1. PowerPoint Presentation Design by Charlie Cook The University of West Alabama Prepared by Joseph B. Mosca, Monmouth University and Marla M. Kameny, Baton Rouge Community College © 2012 South-Western, Cengage Learning, Inc. All rights reserved.

2. 8–2 Learning Objectives After studying this chapter, you should be able to: 1.Discuss the nature of diversity and distinguish between diversity management and equal employment opportunity 2.Identify and describe the major dimensions of diversity in organizations 3.Discuss the primary impact of diversity on organizations 4.Describe individual and organizational strategies and approaches to coping with diversity and discuss the multicultural organization 5.Discuss the basic issues in managing the knowledge function in organizations 6.Relate human resource management to social issues 1.Discuss the nature of diversity and distinguish between diversity management and equal employment opportunity 2.Identify and describe the major dimensions of diversity in organizations 3.Discuss the primary impact of diversity on organizations 4.Describe individual and organizational strategies and approaches to coping with diversity and discuss the multicultural organization 5.Discuss the basic issues in managing the knowledge function in organizations 6.Relate human resource management to social issues

3. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.8–3 Workforce Diversity Diversity exists in a group or organization when its members differ from one another along one or more important dimensions.

4. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.8–4 The Nature of Workforce Diversity Changing demographics in the labor force Employment legislation and legal actions Increasing globalization of business Trends in Workforce Diversity

5. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.8–5 Diversity Management versus Equal Employment Opportunity Equal Employment Opportunity  Treating people fairly and equitably  Taking actions that do not discriminate on the basis of some illegal criterion Equal Employment Opportunity  Treating people fairly and equitably  Taking actions that do not discriminate on the basis of some illegal criterion Diversity Management  Recognizing and appreciating differences among people at work  Accommodating differences to the extent that is feasible and possible

6. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.8–6 Immigration Trends into the United States

7. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.8–7 Similarities Among People at Work Have a capacity for being reasonable and understanding when confronted with reasonable behavior by others Most People Have a fundamental and basic desire to be treated with respect and dignity by their employer

8. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.8–8 Identical Treatment Versus Equitable Treatment Employers should be aware that:  Employees of different beliefs and faiths desire different religious holidays  Men have greater muscle mass than do women and therefore can lift heavier weights  Women bear children; they may need longer periods of time off after childbirth Employers should be aware that:  Employees of different beliefs and faiths desire different religious holidays  Men have greater muscle mass than do women and therefore can lift heavier weights  Women bear children; they may need longer periods of time off after childbirth

9. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.8–9 Age Gender Disability Ethnicity Common Aspects of Workforce Diversity Dimensions of Diversity

10. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.8–10 Diversity in Age Distributions Average age of the U.S. workforce is gradually increasing. Declining birth rates among post-baby- boomers account for smaller percentages of new entrants into the labor force. More people are working beyond the age at which they might have retired just a few years ago. Average age of the U.S. workforce is gradually increasing. Declining birth rates among post-baby- boomers account for smaller percentages of new entrants into the labor force. More people are working beyond the age at which they might have retired just a few years ago.

11. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.8–11 Age and Accident Rates

12. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.8–12 Changing Composition of the U.S. Workforce

13. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.8–13 Employment of African Americans and Hispanics in Selected Occupations, 1983, 2002, and 2008

14. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.8–14 Other Dimensions of Diversity Single parents Dual-career couples Gays and lesbians People with special dietary preferences (e.g., vegetarians) People with different political or religious ideologies Single parents Dual-career couples Gays and lesbians People with special dietary preferences (e.g., vegetarians) People with different political or religious ideologies

15. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.8–15 Diversity and Social Change Diversity in organizations both facilitates and is facilitated by social change in the environment  Organizations affect social change through the images they use to promote themselves and their products  Organizations that use diverse groups as representatives convey a message of their sensitivity toward diversity Diversity in organizations both facilitates and is facilitated by social change in the environment  Organizations affect social change through the images they use to promote themselves and their products  Organizations that use diverse groups as representatives convey a message of their sensitivity toward diversity

16. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.8–16 Diversity and Competitiveness

17. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.8–17 Diversity and Conflict Conflict can arise when an individual thinks that someone has been hired, promoted, or fired because of their diversity status. Diversity that is misunderstood, misinterpreted, or that causes inappropriate interactions between people of different groups can promote conflict. Conflict can arise when an individual thinks that someone has been hired, promoted, or fired because of their diversity status. Diversity that is misunderstood, misinterpreted, or that causes inappropriate interactions between people of different groups can promote conflict.

18. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.8–18 The Bottom Line on Diversity Diversity leads to positive outcomes such as better firm performance  When a firm reaches true diversity, subgroup conflict dynamics disappear as everyone begins to view themselves as members of the same organization. Diversity leads to positive outcomes such as better firm performance  When a firm reaches true diversity, subgroup conflict dynamics disappear as everyone begins to view themselves as members of the same organization.

19. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.8–19 Managing Diversity in Organizations Understanding Empathy Tolerance Communication Individual Strategies for Dealing with Diversity

20. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.8–20 Organizational Strategies and Diversity Organizational policies Organizations adopt them because they directly or indirectly affect how people are treated. Organizational practices Diversity can be managed more effectively by following practices and procedures based on flexibility rather than rigidity.

21. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.8–21 Diversity Training Training specifically designed to enable members of an organization to function better in a diverse workplace.

22. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.8–22 Beyond the Class: Another Example of Diversity Long Distance Marriages  The military is not the only career affected by long distance marriages!

23. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.8–23 The Multicultural Organization Has achieved high levels of diversityHas achieved high levels of diversity Can capitalize fully on the advantages of the diversityCan capitalize fully on the advantages of the diversity Has few diversity-related problemsHas few diversity-related problems Has achieved high levels of diversityHas achieved high levels of diversity Can capitalize fully on the advantages of the diversityCan capitalize fully on the advantages of the diversity Has few diversity-related problemsHas few diversity-related problems

24. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.8–24 The Multicultural Organization

25. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.8–25 Managing Knowledge Organizational Memory  The collective, institutional record of past events Organizational Learning  The process by which an organization “learns” from past mistakes and adapts to its environment Organizational Memory  The collective, institutional record of past events Organizational Learning  The process by which an organization “learns” from past mistakes and adapts to its environment

26. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.8–26 Knowledge Workers Employees who add value because of what they know and are compensated accordingly.

27. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.8–27 Social Issues and Human Resource Management

28. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.8–28 Social Responsibility and Social Entrepreneurship Corporate Social Responsibility Accountable Transparent Sustainable Responsible