1. Managing Diverse Employees in a Multicultural Environment
chapter five
McGraw-Hill/Irwin
Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved.

2. Sit Someplace Completely Different
In pairs or, at the most, three, briefly share a bit about the person you respect and admire who has had an impact on your life.
Talk a little about their heritage – where they and their ancestors came from.
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3. © 2014 by McGraw-Hill Education
© 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.

4. How Many Families are Multicultural?
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5. Diversity Definition
    The concept of diversity encompasses acceptance and respect.  It means understanding that each individual is unique,  and recognizing our individual differences. 
These can be along  the dimensions of race, ethnicity, gender, sexual orientation, socio-economic status, age, physical abilities, religious beliefs, political beliefs, or other ideologies.  It is the exploration  of these differences in a safe, positive, and nurturing environment. 
It is about understanding each other and moving beyond  simple tolerance to embracing and celebrating the  rich dimensions of diversity contained within each individual.
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6. Diversity Efforts Are Not Always Successful
“….sustained change comes only when leaders are persistent, committed to results, relationship-savvy and courageous. They support their people to design systems and processes that make the value of diversity for their business so compelling that it becomes part of the company’s DNA.
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7. Success A Diverse Workplace
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8. Sources of Diversity in the Workplace
Figure 5.1

9. Workforce Diversity: Age
Aging U.S. Population
Median age in the United States is 36.9 years, by per cent of the population will be over 65
Federal Age Discrimination Laws
1964 Title VII of the Civil Rights Act of 1964
1967 Age Discrimination in Employment Act
Silver Tsunami ahead!

10. Major EEO Laws
Insert Table 5.1

11. Workforce Diversity: Gender
Women in the Work Place
U.S. workforce is 46.7% percent female
Women’s median weekly earnings are $688 compared to $843 for men
Women hold only 14.1% of corporate officer positions

12. Race and Ethnicity
Census Bureau distinguishes between the following races
American Indian or Alaska Native, Asian Indian, Black, African American, Chinese, Filipino, Japanese, Korean, Vietnamese, Other Asian, Native Hawaiian, Guamanian or Chamorro, Samoan, Other Pacific Islander, White , and other races
The racial and ethnic diversity of the U.S. population is increasing at an exponential rate
Ethnicity refers to whether a person is Hispanic or not Hispanic
Most Hispanics prefer to be identified by their country of origin 12

13. Race and Ethnicity
U.S. Census Bureau treats ethnicity in terms of whether a person is Hispanic, Latino, or of Spanish origin or not
Most Hispanics prefer to be identified by their country of origin

14. Workforce Diversity: Religion
Accommodation for Religious Beliefs
Scheduling of critical meetings
Providing flexible time off for holy days
Posting holy days for different religions on the company calendar

15. Workforce Diversity: Capabilities and Disabilities
Disability Issues (Accessibility)
Providing reasonable accommodations for individuals with disabilities
Promoting a nondiscriminatory workplace environment
Educating the organization about disabilities and AIDS

16. Workforce Diversity: Socioeconomic Background
refers to a combination of social class and income-related factors
Socioeconomic diversity requires that managers be sensitive and responsive to the needs and concerns of individuals who might not be as well off as others

17. Workforce Diversity: Sexual Orientation
Sexual Orientation Issues
Employment and workplace discrimination
Provision of same-sex partner benefits

18. Other Kinds of Diversity
Whether individuals are attractive or unattractive, thin or overweight, in most cases has no bearing on their job performance
Sometimes these physical sources of diversity end up influencing advancement rates and salaries

19. Think of a time that you yourself, or someone in your experience, was treated unfairly in one of these dimensions. If it was a work or university situation, how did that person’s perspective differ from that of the decision maker/authority figure?
Figure 5.1

20. Questions Why do you think the decider/authority figure act unfairly?
In what ways were biases, stereotypes, or overt discrimination involved?
Was the decision maker aware that he or she was acting unfairly?
What might have been done to improve the situation or rectify it on the spot?
If you had the authority over the person who acted injustly, what steps might you take to ensure that the decider/authority figure no longer treated others unfairly?
© 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.

21. © 2014 by McGraw-Hill Education
© 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.

22. Peter Koestenbaum’s Leadership “Lenses"
Commit to being the best manager possible. Even if you are not sure what to do in a given situation, have a look at it through these FOUR aspects to find your way through:
Vision
Courage
Reality
Ethics
© 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.

23. © 2014 by McGraw-Hill Education
© 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.

24. Critical Managerial Roles—Good Managers…
become sensitive to the ongoing effects of diversity in their organizations,
take advantage of all the contributions diverse employees can make, and
prevent diverse employees from being unfairly treated.
Managers have more influence than rank-and-file employees
When managers commit to diversity, it legitimizes diversity efforts of others
Effective management of diversity hinges on two factors
Minorities start out at a slight disadvantage due to the ways in which they are perceived by others in the organization
Research suggests slight differences in treatment can cumulate and result in major disparities over time 24

25. Anyone Recall the Three Managerial Roles?
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26. The Ethical Imperative to Manage Diversity Effectively
Distributive Justice
A moral principle calling for fair distribution of pay, promotions, and other organizational resources based on meaningful contributions that individuals have made and not personal characteristics over which they have no control.
Distributive Justice
A moral principle calling for the distribution of pay raises, promotions, job titles, interesting job assignments, office space, and other organizational resources to be based on meaningful contribution that individuals have made and not personal characteristics over which they have no control.

27. The Ethical Imperative to Manage Diversity Effectively
Procedural Justice
A moral principle calling for the use of fair procedures to determine how to distribute outcomes to organizational members.

28. Procedural Justice Exists when managers:
carefully appraise a subordinate’s performance
take into account any environmental obstacles to high performance
ignore irrelevant personal characteristics

29. Managing Diversity Effectively Makes Good Business Sense
What 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

30. Perception Perception
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.
Accurate/inaccurate
When perceptions are inaccurate managers are likely to make bad decisions and take inappropriate actions
Bad decisions include:
1) not hiring qualified people
2) failing to promote top-performing subordinates
3) promoting poorly performing managers because they have the same “diversity profile”

31. Perception Schema Gender Schema
An abstract knowledge structure stored in memory that allows people to organize and interpret 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 preferences

32. Perception Stereotype Bias
Simplistic 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 perceptions

33. Bias
Similar-to-me effect – perceive others who are similar to ourselves more positively than we perceive people who are different
Social status effect – perceive individuals with high social status more positively than those with low social status
Salience effect – focus attention on individuals who are conspicuously different

34. Overt Discrimination Overt Discrimination
Knowingly and willingly denying diverse individuals access to opportunities and outcomes in an organization
Unethical and illegal
Overt 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

35. Steps 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
Steps 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
Empower employees to challenge discriminatory behaviors, actions, and remarks
Reward employees fro effectively managing diversity
Provide training utilizing a multi-pronged, ongoing approach
Encourage mentoring of diverse employees

36. Steps in Managing Diversity Effectively (cont.)
Empower employees to challenge discriminatory behaviors, actions, and remarks
Reward employees for effectively managing diversity
Provide training utilizing a multi-pronged, ongoing approach
Encourage mentoring of diverse employees

37. Diversity Awareness Programs
Provide members with accurate information about diversity
Uncover personal biases and stereotypes
Assess personal beliefs, attitudes, and values and learning about other points of view
Develop an atmosphere in which people feel free to share their differing perspectives
Improve understanding of others who are different

38. How to Manage Diversity
Mentoring
A process by which an experienced member of an organization provides advice and guidance to an less experienced member and helps them learn how to advance in the organization and in their career.

39. Forms of Sexual Harassment
Quid pro quo
Asking for or forcing an employee to perform sexual favors in exchange for receiving some reward or avoiding negative consequences.

40. Forms of Sexual Harassment
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
Interferes with their ability to perform their jobs effectively

41. Steps to Eradicate Sexual Harassment
Develop and clearly communicate a sexual harassment policy endorsed by top management
Use a fair complaint procedure to investigate charges of sexual harassment
It should contain (1) examples of types of behavior that are unacceptable, (2) a procedure for employees to use to report instances of harassment, (3) a discussion of the disciplinary actions that will be taken when harassment has taken place, and (4) a commitment to educate and train organizational members about sexual harassment.

42. Steps to Eradicate Sexual Harassment
When it has been determined that sexual harassment has taken place, take corrective action as soon as possible
Provide sexual harassment education and training to all organizational members, including managers

43. Factors to Keep in Mind About Sexual Harassment
Every sexual harassment charge should be taken seriously
Employees who go along with unwanted sexual attention in the workplace can be victims
Employees sometimes wait before they file complaints

44. Factors to Keep in Mind About Sexual Harassment
A firm’s sexual harassment policy should be communicated to each new employee and reviewed with current employees on a periodic basis
Suppliers and customers need to be familiar with a firm’s sexual harassment policy
Managers should provide employees with alternative ways to report incidents of sexual harassment
Employees who report sexual harassment must have their rights protected
Allegations of sexual harassment should be kept confidential

45. Factors to Keep in Mind About Sexual Harassment
Investigations of harassment charges and any disciplinary action should proceed in a timely manner
Managers must protect employees from sexual harassment from any third-party employees

46. It's a Diverse World After All
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47. Your white employees – well, you get the idea.
Group Exercise – You and Your Partners Own and Manage a Chain of Restaurants Serving Moderate to Expensive Lunches and Dinners and are Meeting Over a Concern
You thought you were managing diversity issues well in this chain, but, as you discuss and visit one another’s place of business, you observe the following:
Your African-American employees congregate, and communicate, mainly with each other.
Your Hispanic employees congregate, and communicate, mainly with each other.
Your white employees – well, you get the idea.
Among yourselves, you discuss:
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48. Discuss Why these patterns of communication might be occurring
Discuss whether your observations reflect an underlying problem. Why or Why not?
Discuss whether or not you should address this issue with your staff and in your restaurants. Explain your reasoning.
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