1. © 2001 by Prentice Hall 4-1 4 Managing Diversity

2. © 2001 by Prentice Hall 4-2 Challenges  Link affirmative action programs to employee diversity programs to ensure that the two support each other.  Identify the forces that contribute to the successful management of diversity within the firm.  Reduce potential conflict among employees resulting from cultural clashes and misunderstandings.  Draw a profile of employee groups that are less likely to be part of the corporate mainstream and develop policies specifically targeted to these groups’ needs.  Implement HR systems that assist the firm in successfully managing diversity.

3. © 2001 by Prentice Hall 4-3 What Is Diversity?  Although definitions vary, diversity simply refers to human characteristics that make people different from one another  Individual characteristics over which a person has little or no control include biologically determined characteristics such as race, sex, age, and certain physical attributes, as well as the family and society into which he or she is born.  It is important to keep in mind the distinction between the sources of diversity and the diversity itself. Without this distinction, stereotyping tends to occur.

4. © 2001 by Prentice Hall 4-4 Group versus Individual Differences on Acceptance of Authoritarian Leadership LowHigh FEDCBA NonveteransVeterans

5. © 2001 by Prentice Hall 4-5 The set of activities involved in integrating nontraditional employees (women and minorities) into the work force and using their diversity to the firm’s competitive advantage. Management of Diversity

6. © 2001 by Prentice Hall 4-6 Diversity as an Asset  Greater creativity. Employee diversity can stimulate consideration of less obvious alternatives.  Better problem solving. Homogenous groups are prone to a phenomenon called groupthink, in which all members quickly converge on a mistaken solution because they share the same mindset and view the problem through the lens of conformity.  Greater system flexibility. In today’s rapidly changing business environments, flexibility is an important characteristic of successful firms.

7. © 2001 by Prentice Hall 4-7 Challenges in Managing Employee Diversity  Valuing Employee Diversity u In some ways, the idea that diversity is good runs counter to the “melting pot” tradition.  Individual versus Group Fairness u How far should management go in adapting HR programs to diverse employee groups?  Resistance to Change u Although employee diversity is a fact of life, the dominant groups in organizations are still composed of white men.

8. © 2001 by Prentice Hall 4-8 Challenges in Managing Employee Diversity (cont.)  Group Cohesiveness and Interpersonal Conflict u Although employee diversity can lead to greater creativity and better problem solving, it can also lead to open conflict and chaos if there is mistrust and lack of respect among groups.  Segmented Communication Networks u One study found that most communication within organizations occurs between members of the same sex and race.  Resentment u In a vast majority of U.S. organizations, equal employment opportunity (EEO) was a forced change rather than a voluntary one.

9. © 2001 by Prentice Hall 4-9 Challenges in Managing Employee Diversity (cont.)  Backlash u While women and minorities may view a firm's “cultural diversity policy” as a commitment to improving their chances for advancement, white men may see it as a threat.  Retention u The job satisfaction levels of women and minorities are often lower than those of white men.  Competition for Opportunities u As minority populations grow in the U.S., competition for jobs and opportunities is likely to become much stronger.

10. © 2001 by Prentice Hall 4-10 Diversity in Healthcare  HOW ARE HEALTH CARE ORGANIZATIONS IMPACTED BY DIVERSITY?  HOW CAN THESE IMPACTS BE AN ADVANTAGE FOR A HEALTHCARE ORGANIZATION?

11. © 2001 by Prentice Hall 4-11 Preventing Diversity Backlash  Adopt an inclusive definition of diversity that addresses all kinds of differences among employees, including (but not limited to) race and gender.  Make sure that top management is not only committed to establishing a diversity program but also communicates that commitment directly to all employees. Many organizations that have instituted diversity programs have experienced adverse reactions from employee groups, particularly white men. Here are some guidelines for HR professionals and company managers who are attempting to manage diversity without adversity.

12. © 2001 by Prentice Hall 4-12 Preventing Diversity Backlash (cont.)  Involve everyone, including white men, in designing the diversity program.  Avoid stereotyping groups of employees, such as white men, when explaining cultural or ethnic differences.

13. © 2001 by Prentice Hall 4-13 Preventing Diversity Backlash (cont.)  Recognize and reward white men who are part of the solution rather than blaming men who are part of the problem.  Avoid one-shot training efforts that stir up emotions without channeling them in productive directions. Use ongoing training that encompasses diversity as only one facet of needed change in the corporate culture.

14. © 2001 by Prentice Hall 4-14 Improving the management of diversity  Top management commitment to valuing diversity—policy and actions  Diversity training—ongoing, not one-shot  Support groups  Accommodation of family needs—day care, flexible schedules, leave policy  Mentoring/apprenticeships

15. © 2001 by Prentice Hall 4-15 Improving the management of diversity  Communication standards  Organized activities to celebrate diversity  MANAGEMENT RESPONSIBILITY AND ACCOUNTIBILITY—managers and supervisors held accountable for successfully implementing diversity and rewarded for it