1. Copyright ©2011 by Cengage Learning. All rights reserved 1 Chapter 12 Managing Individuals and a Diverse Workforce Designed & Prepared by B-books, Ltd. MGMT3 Chuck Williams

2. Copyright ©2011 by Cengage Learning. All rights reserved 2 Predicted U.S. Population, by Race, 2005-2070

3. Copyright ©2011 by Cengage Learning. All rights reserved 3 Diversity and Why It Matters After reading this section, you should be able to: 1.describe diversity and explain why it matters.

4. Copyright ©2011 by Cengage Learning. All rights reserved 4 Diversity: Differences That Matter Diversity Is Not Affirmative Action Diversity Is Not Affirmative Action How to Build a Business Case for Diversity How to Build a Business Case for Diversity 1 1

5. Copyright ©2011 by Cengage Learning. All rights reserved 5 DiversityAffirmative Action Diversity Is Not Affirmative Action Broad focus May exist without a program Not legally based Create a positive work environment Generally accepted  Narrow focus  A purposeful, established program  Legal requirement  Compensate for past discrimination  Controversial 1.1

6. Copyright ©2011 by Cengage Learning. All rights reserved 6 Affirmative Action 1.1 Controversy: Does diversity need help? A study in the Journal of Public Economic Theory concludes that a ban on affirmative action may result in a 35 percent drop in enrollment at competitive colleges by underrepresented minorities. Under a ban, minority students with good SAT scores may be more likely to attend less competitive schools. Moreover, the average SAT score among all students at competitive schools may decrease because competitive schools will still look for minority students to achieve a “critical mass.” But, under a ban, they may look geographically (e.g., to low-income neighborhoods) rather than by SAT score. As a result, competitive colleges may lose the highest caliber minority students. Source: S. Jaschik, “The Impact of a Ban on Affirmative Action,” Inside Higher Ed, 14 January 2009.

7. Copyright ©2011 by Cengage Learning. All rights reserved 7 Affirmative Action Programs The purpose of affirmative action programs is to…  compensate for past discrimination  prevent ongoing discrimination  provide equal opportunities to all, regardless of race, color, religion, gender, or national origin 1.1

8. Copyright ©2011 by Cengage Learning. All rights reserved 8 To create a positive work environment where… General Purpose of Diversity Programs  no one is advantaged or disadvantaged.  “we” is everyone.  everyone can do his or her best work.  differences are respected and not ignored.  everyone feels comfortable. 1.1

9. Copyright ©2011 by Cengage Learning. All rights reserved 9 Diversity Makes Good Business Sense Cost Savings Attracting and Retaining Talent Driving Business Growth 1.2

10. Copyright ©2011 by Cengage Learning. All rights reserved 10 Diversity Makes Good Business Sense Cost Savings  Reduces turnover  Decreases absenteeism  Avoids expensive lawsuits 1.2

11. Copyright ©2011 by Cengage Learning. All rights reserved 11 Diversity Makes Good Business Sense Attracting and Retaining Talent  Attracts better and more diverse job applicants  Results in higher stock market performance  Encourages workers to stay 1.2

12. Copyright ©2011 by Cengage Learning. All rights reserved 12 Diversity Makes Good Business Sense Driving Business Growth  Improves understanding of the marketplace  Improves quality of problem solving 1.2

13. Copyright ©2011 by Cengage Learning. All rights reserved 13 Diversity and Individual Differences After reading these sections, you should be able to: 2.understand the special challenges that the dimensions of surface-level diversity poses for managers. 3.explain how the dimensions of deep-level diversity affect individual behavior and interactions in the workplace.

14. Copyright ©2011 by Cengage Learning. All rights reserved 14 Surface and Deep-Level Diversity

15. Copyright ©2011 by Cengage Learning. All rights reserved 15 Surface-Level Diversity Race/Ethnicity Physical Disabilities Physical Disabilities AgeGender 2 2

16. Copyright ©2011 by Cengage Learning. All rights reserved 16 Age Treating people differently because of their age Performance does not decline with age Older employees show better judgment and are less likely to quit, show up late, or be absent Age discrimination is more pervasive than managers think 2.1 © Cliff Parnell/iStockphoto.com

17. Copyright ©2011 by Cengage Learning. All rights reserved 17 Beyond the Book Benefits of Age Diversity Show Through at Disney Disney recognizes the value of employees of all ages. Younger employees just out of college often have a lot of technological savvy to offer. Disney has developed a two way mentoring program where the older more experienced workers come alongside the new recruits and the new recruits, in return, can help get workers who have been out of school for a while up to speed on the latest programs and design software. Source: A. McConnon and J. McGregor, “Readers at the Whiteboard”, Business Week, 23 & 30 March 2009. 35.

18. Copyright ©2011 by Cengage Learning. All rights reserved 18 Sex Treating people differently because of their sex or gender Glass ceiling –invisible barrier that keeps women and minorities from advancing to the top of the organization Can be diminished by: –mentoring –stopping unintentional behavior 2.2

19. Copyright ©2011 by Cengage Learning. All rights reserved 19 Sex 2.2 Women’s Earnings as a Percentage of Men’s, 1979-2008 Sources: U. S. Department of Labor. Bureau of Labor Statistics. Highlights of Women’s Earnings in 2006, available online at http://www.bls.gov/cps/cpswom2006.pdf [accessed 21 August 2008].

20. Copyright ©2011 by Cengage Learning. All rights reserved 20 Sex 2.2

21. Copyright ©2011 by Cengage Learning. All rights reserved 21 Race / Ethnicity Treating people differently because of their race or ethnicity Employment disparities do exist Legislation has lessened the problem Reduce by : –eliminating unclear selection and promotion criteria –training managers who make hiring and promotion decisions 2.3

22. Copyright ©2011 by Cengage Learning. All rights reserved 22 Beyond the Book Is Diversity Fashionable? The fashion industry has received criticism for a lack of ethnic diversity on the runway. Designers may argue that certain models don’t fit the aesthetic of their lines or that distinctive looking models might distract attention from the clothes. Still some designers and casting directors are trying to develop and utilize more diverse models. If a few people start doing hopefully it will catch on and become “fashionable”. Source: R. Dodes, “Crossing Fashion’s Thin White Line,” The Wall Street Journal, 1 February 2008. B1.

23. Copyright ©2011 by Cengage Learning. All rights reserved 23 Mental or Physical Disabilities A disability is a mental or physical impairment that substantially limits one or more major life activities. Disability discrimination occurs when people are treated differently because of their disabilities. Reduce by: –educating to address incorrect stereotypes –committing to reasonable workplace accommodations –recruiting qualified workers with disabilities http://www.ada.govWeb Link 2.4

24. Copyright ©2011 by Cengage Learning. All rights reserved 24 Reasonable Accommodations for Disabled Workers Physical changes Quieter workspace Training and other written materials TTYs for use with telephones, computer hardware, and software Time off for treatment 2.4

25. Copyright ©2011 by Cengage Learning. All rights reserved 25 Socio-Economics Diversity 3 3 Can the model of surface- and deep-level diversity accommodate socio-economic difference as a metric? Why or why not?

26. Copyright ©2011 by Cengage Learning. All rights reserved 26 Incorporating Religion into the Mix In Canada, McGregory Jackman, a bus driver for the York Region’s VIVA public transportation system, was sent home for the organization’s violating dress code by refusing to take off his kufi, a brimless cap often worn by Muslims as part of their religious observance. Said Jackman, “I just want to go back to work and take care of my family. I just want to be a Muslim and do my job.” 3 3 © Jurjen Draaijer/iStockphoto.com

27. Copyright ©2011 by Cengage Learning. All rights reserved 27 Deep-Level Diversity “Big Five” Dimensions of Personality Other Work-Related Aspects of Personality 3 3

28. Copyright ©2011 by Cengage Learning. All rights reserved 28 Big Five Dimensions of Personality Extraversion Emotional Stability Agreeableness Conscientiousness Openness to Experience 3.1

29. Copyright ©2011 by Cengage Learning. All rights reserved 29 Work-Related Personality Dimensions Authoritarianism Machiavellian Tendencies Type A/B Personality Locus of Control Positive / Negative Affectivity Beyond the Book

30. Copyright ©2011 by Cengage Learning. All rights reserved 30 Work-Related Personality Dimensions Authoritarianism –the extent to which an individual believes there should be power and status differences Machiavellianism –believe that virtually any type of behavior is acceptable if it leads to goal accomplishment Beyond the Book

31. Copyright ©2011 by Cengage Learning. All rights reserved 31 Work-Related Personality Dimensions Type A/B personality dimension –the extent to which people tend toward impatience, hurriedness, and hostility –Type A personalities hard driving, competitive, perfectionist, angry, unable to relax –Type B personalities Easygoing, patient, able to relax, engage in leisure activities Beyond the Book

32. Copyright ©2011 by Cengage Learning. All rights reserved 32 Locus of control: the degree to which people believe that their actions influence what happens to them –Internal locus of control (what happens to you is under your control) –External locus of control (what happens to you is beyond your control) Work-Related Personality Dimensions Beyond the Book

33. Copyright ©2011 by Cengage Learning. All rights reserved 33 Work-Related Personality Dimensions Affectivity: the stable tendency to experience positive or negative moods and to react in a generally positive or negative way. –Positive affectivity consistently focusing on the positive aspects –Negative affectivity consistently focusing on the negative aspects –Mood linkage a phenomenon where one worker’s negativity spreads to others Beyond the Book

34. Copyright ©2011 by Cengage Learning. All rights reserved 34 How Can Diversity Be Managed? After reading these sections, you should be able to: 4.explain the basic principles and practices that can be used to manage diversity.

35. Copyright ©2011 by Cengage Learning. All rights reserved 35 Managing Diversity Diversity Training and Practices Different Diversity Paradigms Diversity Principles 4 4

36. Copyright ©2011 by Cengage Learning. All rights reserved 36 Diversity Paradigms Discrimination and Fairness Discrimination and Fairness Access and Legitimacy Access and Legitimacy Learning And Effectiveness Learning And Effectiveness Acceptance and celebration of differences Integrating deep-level differences into organization Equal opportunity Fair treatment Recruitment of minorities Strict compliance with laws Equal opportunity Fair treatment Recruitment of minorities Strict compliance with laws DIVERSITY PARADIGM FOCUS 4.1

37. Copyright ©2011 by Cengage Learning. All rights reserved 37 Organizational Plurality A work environment where: all members are empowered to contribute in a way that maximizes the benefits to the organization, customers, themselves the individuality of each member is respected by not segmenting or polarizing people based on their membership in a group 4.1

38. Copyright ©2011 by Cengage Learning. All rights reserved 38 Benefits of the Learning and Effectiveness Diversity Paradigm Values common ground Makes a distinction between individual and group differences Less likely to encounter conflict, backlash, and divisiveness Focuses on bringing different talent and perspectives together 4.1

39. Copyright ©2011 by Cengage Learning. All rights reserved 39 Diversity Principles 1.Carefully and faithfully follow and enforce all equal employment opportunity laws 2.Treat group differences as important, but not special 3.Tailor opportunities to individuals, not groups 4.Solicit negative as well as positive feedback 5.Set high but realistic goals http://www.eeoc.govWeb Link 4.2

40. Copyright ©2011 by Cengage Learning. All rights reserved 40 Diversity Training and Practices TrainingPractices Awareness Training Skills-Based Diversity Training  Diversity Audits  Diversity Pairing 4.3