Management by chuch williams chapter 12

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Management by chuch williams chapter 12

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Chapter 12 Managing Individuals and a Diverse Workforce MGMT Chuck Williams Designed & Prepared by B-books, Ltd Predicted U.S Population, by Race, 2005-2070 Diversity and Why It Matters After reading this section, you should be able to: describe diversity and explain why it matters Diversity: Differences That Matter Diversity Diversity Is Is Not Not Affirmative AffirmativeAction Action How How to to Build Build aa Business Business Case Case for for Diversity Diversity Diversity Is Not Affirmative Action Diversity  May exist without a program  Broad focus  Not legally based  Create a positive work environment  Generally accepted Affirmative Action      A purposeful, established program Narrow focus Legal requirement Compensate for past discrimination Controversial 1.1 Affirmative Action Programs The purpose of affirmative action programs is to…  compensate compensate for for past past discrimination discrimination  prevent prevent ongoing ongoing discrimination discrimination  provide provide equal equal opportunities opportunities to to all, all, regardless regardless of of race, race, color, color, religion, religion, gender, gender, or or national national origin origin 1.1 General Purpose of Diversity Programs To create a positive work environment where…  no no one one is is advantaged advantaged or or disadvantaged disadvantaged  “we” “we” is is everyone everyone  everyone everyone can can do his his or or her her best best work work  differences differences are are respected respected and and not not ignored ignored  everyone everyone feels feels comfortable comfortable 1.1 Diversity Makes Good Business Sense Cost Cost Savings Savings Attracting Attracting and and Retaining Retaining Talent Talent Driving Driving Business Business Growth Growth 1.2 Diversity Makes Good Business Sense Cost Cost Savings Savings  Reduces turnover  Decreases absenteeism  Avoids expensive lawsuits 1.2 Diversity Makes Good Business Sense Attracting Attracting and and Retaining Retaining Talent Talent  Attracts better and more diverse job applicants  Results in higher stock market performance  Encourages workers to stay 1.2 10 Age • Treating people differently because of their age • Performance does not decline with age • Older employees show better judgment and are less likely to quit, show up late, or be absent • Age discrimination is more pervasive than managers think 2.1 15 Gender • • • Treating people differently because of their sex or gender Glass ceiling – invisible barrier that keeps women and minorities from advancing to the top of the organization Can be diminished by: – mentoring – stopping unintentional behavior 2.2 16 Beyond the Book Female-Friendly Workplace • At Principal Financial Group , 66% of the employees and 35% of the board are women, and 50% of senior postions are held by women Why? • Flexible schedules • Onsite gym • Early childhood education center • Opportunity for mentorship • Equal pay, equal access Source: J Hempel, “In the Land of Women,” Fortune, 17 Race / Ethnicity • • • • Treating people differently because of their race or ethnicity Employment disparities exist Legislation has lessened the problem Reduce by: – eliminating unclear selection and promotion criteria – training managers who make hiring and promotion decisions 2.3 18 Mental or Physical Disabilities • • • Disability is a mental or physical impairment that substantially limits one or more major life activities Disability discrimination means treating people differently because of their disabilities Reduce by: – educating to address incorrect stereotypes – committing to reasonable workplace accommodations – recruiting qualified workers with disabilities 2.4 Web Link http://www.usdoj.gov/crt/ada/adahom1.htm 19 Reasonable Accommodations for Disabled Workers Physical Physical changes changes Quieter Quieter workspace workspace Training Training and and other other written written materials materials TTYs TTYs for for use use with with telephones, telephones, computer computer hardware, hardware, and and software software 2.4 Time Time off off for for treatment treatment 20 Deep-Level Diversity “Big “Big Five” Five” Dimensions Dimensions of of Personality Personality Other Other Work-Related Work-Related Aspects Aspects of of Personality Personality 21 Big Five Dimensions of Personality Extraversion Extraversion Emotional Emotional Stability Stability Agreeableness Agreeableness Conscientiousness Conscientiousness Openness Openness to to Experience Experience 3.1 22 How Can Diversity Be Managed? After reading these sections, you should be able to: explain the basic principles and practices that can be used to manage diversity 23 Managing Diversity Different Different Diversity Diversity Paradigms Paradigms Diversity Diversity Principles Principles Diversity Diversity Training Training and and Practices Practices 24 Diversity Paradigms 4.1 DIVERSITY DIVERSITY PARADIGM PARADIGM FOCUS FOCUS Discrimination Discrimination and and Fairness Fairness Equal Equal opportunity opportunity Fair Fair treatment treatment Recruitment Recruitment of of minorities minorities Strict Strict compliance compliance with with laws laws Access Access and and Legitimacy Legitimacy Acceptance Acceptance and and celebration celebration of of differences differences Learning Learning And And Effectiveness Effectiveness Integrating Integrating deep-level deep-level differences differences into into organization organization 25 Organizational Plurality A work environment where: • all members are empowered to contribute in a way that maximizes the benefits to the organization, customers, themselves • the individuality of each member is respected by not segmenting or polarizing people based on their membership in a group 4.1 26 Benefits of the Learning and Effectiveness Diversity Paradigm Values Values common common ground ground Makes Makes aa distinction distinction between between individual individual and and group group differences differences Less Less likely likely to to encounter encounter conflict, conflict, backlash, backlash, and and divisiveness divisiveness Focuses Focuses on on bringing bringing different different talent talent and and perspectives perspectives together together 4.1 27 Diversity Principles Carefully and faithfully follow and enforce all equal employment opportunity laws Treat group differences as important, but not special Tailor opportunities to individuals, not groups Reexamine, but maintain, high standards Solicit negative as well as positive feedback Set high but realistic goals 4.2 Web Link http://www.eeoc.gov 28 Diversity Training and Practices Training Practices • Awareness Training  Diversity Audits • Skills-Based Diversity Training  Diversity Pairing  Minority Experiences 4.3 29 ...Predicted U.S Population, by Race, 2005-2070 Diversity and Why It Matters After reading this section, you should be able to:... dimensions of deep-level diversity affect individual behavior and interactions in the workplace 12 Surface and Deep-Level Diversity Surface-Level Diversity Age Personality Physical Capabilities... that keeps women and minorities from advancing to the top of the organization Can be diminished by: – mentoring – stopping unintentional behavior 2.2 16 Beyond the Book Female-Friendly Workplace

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Mục lục

  • Chapter 12 Managing Individuals and a Diverse Workforce

  • Predicted U.S. Population, by Race, 2005-2070

  • Diversity and Why It Matters

  • Diversity: Differences That Matter

  • Diversity Is Not Affirmative Action

  • Affirmative Action Programs

  • General Purpose of Diversity Programs

  • Diversity Makes Good Business Sense

  • Diversity Makes Good Business Sense

  • Slide 10

  • Slide 11

  • Diversity and Individual Differences

  • Surface and Deep-Level Diversity

  • Surface-Level Diversity

  • Age

  • Gender

  • Female-Friendly Workplace

  • Race / Ethnicity

  • Mental or Physical Disabilities

  • Reasonable Accommodations for Disabled Workers

  • Deep-Level Diversity

  • Big Five Dimensions of Personality

  • How Can Diversity Be Managed?

  • Managing Diversity

  • Diversity Paradigms

  • Organizational Plurality

  • Benefits of the Learning and Effectiveness Diversity Paradigm

  • Diversity Principles

  • Diversity Training and Practices

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