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

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

3. 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

4. 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.

5. 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.

6. 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…

7. 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.

8. 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.

9. 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.

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

11. 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

12. 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”.

13. 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.

14. 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.

15. 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.

16. 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.

17. 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.

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

19. 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.

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