1. Four Challenges Globalization Diversity Diversity Ethics Ethics Technology Technology

2. Remaining Competitive  Globalizing the firm’s operations  Managing a diverse workforce  Keeping up with technological change and implementing technology in the workplace  Managing ethical behavior

3. Changing Business Perspectives From International (which implies an individual’s or organization’s held nationality is strongly in consciousness) To Globalization (which implies the world is free from national boundaries and that it is really a borderless world)

4. From Multinational Organizations (in which the organization was recognized as doing business with other countries) Changing Business Perspectives To Transnational Organizations (in which the global viewpoint supersedes national issues)

5. GLOBAL MARKETPLACE  Creation of the European Union  Establishment of NAFTA CHANGES IN THE

6. Understanding Cultural Differences HOFSTEDE’S DIMENSIONS

7. 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

8. Developing Cross-Cultural Sensitivity  Cultural sensitivity training  Cross-cultural task forces/teams  Global view of human resource functions  Planning  Recruitment and Selection  Compensation  Training and Development

9. Diversity all forms of individual differences, including culture, gender, age, ability, personality, religious affiliation, economic class, social status, military attachment and sexual orientation

10. 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

11.  According to The Institute for Diversity and Ethics in Sport at the University of South Florida, key leadership positions at Football Bowl Subdivision schools remain predominantly white and male.  100% of athletic conference commissioners.  93.3% of university presidents  86.7% of athletic directors  92.5% of head football coaches  82.9% of faculty Beyond the Book: Diversity in College Football

12. & OBSTACLES AT WORK  Comprise over 60% of the workforce  Earn 49% of all doctorates  Earn 60% of master’s degrees  Earn 58% of undergraduate degrees BUT BUT  Little increase in number of women CEOs.  Earn 81% of what male counterparts do.  Encounter the glass ceiling in the workplace WOMEN

13. 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%.

14. 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

15. [ Consequential Theory ] an ethical theory that emphasizes the consequences or results of behavior Ethical Theories [ Rule-Based Theory ] an ethical theory that emphasizes the character of the act itself rather than its effects [ Character Theory ] an ethical theory that emphasizes the character, personal virtues, and integrity of the individual

16. Employee Rights Issues  Technology and privacy  HIV/AIDS  Confidentiality

17. 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

18. Alternative Work Arrangements Telecommuting Satellite offices Virtual offices

19. 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

20. Technological Change Requires Managers to:  Develop technical competence to gain workers’ respect  Focus on helping workers manage the stress of their work  Take advantage of the wealth of information available to motivate, coach, and counsel—not to control

21. Help Employees Adjust by  Involving them in decision making regarding technological change  Selecting technology that increases workers’ skill requirements  Providing effective training  Establishing support groups  Encouraging reinvention (creative application of new technology)