Diversity Management Processes

Slides:



Advertisements
Similar presentations
Chapter 16: Culture and Diversity in Business
Advertisements

Managing Diverse Employees in a Multicultural Environment chapter five McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights.
MANAGEMENT RICHARD L. DAFT.
Managing Diversity MAN-3/2 Erlan Bakiev, Ph. D. IAAU Spring 2015.
CHAPTER FOUR Managing Diversity.
Managing Diversity. What Is Diversity? Although definitions vary, diversity simply refers to human characteristics that make people different from one.
Chapter 12. Objectives Explain why diversity is a business issue Explain what happens to tokens in organizations. Explain the effects of increasing heterogeneity.
Managing Diversity: Releasing Every Employee’s Potential
Increased Diversity of Workforce Chapter 3 Daphne Harley, MPA Adjunct Faculty – PPA 530.
Chapter 12. Objectives Explain why diversity is a business issue Explain what happens to tokens in organizations. Explain the effects of increasing heterogeneity.
Chapter 13 Managing Diversity.
Adding in Race, Culture and Ethnicity (Powell 17-36)
The Multicultural Classroom
Understanding and Supporting Gender Equality in Schools
Diversity. O Differences, variety O Differences that play a role in & impact culture O What are our differences?
Women & Men in Management
BA 351 Managing Organizations
Chapter 11 Ethnicity and Race Ethnicity refers to cultural practices and outlooks of a given community that tend to set people apart.
Chapter 1 – Sex, Gender, and Work.  Views on the trend  Gender Equality ◦ Optimistic view ◦ Pessimistic view  What does the glass ceiling entail? ◦
Managing Diverse Employees in a Multicultural Environment
Diversity old Ch. 8 new Ch. 9 A critical organizational and managerial issue Affirmative action and managing diversity Competitive benefits Challenges.
Copyright © 2004 McGraw-Hill Ryerson Limited, a Subsidiary of The McGraw-Hill Companies. All rights reserved. 1 CHAPTER 5 Sociocultural Diversity.
McGraw-Hill© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Managing the Diverse Workforce Chapter Eleven McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education,
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter.
Welcome to this Organizational Behavior course that uses the 16th edition of the textbook, Organizational Behavior by Robbins and Judge. This is considered.
Managing Employee Diversity October 22, Diversity It describes a wide spectrum differences between people. Groups of individuals share characteristics.
Managing the Diverse Workforce Chapter Eleven Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the.
Chapter 4 Valuing Diversity
PowerPoint Presentation to Accompany Management, 9/e John R. Schermerhorn, Jr. Prepared by: Jim LoPresti University of Colorado, Boulder Published by:
Schermerhorn - Chapter 11 What is the “New Economy”  Highly competitive global economy = opportunity and uncertainty.
Topic 11 Leadership and Diversity. Gender and Leadership Sex-Based Discrimination –Implicit Theories –Stereotypes and Role Expectations.
Chapter 5 Managing Diverse Employees In a Multicultural Environment.
Diversity Management Processes Chapter 12.
MULTICULTURAL EDUCATION UNDERSTANDING OURSELVES AND OTHERS.
Copyright © 2015 Pearson Education Ltd. Chapter 2: Diversity in Organizations 2-1.
Managing the Diverse Workforce Chapter 11 Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
Unit 1. To Do in Unit 1  Introduce Yourself  Read Chapter 1 and 4 in Multicultural Law Enforcement  Attend the Seminar (Graded)  Respond to the Discussion.
Chapter 5 Managing Diverse Employees in a Multicultural Environment.
Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 5 Managing Diverse Employees in a Multicultural Environment.
Week 2: Diversity in Organizations Chapter 2
GENDER RELATIONS, POWER AND STEREOTYPES: UNDERSTANDING THE WORK PLACE ENVIRONMENT By: Prof. Halimu S. Shauri, PhD Chair-Social Sciences.
Managing Employee Diversity. Diversity It describes a wide spectrum differences between people. Groups of individuals share characteristics that distinguish.
Human Relations in a Diverse Society Unit 2. What do you have to do in Unit 2? Read Chapter 2 and 3 in Multicultural Law Enforcement Attend the weekly.
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or.
MANAGEMENT RICHARD L. DAFT.
MANAGEMENT RICHARD L. DAFT.
The Increasing Diversity of the Workforce and the Environment
Managing the Diverse Workforce
Chapter 14 Managing Diverse Employees
Let’s Learn to Manage Them!!!
International Management, 5th ed.
Define workplace diversity and explain why managing it is so important
Chapter 6: Organizational Cultures and Diversity
Read to Learn Identify ways in which cultural diversity has an impact on business.
Workforce Diversity and Wellness
Chapter 12 Considering Culture.
Chapter 14 Race and Ethnicity
Managing Employee Diversity
Organizational Cultures and Diversity
Managing Employee Diversity
Define workplace diversity and explain why managing it is so important
MANAGEMENT RICHARD L. DAFT.
Chapter 2: Using Your Helping Skills with Diverse Populations
UMC Inclusion Training
Developing Leadership Diversity
Naval Leadership and Ethics Center
Managing the Diverse Workforce
Presentation transcript:

Diversity Management Processes Chapter 12

Chapter 12 Quiz 1.The female workforce is expected to steadily increase in the coming decade. 2. The glass ceiling refers to a subtle transparent barrier that prevents women and minorities from moving up in the management hierarchy. 3.There is compelling evidence that there are actual differences btw. men & women that necessitate differential treatment.

4. Tokens are highly visible representatives of the majority group. 5. Discrimination refers to negative attitudes toward an org. member based upon gender or perceived culture. 6.Sexual harassment only includes sexual advances and requests for sexual favors.

7. A manager from the classical approach would probably do little to either discourage or encourage diversity. 8. Cultural separatism is a situation where there is little adaptation by the minority or dominant group in the org.

9. A multicultural org. moves beyond the concept of support for minority members to the institution of policies and programs that capitalize on diversity. 10. A mentor facilitates the personal development of a new employee in an organization.

Extra credit ?

Diversity Dominate group Stereotypes Value differences rather than minimizing or ignoring them Preloaded with people’s perceptions and biases-multiracial, multicultural, multiethnic-usually deals with differences Heterogeneous not homogeneous

Dimensions of Diversity Those important characteristics that impact individuals’ values, opportunities, & perceptions of self and others at work (Loden, 1996) Age, ethnicity, race, sex, gender, sexual orientation, mental/physical ability/disability, socio-economics, education, religion, language, military experience, family status, work experience, communication style

Diversity cont. Thomas (1996) refers to any mixture of items characterized by differences and similarities-not synonymous with differences. “ To highlight this notion of mixture, visualize a jar of red jelly beans; now image adding some green and purple jelly beans. Many would believe that the green and purple jelly beans represent diversity. I suggest that the diversity instead is represented by the resultant mixture of red, green, and purple jelly beans

By the Numbers By 2050, US population = 24% Hispanic, 15% African American, & 15% Asian Today, number of women (35-44) in workplace = 17.1million (increase of 50% in last 20 yrs) Today 75% of women(25-34) are now in workforce 53%-Hispanics are the fastest growing minority in US

By the Numbers Today, white males make up only 43% of workforce (projected that the % will go down by at least 20% over the next decade) Today women occupy 36% of the management positions in US…< 3% of the top execs in Fortune 500 companies are women (lower for people of color) 1 out of 8 = how many Black households make more than $50,000/year

Three Explanations? Actual differences- person centered based on sex/ethnicity- people are different in behaviors, skills and attitudes Rationale Innate Socialization Educational background Cultural values Socio-economic Literature does not support sex difference and little has been done with minorities

Differences? Systematic/relational barriers- situation centered Certain organizational characteristics and structures impede women and minorities from achieving 1. Limited access or exclusion from informal communication networks 2. Women & minorities have difficulty establishing mentor-protege relationships 3. Tokenism 4. Highly visible representatives 5. Pressure of visibility and stereotypes

Differences? Discrimination- gender and cultural biases - Prejudice- negative attitude toward an organization member based on culture or group identity - Discrimination- observable behaviors based on prejudice Research suggests that both exist in organizations

Know… The multicultural organization-p. 269 Dimensions for describing a multicultural organization-p. 270 Opportunities realized through diversity-p. 272 Challenges realized through diversity-p. 273

Diverse organization: challenges Avoiding negative impacts of diversity management programs Affirmative action (victimized, stigmatized, injustice) Sexual Harassment = sexual discrimination Balancing work and home “family friendly” programs: on-site day care, job sharing, family leave program NOT A PERFECT WORLD!

Managing cultural diversity Know “spheres of activity” (p.278) Involves both attitude and action Mangers and employees must view diversity as a challenge and an opportunity Mangers and employees must become knowledgeable about the needs of diverse organizational members Specific action must be taken to ensure an educated and enlightened workforce Starts with individuals