1. © 2011 Cengage Learning. All rights reserved. Chapter 2 Challenges for Managers

2. Understanding Cultural Differences HOFSTEDE’S DIMENSIONS © 2011 Cengage Learning. All rights reserved.

3. 2-3 Hofstede’s Dimensions Individualism – a cultural orientation in which people belong to loose social frameworks, and their primary concern is for themselves and their families. Collectivism – a cultural orientation in which individuals belong to tightly knit social frameworks, and they depend strongly on large extended families or clans.

4. © 2011 Cengage Learning. All rights reserved.2-4 Hofstede’s Dimensions (contd.) Power Distance – the degree to which a culture accepts unequal distribution of power. Uncertainty Avoidance – the degree to which a culture tolerates ambiguity and uncertainty. 2-4 Hofstede’s Dimensions (contd.) Masculinity – the cultural orientation in which assertiveness and materialism are valued. Femininity – the cultural orientation in which relationships and concern for others are valued.

5. © 2008 by South-Western, a division of Cengage Learning 2-5 Hofstede’s Dimensions (contd.) Time Orientation – whether a culture’s values are oriented toward the future (long- term orientation) or toward the past and present (short-term orientation).

6. Where the U.S. Stands ON HOFSTEDE’S DIMENSIONS INDIVIDUALISM High power distance High uncertainty avoidance MASCULINITY Long-term orientation Collectivism Low power distance LOW UNCERTAINTY AVOIDANCE Femininity SHORT-TERMM ORIENTATION © 2011 Cengage Learning. All rights reserved.

7. 2-7 The Diverse Workforce Diversity –All forms of individual differences, including culture, gender, age, ability, race, religion, personality, social status, and sexual orientation.

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

9. © 2011 Cengage Learning. All rights reserved. Diversity Statistics for the Workplace Ethnic 2020 Workforce: 68% white non-Hispanic 14% Hispanic 11% African-American 5% Asian Gender 2020 Workforce: 50% male 50% female

10. © 2011 Cengage Learning. All rights reserved. Diversity Statistics Affecting the Workplace AgeBy 2030, people over 65 will comprise 20% of the population. Ability An estimated 50 million disabled live in the U.S.; their unemployment rate exceeds 50%.

11. © 2011 Cengage Learning. All rights reserved.2-11 Gender Diversity Glass Ceiling – a transparent barrier that keeps women from rising above a certain level in organizations. Getting in and getting up are two entirely different things

12. © 2011 Cengage Learning. All rights reserved.2-12 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

13. © 2011 Cengage Learning. All rights reserved.2-13 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

14. 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. © 2011 Cengage Learning. All rights reserved.

15. Diversity’s Benefits & Problems BENEFITSPROBLEMS Resistance to change Lack of cohesiveness Communication problems Interpersonal conflicts Slower decision making Attracts and retains the best talent Improves marketing efforts Promotes creativity and innovation Results in better problem solving Enhances organizational flexibility © 2011 Cengage Learning. All rights reserved.

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

17. © 2011 Cengage Learning. All rights reserved.2-17 Ethics Morals: the values and principles that distinguish right from wrong Ethics: behavioral norms and rules. Do the right thing See the J&J Code of ethics on page 32 Social responsibility: obligation of an organization to behave in ethical way in the social environment in which it operates

18. © 2011 Cengage Learning. All rights reserved. Sexual Harassment = Unwanted Sexual Attention Gender Harassment – crude comments; behaviors that convey hostility toward a particular gender Unwanted Sexual Attention – unwanted touching, unwanted pressure for dates Sexual Coercion – demands for sexual favors through job-related threats or promises

19. © 2011 Cengage Learning. All rights reserved. Organizational Justice Distributive Justice – fairness of the outcomes that individuals receive in an organization Procedural Justice – fairness by which the outcomes are allocated in an organization

20. © 2011 Cengage Learning. All rights reserved.2-20 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

21. © 2011 Cengage Learning. All rights reserved.2-21 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.

22. Procedural Justice © 2011 Cengage Learning. All rights reserved. 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.

23. © 2011 Cengage Learning. All rights reserved. Alternative Work Arrangements [ Employees ] Gain flexibility Save the commute to work Enjoy the comforts of home [ But, they ] Have distractions Lack socialization opportunities Lack interaction with supervisors Identify less with the organization