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MANAGEMENT RICHARD L. DAFT.

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1 MANAGEMENT RICHARD L. DAFT

2 Managing Diversity CHAPTER 12

3 Learning Outcomes Understand the pervasive demographic changes occurring in the domestic and global marketplace and how corporations are responding. Understand how the definition of diversity has grown to recognize a broad spectrum of differences among employees, and appreciate the dividends of a diverse workforce. Recognize the complex attitudes, opinions, and issues that employees bring to the workplace, including prejudice, discrimination, stereotypes, and ethnocentrism. Recognize the factors that affect women’s opportunities, including the glass ceiling, the opt-out trend, and the female advantage. Explain the five steps in developing cultural competence in the workplace. Describe how diversity initiatives and training programs help create a climate that values diversity. Understand how multicultural teams and employee network groups help organizations respond to the rapidly changing and complex workplace. Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

4 Do You Know Your Biases? As a manager, your day-to-day behavior will send signals about your biases and values Some of our biases are active while others are unknown Today’s workplace is a mosaic of diverse people To capitalize on a diverse consumer base, workplaces need to be diverse Diversity is no longer just “the right thing to do”. It is a business imperative Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

5 The Changing Workplace
Diversity in the United States Aging Workforce Growth in Hispanic and Asian Workers Minority Purchasing Power Growth in Foreign-born Population Global Diversity The aging population is a global phenomenon Social and cultural differences are creating challenges The meaning of diversity differs around the world National cultures are intangible, pervasive, and difficult to comprehend Global businesses have global customers, employees, suppliers, and stockholders Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

6 Leaders in Corporate Diversity
Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

7 Growth in Employment from 2006 to 2016 by Group
Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

8 Managing Diversity Diversity is all of the ways in which people are different Companies are embracing a more inclusive definition of diversity Spectrum of differences: how employees approach work, interact, approach work, derive satisfaction and define who they are… Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

9 Traditional vs. Inclusive Models of Diversity
Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

10 Dividends of Workplace Diversity
Better use of employee talent Increased understanding of the marketplace Enhanced breadth of understanding in leadership positions Increased quality of team problem solving Reduced costs associated with high turnover, absenteeism, and lawsuits Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

11 Factors Shaping Personal Bias
Stereotypes are often based on folklore, media portrayals, and other unreliable sources of information Stereotypes contain negative connotations Stereotypes assume that all members of a group have the same characteristics Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

12 Difference Between Stereotyping and Valuing Cultural Differences
Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

13 Federal and State Laws Regarding Diversity
Title VII of the Civil Rights Act of 1964 The Equal Pay Act of 1963 The American with Disabilities Act The Age Discrimination in Employment Act Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

14 Ethnocentrism The belief that one’s own group or subculture is inherently superior Barrier to embracing diversity Ethnocentric views produce a monoculture A culture that accepts one way of doing things and one set of values and beliefs The goal of cultural diversity is pluralism Organization accommodates several subcultures Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

15 Factors Affecting Women’s Careers
Glass Ceiling. An invisible barrier that separates women from top management positions. Opt-Out Trend. Many women are deciding to get off the fast track to top management before hitting the glass ceiling. The Female Advantage. The idea that women are better managers because of their more collaborative, less hierarchical relationship-oriented approach. Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

16 The Wage Gap Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

17 Cultural Competence Successful diversity plans leads to a workforce that demonstrates cultural competence A culture that values and nurtures its diverse employees Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

18 Diversity Initiatives and Programs
Changing Structures and Policies Expanding Recruitment Efforts Establishing Mentor Relationships Accommodating Special Needs Providing Diversity Skills Training Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

19 Increasing Awareness of Sexual Harassment
Sexual harassment creates an unhealthy and unproductive work environment Sexual Harassment is illegal, violation of Civil Rights Act 150% increase in sexual harassment filings in US Companies are creating awareness programs Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

20 New Diversity Initiatives
Multicultural Teams Teams of diverse national, racial, ethnic, and cultural backgrounds Greater potential for enhanced creativity and innovation Strategic in global marketplace More difficult to manage Employee Network Groups Based on social identity: gender, race Organized by employees Focus on concerns of employee group Reduce social isolation through networking, training and professional development Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

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