Chapter 13 Meeting the Challenge of Diversity Meeting the Challenge of Diversity Smart managers value diversity & enforce the value in decisions   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 Gender Disability Sexual orientation Race Ethnicity Education Age Religion Economic level Manager’s Challenge: Wal-Mart Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Meeting the Challenge of Diversity  Topic of Diversity  Causes and Consequences  Challenges  Ways Minorities face Managers Deal with Workplace Diversity  Organizational  Other Topics Chapter 13 Responses to Value Diversity Diversity Issues in Today’s Workplace Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 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 Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 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 Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 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 Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Workforce Diversity  Hiring people with different human qualities or who belong to various cultural groups Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Dimensions of Diversity Primary Dimensions Inborn difference Have an impact throughout one’s life Secondary Dimensions Education Marital Status Parental Status Primary Dimensions Gender Physical Ability Age Secondary Dimensions Religious Beliefs Ethnicity Person Sexual Orientation Military Experience Race Geographic Location Work Background Income Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Acquired or changed throughout one’s lifetime Have less impact – still impact self definition Monoculture & Diversity  A culture that accepts only one way to things  There is only one set of values and beliefs Experiential Exercise: How Tolerant Are You? Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Attitudes Toward Diversity Goal for organizations seeking cultural diversity is pluralism  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 10 Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved The Changing Workplace 11 Globalization Competition is intense Changing Composition of Workforce Dramatic Changes in the Customer Base There are more women, people of color, and immigrants seeking opportunities Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved The Workplace & Bias How It Shows Up  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 12 to become “Bicultural” Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Biculturalism Means minorities use to deal with bias in the workplace  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 13 Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Mind-Sets about Diversity Problem or opportunity? Challenge met or barely addressed? Level of majority-culture buy-in (resistance or support) Education Programs Educate management on valuing differences Promoting knowledge and acceptance Taking advantage of the opportunities that diversify provides Source: Taylor H Cox and Stacy Blake,”Managing Cultural Diversity: Implications For Organizational Competitiveness,” Academy of Management Executive 5, no (1991), 45-56 14 Organization Culture Valuing differences Prevailing value system Cultural inclusion Challenges For Management CHALLENGES OF CULTURAL DIVERSITY Heterogeneity in Race/Ethnicity/Nationality Effect on cohesiveness, communication, conflict, morale Effects of group identity on interaction (e.g., stereotyping) Prejudice (racism, ethnocentrism) Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved HR Management Systems (Bias Free?) Recruitment Training and development Performance appraisal Compensation and benefits Promotion Higher Career Involvement of Women Dual-career couples Sexism and sexual harassment Work-family conflict Affirmative Action Current Debate 15  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 Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 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 16 Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Inclusive Practices in the Workplace Current Responses to Diversity   Building a corporate culture that values diversity Changing structures, policies, and systems to support diversity Recruitment  Career advancement   17 Providing diversity awareness training Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Diversity Initiatives               18 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 Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Highest Level of Awareness Stages of Diversity Awareness Denial Adaptation Able to shift from one cultural perspective to another Able to empathize with those Acceptance of other cultures Accepts behavioral differences and underlying differences in values Recognizes validity of other ways of thinking and perceiving the world Minimizing Differences Hides or trivializes cultural differences Focuses on similarities among all peoples Defense Perceives threat against one’s comfortable worldview Uses negative stereotyping Assumes own culture superior Parochial view of the world No awareness of cultural differences In extreme cases, may claim other cultures are subhuman 19 Integration Multicultural attitude-enables one to integrate differences and adapt both cognitively and behaviorally Source: Based on M Bennett, “A developmental Approach to Training for Intercultural Sensitivity,” International journal of Intercultural relations 10 (1986), 176-196 Lowest Level of Awareness Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Organizational Relationships Two Issues of Concern of Close Relationships in the Workplace Emotional Intimacy  Sexual Harassment - various forms defined by one university:  ● ● ● ● ● 20 Generalized Inappropriate/offensive Solicitation with promise of reward Coercion with threat of punishment Sexual crimes and misdemeanors Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Global Diversity Programs Expatriates = employees who live and work in a country other than their own  Global Diversity Program  – – – 21 Employee selection Employee training Understanding high vs low-context communication context Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 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 22 Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Managing Multicultural Teams   23 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 Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Diversity in a Turbulent World  Diversity in the workplace reflects diversity in the larger environment 24 Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Diversity in a Turbulent World Smart managers value diversity & enforce the value in decisions  Organizations that value diversity encourage and support network groups to enable minority organization members to ● ● ● ● 25 reduce their social isolation be more effective in their jobs have a greater impact on the organization achieve greater opportunities for career advancement Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved  ...Meeting the Challenge of Diversity Smart managers value diversity & enforce the value in decisions   Diversity in the population, the workforce, and the marketplace is a fact of life no... division of Thomson Learning All rights reserved Meeting the Challenge of Diversity  Topic of Diversity  Causes and Consequences  Challenges  Ways Minorities face Managers Deal with Workplace Diversity. .. Academy of Management Executive 5, no (1991), 45-56 14 Organization Culture Valuing differences Prevailing value system Cultural inclusion Challenges For Management CHALLENGES OF CULTURAL DIVERSITY