereotypingAssumes 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
IntegrationMulticultural attitude-enables
one to integrate differences and adapt both cognitively and behaviorally
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Organizational 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 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-context communication context
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Leveraging 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 Teams
Advantages– Enhanced creativity, innovation, and value in
today’s global marketplace– Generate more and better alternatives to
problems– Produce more creative solutions than
homogeneous teams Disadvantage - increased potential for
miscommunication and misunderstanding
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Diversity in a Turbulent World
Diversity in the workplace reflects diversity in the larger
environment
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Diversity in a Turbulent World
Organizations that value diversity encourage and support network groups to enable minority organization members to● reduce their social isolation ● be more effective in their jobs ● have a greater impact on the organization● achieve greater opportunities for career
advancement
Smart managers value diversity & enforce the value in decisions