4Chapter PowerPoint Presentation by Charlie Cook © Copyright The McGraw-Hill Companies, Inc., All rights reserved. Managing Diverse Employees in a Diverse Environment

© Copyright McGraw-Hill. All rights reserved.4–24–2 Learning Objectives After studying the chapter, you should be able to:After studying the chapter, you should be able to:  Appreciate the increasing diversity of the workforce and of the organization environment.  Grasp the central role that managers play in the effective management of diversity.  Understand why the effective management of diversity is both an ethical and a business imperative.  Appreciate how perception and the use of schemas can result in unfair treatment.

© Copyright McGraw-Hill. All rights reserved.4–34–3 Learning Objectives (cont’d)  Appreciate the steps managers can take to effectively manage diversity  Understand the two major forms of sexual harassment and how they can be eliminated.

© Copyright McGraw-Hill. All rights reserved.4–44–4 Chapter Outline The Increasing Diversity of the Workforce and the EnvironmentThe Increasing Diversity of the Workforce and the Environment  Age  Gender  Race and Ethnicity  Religion  Capabilities/Disabilities  Socioeconomic Background  Sexual Orientation

© Copyright McGraw-Hill. All rights reserved.4–54–5 Chapter Outline (cont’d) Management of DiversityManagement of Diversity  Critical Managerial Roles  The Ethical Imperative to Manage Diversity Effectively  Effectively Managing Diversity Makes Good Business Sense PerceptionPerception  Factors that Influence Managerial Perception  Perception as a Determinant of Unfair Treatment  Overt Discrimination

© Copyright McGraw-Hill. All rights reserved.4–64–6 Chapter Outline (cont’d) How to Manager Diversity EffectivelyHow to Manager Diversity Effectively  Steps in Managing Diversity Effectively Sexual HarassmentSexual Harassment  Forms of Sexual Harassment  Steps Managers Can Take to Eradicate Sexual Harassment Summary and ReviewSummary and Review

© Copyright McGraw-Hill. All rights reserved.4–74–7 The Increasing Diversity of the Workforce and the Environment DiversityDiversity  Differences among people in age, gender, race, ethnicity, religion, sexual orientation, socioeconomic background, and capabilities/disabilities Diversity Concerns and IssuesDiversity Concerns and Issues  The ethical imperative for equal opportunity  The illegality of unfair treatment  Diversity’s positive effect on organizational performance  The continuing bias toward diverse individuals

© Copyright McGraw-Hill. All rights reserved.4–84–8 Sources of Diversity in the Workplace Figure 4.1 Source:

© Copyright McGraw-Hill. All rights reserved.4–94–9 Workforce Diversity Glass CeilingGlass Ceiling  A metaphor alluding to the invisible barriers that prevents minorities and women from being promoted to top corporate positions. Figure 4.2 Source: Bureau of Labor Statistics, Projections from Current Population Survey, 1988– : Projected New Entrants in the U.S. Labor Force

© Copyright McGraw-Hill. All rights reserved.4–10 Workforce Diversity: Age Aging U.S. PopulationAging U.S. Population  Median age in the United States is 35.3 years, up 2.5 years from 1990; age cohort contains 37.7 million persons Federal Age Discrimination LawsFederal Age Discrimination Laws  1964Title VII of the Civil Rights Act of 1964  1967Age Discrimination in Employment Act  1978Pregnancy Discrimination Act  1990Americans with Disabilities Act  1991Civil Rights Act  1993Family and Medical Leave Act

© Copyright McGraw-Hill. All rights reserved.4–11 Workforce Diversity: Gender Women in the Work PlaceWomen in the Work Place  U.S. workforce is 46% percent female  Women’s median earnings are less than two-thirds of the median earnings of men.  Women hold only 12% of corporate officer positions

© Copyright McGraw-Hill. All rights reserved.4–12 Workforce Diversity: Race and Ethnicity 1998 to 2008 Growth Rates for the U.S. Working Population1998 to 2008 Growth Rates for the U.S. Working Population

© Copyright McGraw-Hill. All rights reserved.4–13 Workforce Diversity: Religion Accommodation for Religious BeliefsAccommodation for Religious Beliefs  Scheduling of critical meetings  Providing flexible time off for holy days  Posting holy days for different religions on the company calendar

© Copyright McGraw-Hill. All rights reserved.4–14 Workforce Diversity: Capabilities and Disabilities Disability IssuesDisability Issues  Providing reasonable accommodations for individuals with disabilities  Promoting a nondiscriminatory workplace environment  Educating the organization about disabilities and AIDS

© Copyright McGraw-Hill. All rights reserved.4–15 Workforce Diversity: Socioeconomic Background Socioeconomic Background IssuesSocioeconomic Background Issues  Widening diversity in income levels  Single mothers and the “working poor”  Child and elder care for working parents

© Copyright McGraw-Hill. All rights reserved.4–16 Workforce Diversity: Sexual Orientation Sexual Orientation IssuesSexual Orientation Issues  Employment and workplace discrimination  Provision of domestic-partner benefits

© Copyright McGraw-Hill. All rights reserved.4–17 Managers and the Effective Management of Diversity Critical Managerial RolesCritical Managerial Roles  Interpersonal Figurehead Leader LiaisonFigurehead Leader Liaison  Informational Monitor Disseminator SpokespersonMonitor Disseminator Spokesperson  Decisional Entrepreneur Disturbance HandlerEntrepreneur Disturbance Handler Resource Allocator NegotiatorResource Allocator Negotiator

© Copyright McGraw-Hill. All rights reserved.4–18 The Ethical Imperative to Manager Diversity Effectively Distributive JusticeDistributive Justice  A moral principle calling for the distribution of pay, raises, promotions, and other organizational resources to be based on meaningful contribution that individuals have made and not personal characteristics over which they have no control.

© Copyright McGraw-Hill. All rights reserved.4–19 Women-of-color Managers Cite Barriers to Their Advancement Figure 4.3 Source: 1999 Census of Women Corporate Officers and Top Earners and 1999 Census of Women Board of Directors of Fortune 1000, and Catalyst Women of Color in Corporate Management: Opportunities and Barriers, 1999, October 21, 2001.

© Copyright McGraw-Hill. All rights reserved.4–20 Managing Diversity Effectively Makes Good Business Sense What a Diversity of Employees ProvidesWhat a Diversity of Employees Provides  A variety of points of view and approaches to problems and opportunities can improve managerial decision making.  Diverse employees can provide a wider range of creative ideas.  Diverse employees are more attuned to the needs of diverse customers.  Diversity can increase the retention of valued organizational members.  Diversity is expected/required by other firms

© Copyright McGraw-Hill. All rights reserved.4–21 PerceptionPerception PerceptionPerception  The process through which people select, organize, and interpret what they see, hear, touch, smell, and taste to give meaning and order to the world around them.

© Copyright McGraw-Hill. All rights reserved.4–22 PerceptionPerception Factors that Influence Managerial PerceptionFactors that Influence Managerial Perception  Schema An abstract knowledge structure that is stored in memory and makes possible the interpretation and organization of information about a person, event, or situationAn abstract knowledge structure that is stored in memory and makes possible the interpretation and organization of information about a person, event, or situation  Gender Schema Preconceived beliefs or ideas about the nature of men and women, their traits, attitudes, behaviors, and preferencesPreconceived beliefs or ideas about the nature of men and women, their traits, attitudes, behaviors, and preferences

© Copyright McGraw-Hill. All rights reserved.4–23 Perception (cont’d) Perception as a Determinant of Unfair TreatmentPerception as a Determinant of Unfair Treatment  Stereotype Simplistic and often inaccurate beliefs about the typical characteristics of particular groups of peopleSimplistic and often inaccurate beliefs about the typical characteristics of particular groups of people  Bias The systematic tendency to use information about others in ways that result in inaccurate perceptionsThe systematic tendency to use information about others in ways that result in inaccurate perceptions Types of biases: similar-to-me, social status, salienceTypes of biases: similar-to-me, social status, salience

© Copyright McGraw-Hill. All rights reserved.4–24 Perception (cont’d) Overt DiscriminationOvert Discrimination  Knowingly and willingly denying diverse individuals access to opportunities and outcomes in an organization  Unethical and illegal  Violation of the principles of distributive and procedural justice  Subjects firm to lawsuits

© Copyright McGraw-Hill. All rights reserved.4–25 How to Manage Diversity Steps in Managing Diversity EffectivelySteps in Managing Diversity Effectively  Secure top management commitment  Strive to increase the accuracy of perceptions  Increase diversity awareness  Increase diversity skills  Encourage flexibility  Pay close attention to how organizational members are evaluated  Consider the numbers

© Copyright McGraw-Hill. All rights reserved.4–26 How to Manage Diversity (cont’d) Steps in Managing Diversity Effectively (cont’d)Steps in Managing Diversity Effectively (cont’d)  Empower employees to challenge discriminatory behaviors, actions, and remarks  Reward employees for effectively managing diversity  Provide training utilizing a multipronged, ongoing approach  Encourage mentoring of diverse employees

© Copyright McGraw-Hill. All rights reserved.4–27 How to Manage Diversity (cont’d) MentoringMentoring  A process by which an experienced member of an organization (the mentor) provides advice and guidance to an less experienced member (the protégé) and helps the less experienced member learn how to advance in the organization and in his or her career.

© Copyright McGraw-Hill. All rights reserved.4–28 Sexual Harassment Forms of Sexual HarassmentForms of Sexual Harassment  Quid pro quo Asking of forcing an employee to perform sexual favors in exchange for some reward or to avoid negative consequences.Asking of forcing an employee to perform sexual favors in exchange for some reward or to avoid negative consequences.  Hostile work environment Telling lewd jokes, displaying pornography, making sexually oriented remarks about someone’s personal appearance, and other sex-related actions that make the work environment unpleasant.Telling lewd jokes, displaying pornography, making sexually oriented remarks about someone’s personal appearance, and other sex-related actions that make the work environment unpleasant.

© Copyright McGraw-Hill. All rights reserved.4–29 Avoiding Harassment Develop a zero-tolerance policy on harassmentDevelop a zero-tolerance policy on harassment Communicate the policy to all; pointing out that these actions are unacceptable.Communicate the policy to all; pointing out that these actions are unacceptable. Implement a complaint system to investigate allegations—if there are problems, correct them at once (reasonable).Implement a complaint system to investigate allegations—if there are problems, correct them at once (reasonable). Provide harassment training to employees and managers.Provide harassment training to employees and managers.