Diversity and Global Cultures Exploring Management Chapter 16 Diversity and Global Cultures

Chapter 16 What should we know about diversity in the workplace? What should we know about diversity among global cultures?

16.1 Diversity in the Workplace There is a business case for diversity Inclusive organizational cultures value and support diversity Organizational subcultures can create diversity challenges Minorities and women suffer diversity bias in many situations Managing diversity should be a top leadership priority

DIVERSITY IN THE WORKPLACE Business and Diversity Race, gender, age and many other individual differences Inclusivity Degree to which an organization is open to any one who can perform a job regardless of race, gender, age or any other individual difference Valuing diversity goes beyond following Equal Employment laws. It means recognizing that diversity can be a business advantage.

DIVERSITY IN THE WORKPLACE Business and Diversity Multi-cultural organization Based on pluralism and operates with inclusivity and respect for diversity Senior management sets the tone for culture and culture sets the tone for inclusivity.

DIVERSITY IN THE WORKPLACE Business and Diversity Organizational subcultures Groups that share interests or characteristics Occupations Ethnicity Religion Gender Generations The possible subculture groups listed here represent groups protected by Equal Employment law. Subcultures can center around hobbies, hometown, college majors, sports teams, marital or parenthood status…

DIVERSITY IN THE WORKPLACE Business and Diversity Glass Ceiling Career advancement barrier to women and minorities Women and minorities are making slow progress toward increasing numbers in senior management positions.

DIVERSITY IN THE WORKPLACE Business and Diversity Biculturalism Minority members adopt characteristics of majority cultures in order to succeed. We do this all the time. Consider how we dress for job interviews, change the way we talk at work or at school, or show interest in topics that do not interest us to gain acceptance.

DIVERSITY IN THE WORKPLACE Managing Diversity Affirmative action Management commitment to hiring and advancing women and minorities Valuing differences Education and training to understand and respect differences Managing diversity Building an inclusive network that allows everyone to reach his or her potential Managing diversity is a progressive process. Get the basics in place and move forward by building on them.

DIVERSITY IN THE WORKPLACE Managing Diversity This illustrates the process of managing diversity.

Culture shock comes from discomfort in cross-cultural situations 16.2 Global Cultures Culture shock comes from discomfort in cross-cultural situations Cultural intelligence is the capacity to adapt to foreign cultures The “silent” languages of cultures include context, time and space Hofstede identifies five value differences among national cultures Country clusters show cultural differences

GLOBAL CULTURES Culture Shock Culture shock comes from discomfort in cross-cultural situations Stages include: Confusion Small victories Honeymoon Irritation and anger Reality Culture Shock need not be a problem in either direction if you adapt by being considerate of others. For a change of pace, consider showing clips from the movie “Lost in Translation”.

GLOBAL CULTURES Cultural Intelligence Cultural intelligence includes Self awareness Flexibility Sensitivity Willingness to learn Willingness to modify behavior Our increasingly global environment requires cultural intelligence for success. It isn’t necessary to cross any borders to work and do business globally.

GLOBAL CULTURES Cultures Low-context Emphasize communication via spoken or written words High-context Rely on unspoken or situational cues as well as spoken or written words in communication Different cultures place more or less emphasis on non-verbal communication.

GLOBAL CULTURES Cultures Monochronic People tend to do one thing at a time Polychronic People accomplish many different things at once Americans tend to be monochronic. Therefore can become frustrated if a meeting is interrupted, feeling that we do not have the other’s full attention. Interruptions are common in polychronic cultures and doing one thing at a time (monochronic) seem like a waste of time.

GLOBAL CULTURES Cultures Proxemics How people use interpersonal space to communicate Many countries use space much more efficiently than in the U.S. This is evidenced by their use of smaller offices, buildings and even the personal space used in non-verbal communication.

GLOBAL CULTURES Culture Hofstede’s five value differences among national cultures: The degree to which a society accepts unequal distribution of power Power Distance The degree to which a society tolerates risk and uncertainty Uncertainty Avoidance The degree to which a society emphasizes individuals and their self-interests Individualism-collectivism The degree to which a society values assertiveness and materialism versus relationships, feelings and quality of life Masculinity-femininity The degree to which a society values short term or long term goals Time Orientation These cultural differences were observed by Geert Hofstede after researching how a U.S. corporation operated in 40 different countries.

GLOBAL CULTURES Hofstede’s Five Values This is how different countries rank relative to Hofstede’s five values.

GLOBAL CULTURES Cultures Ecological fallacy Mistaken belief that a generalization about a culture applies equally to everyone in that culture Example: does he represent all Americans? Many U.S. citizens would be appalled if people from another country perceived all Americans a cheeseburger-chomping, overweight, and culturally ignorant. It’s important that people in other countries feel the same about stereotypes.

GLOBE Dimensions Power distance Uncertainty avoidance Gender egalitarianism Future orientation Institutional collectivism In-group collectivism Assertiveness Performance orientation Humane orientation