1. Chapter 12 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 1 Chapter 12 Prepared by Deborah Baker Texas Christian University Management 4th Edition Chuck Williams Managing Individuals and a Diverse Work Force

2. Chapter 12 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 2 What Would You Do?  An employment discrimination suit against Wal-Mart revealed that women were consistently paid less than men in the same jobs  Pressure is building for Wal-Mart to address these issues, and it is affecting stockholder satisfaction Wal-Mart Headquarters, Bentonville, Arkansas. What should Wal-Mart do to address these issues? What should be the company promotion policy? What should be done about its pay structure?

3. Chapter 12 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 3 Predicted U.S. Population, by Race, 2005-2070

4. Chapter 12 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 4 Diversity and Why It Matters After reading this section, you should be able to: 1. describe diversity and why it matters.

5. Chapter 12 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 5 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

6. Chapter 12 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 6 DiversityAffirmative Action Diversity Is Not Affirmative Action  May exist without a program  Broad focus  Not legally based  Create a positive work environment  Generally accepted 1.1  A purposeful, established program  Narrow focus  Legal requirement  Compensate for past discrimination  Controversial

7. Chapter 12 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 7 Affirmative Action 1.1

8. Chapter 12 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 8 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

9. Chapter 12 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 9 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. Adapted from Exhibit 12.2 1.1

10. Chapter 12 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 10 Diversity Makes Good Business Sense Cost Savings Attracting and Retaining Talent Driving Business Growth 1.2

11. Chapter 12 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 11 Diversity Makes Good Business Sense Cost Savings  Reduces turnover  Decreases absenteeism  Avoids expensive lawsuits 1.2

12. Chapter 12 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 12 Diversity Makes Good Business Sense Attracting and Retaining Talent  Attracts better and more diverse job applicants  Have higher stock market performance  Encourages workers to stay 1.2

13. Chapter 12 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 13 Diversity Makes Good Business Sense Driving Business Growth  Improves understanding of the marketplace  Improves quality of problem solving 1.2

14. Chapter 12 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 14 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.

15. Chapter 12 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 15 Adapted from Exhibit 12.3 Surface and Deep-Level Diversity Surface-Level Diversity Age Race/Ethnicity Gender Deep-Level Diversity PersonalityAttitudes Values/Beliefs PhysicalCapabilities

16. Chapter 12 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 16 Surface-Level Diversity Race/Ethnicity Mental or Physical Disabilities Mental or Physical Disabilities AgeGender 2 2

17. Chapter 12 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 17 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

18. Chapter 12 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 18 Gender  Treating people differently because of their 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. Chapter 12 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 19 Gender 2.2 Exhibit 12.4

20. Chapter 12 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 20 Gender 2.2 Exhibit 12.5

21. Chapter 12 Copyright ©2007 by South-Western, a division of Thomson 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. Chapter 12 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 22 Mental or Physical Disabilities  Disability is a mental or physical impairment that substantially limits one or more major life activities  Disability discrimination means treating people differently because of their disabilities  Reduce by:  educating to address incorrect stereotypes  committing to reasonable workplace accommodations  recruiting qualified workers with disabilities 2.4 http://www.usdoj.gov/crt/ada/adahom1.htmWeb Link

23. Chapter 12 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 23 Reasonable Accommodations for Disabled Workers Adapted from Exhibit 12.6 Physical changes Quieter workspace Training and other written materials TTYs for use with telephones, computer hardware and software Time off for treatment 2.4

24. Chapter 12 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 24 Socio-Economics & Diversity  Can the model of surface- and deep-level diversity accommodate socio-economic difference as a metric? Why or why not? 3 3

25. Chapter 12 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 25 Incorporating Religion into the Mix  Amric Singh filed a lawsuit against Manhattan’s police department claiming he was fired for wearing a turban on the job. 3 3

26. Chapter 12 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 26 Deep-Level Diversity “Big Five” Dimensions of Personality Other Work-Related Aspects of Personality 3 3

27. Chapter 12 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 27 Big Five Dimensions of Personality Extraversion Emotional Stability Agreeableness Conscientiousness Openness to Experience 3.1

28. Chapter 12 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 28 What Really Works Conscientiousness Motivational Effort 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% probability of success71% Job Performance 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% probability of success66% 3.1

29. Chapter 12 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 29 Work-Related Personality Dimensions Authoritarianism Machiavellian Tendencies Type A/B Personality Locus of Control Positive / Negative Affectivity 3.2

30. Chapter 12 Copyright ©2007 by South-Western, a division of Thomson 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 3.2

31. Chapter 12 Copyright ©2007 by South-Western, a division of Thomson 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 3.2

32. Chapter 12 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 32 Work-Related Personality Dimensions  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) 3.2

33. Chapter 12 Copyright ©2007 by South-Western, a division of Thomson 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 3.2

34. Chapter 12 Copyright ©2007 by South-Western, a division of Thomson 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. Chapter 12 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 35 Managing Diversity Diversity Training and Practices Different Diversity Paradigms Diversity Principles 4 4

36. Chapter 12 Copyright ©2007 by South-Western, a division of Thomson 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 Adapted from Exhibit 12.7

37. Chapter 12 Copyright ©2007 by South-Western, a division of Thomson 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. Chapter 12 Copyright ©2007 by South-Western, a division of Thomson 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. Chapter 12 Copyright ©2007 by South-Western, a division of Thomson 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. Reexamine, but maintain, high standards 5. Solicit negative as well as positive feedback 6. Set high but realistic goals 4.2 Adapted from Exhibit 12.9 http://www.eeoc.govWeb Link

40. Chapter 12 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 40 Diversity Training and Practices TrainingPractices  Awareness Training  Skills-Based Diversity Training  Diversity Audits  Diversity Pairing  Minority Experiences 4.3