chapter 13 managing diversity. the differences people bring to the workplace are valuable the...

Chapter 13Managing Diversity

• The differences people bring to the workplace are valuable

• The workforce is changing as organizations build cohesive teams: Three-generation workforce Aging workers Growth in number of Hispanic and Asian workers Women outnumbering men Growth in foreign-born population

The Changing Workplace

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13.1 Leaders in Corporate Diversity


13.2 Milestones in the History

of Corporate Diversity


13.3 Projected Changes in U.S.

Labor Force; 2008 to 2018


Diversity on a Global Scale

• Social and cultural differences can create difficulties

• Europe has very complex social and cultural systems

• National cultures are intangible, pervasive, and difficult to comprehend

• It is imperative to understand local cultures


Managing Diversity

• Today diversity is defined broadly:– Race– Gender– Age– Lifestyle– Disability

• Inclusive model includes all ways in which employees are different (i.e. spiritual beliefs)


13.4 Traditional vs. Inclusive Models of Diversity


13.5 Dividends of Workplace Diversity


Factors Shaping Personal Bias

• Prejudice – different is deficient

• Discrimination – acting on prejudicial attitudes

• Stereotypes – rigid, exaggerated, and irrational beliefs


13.6 Stereotyping versus Valuing Cultural Differences


Ethnocentrism

• Your group or subculture is inherently superior to other groups and cultures

– Ethnocentrism makes diversity challenging

• Business world and assumptions still somewhat homogeneous

• Organizations are shifting from a monoculture view to pluralism and ethnorelativism


The Female Advantage

There is organization advantage to hiring, retaining, and promoting women

Men still have higher wages and faster promotions than women, but

Women have “the female advantage” because they are more collaborative, less hierarchical, and relationship-oriented


13.7 Performance Comparison of Companies w/ Women in Top

Management

14Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.

Glass Ceiling – an invisible barrier that

separates women from top management

positions

Factors Affecting Women’s Careers

Opt-Out Trend – women are

voluntarily leaving the workforce for various reasons


13.8 The Wage Gap


• Managers struggle to create culture that values and nurtures diverse employees

• Organizations must reduce obstacles for disadvantaged employees

• Managers must have the ability to interact effectively with people of different cultures

Cultural Competence


13.9 Five Steps to Develop Diversity


Changing Structures and Policies

Expanding Recruitment Efforts

Establishing Mentor Relationships

Accommodating Special Needs

Providing Diversity Skills Training

Increasing Awareness of Sexual Harassment

Diversity Initiatives and Programs


• Companies believe that diversity initiatives help maintain competitive advantage, and– Improving morale– Decreasing interpersonal conflict– Facilitating progress in new markets– Increasing creativity

• Multicultural teams and employee network groups are two new approaches to diversity

New Diversity Initiatives


13.10 The Most Common Diversity Initiatives


chapter 13 managing diversity. the differences people bring to the workplace are valuable the...

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