1. Chapter 2 Challenges for Managers
Copyright ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

2. 2.1 Hofstede’s Dimensions of Cultural Differences

3. Cultural Differences and Work-Related Attitudes
Individualism
People are part of loose social frameworks
Primary concern is for oneself and one’s family
Collectivism
Individuals belong to tightly knit social frameworks
Dependence on extended families and high regard for group decisions

4. Cultural Differences and Work-Related Attitudes (continued 1)
Degree to which a culture accepts unequal distribution of power
Power distance
Degree to which a culture tolerates ambiguity and uncertainty
Uncertainty avoidance

5. Cultural Differences and Work-Related Attitudes (continued 2)
Masculinity: Cultural orientation where assertiveness and materialism are valued
Femininity: Cultural orientation where relationships and empathy are valued
Masculinity versus femininity
Identifies whether a culture’s values are future oriented or past and present oriented
Time orientation

6. All forms of individual differences like:
Diversity
All forms of individual differences like:
Ability
Age
Culture
Gender
Personality
Religion
Sexual orientation
Social status

7. Dimensions of Diversity
Primary Secondary
Educational background
Income
Geographic location
Marital status
Military experience
Religious beliefs
Work experience
Parental status
Age
Ethnicity
Gender
Physical abilities/qualities
Race

8. Gender, Age, and Ability Diversity
Glass ceiling: Transparent barrier that prevents women from rising above a certain level in organizations
Gender
Getting in and getting up are two entirely different things
Positively impacts organizational profitability
Age
Disabilities Act of Employers must make reasonable accommodations allowing workers with disabilities to perform jobs
Ability

9. Barriers to women’s professional success
Male dominated corporate culture
Glass ceiling
Exclusion from informal network
Management’s attitude that women are less career oriented than men
Lack of female mentors

10. Stress of Multiple Roles for Women
Women have adopted the provider role, but men have been slow to share domestic responsibilities
Working women often have to care for elderly parents
Arranging for child care is typically the woman’s responsibility
Women are more likely than men to experience conflicts between work and home

11. Recent Research: Huffman, Cohen, Pearlman 2010 ASQ
Non-managerial workers more integrated when they work for female managers
Women managers more integrated into larger, growing organizations. Less integrated into organizations with less than 100 employees
Relative status of women in upper management positions is stalling. Momentum has faded over time.

12. 2.2 The Benefits and Problems of Diversity

13. TED Talk TED: Sheryl Sandberg
Three suggestions for women that want to stay in the workplace

14. Sexual Harassment Unwelcome verbal or physical sexual attention Types
Affects an employee’s job conditions
Creates a hostile working environment
Unwelcome verbal or physical sexual attention
Gender harassment - Crude comments or behavior that convey hostility toward a particular gender
Unwanted sexual attention - Unwanted luring or repeated pressure for dates
Sexual coercion - Demands for sexual favors through job-related threats or promises
Types

15. Organizational Justice
Fairness of the outcomes that one receives in an organization
Distributive justice
Fairness of the process through which the outcomes are allocated in an organization
Procedural justice

16. Distributive Justice
Equity: rewarding employees based on their contributions
Equality: providing each employee roughly the same compensation
Need: a benefit based on one’s personal requirements

17. Procedural Justice Consistency: all employees are treated the same
Lack of bias: no person or group is singled out for discrimination or ill-treatment
Accuracy: decisions are based on accurate information
Representation of all concerned: appropriate stakeholders have input into a decision
Correction: there is an appeals process or other mechanism for fixing mistakes
Ethics: norms of professional conduct are not violated.

18. Procedural Justice
Perceived fairness of procedures used to allocate pay raises is a better predictor of satisfaction than the absolute amount of the pay raise received.
Affects trust in management, intention to leave, evaluation of supervisor, job satisfaction, and employee theft, layoff survivors.

19. Individual and Organizational Responsibility
Employee who notifies authorities about the misconducts of his/her firm or coworkers
Whistle-blower
Organization’s duty to behave ethically in social environment
Protecting the environment
Promoting worker safety
Supporting social issues
Investing in the community
Social responsibility