1.Week 2: Managing in a Diverse and Changing World Instructor: Jean-Pierre Mulumba Ph. D.Overview of Section One: Understanding Individual Perspectives of Diversity1

2. Managing in a Diverse and Changing WorldLearning Objectives Understand why diversity management requiresorganizational change Present common definitions of terms andtheoretical frameworks which provide a foundation for this course Explain how diversity can become a competitiveadvantage in todays marketplace2 3. Managing in a Diverse and Changing WorldIntroduction Workplace diversity is now accepted as a fact of organization life Transition is not easy and corporate leadership is often lacking Need to capitalize on its advantages and to minimize its complexities3 4. Managing in a Diverse and Changing WorldIntroduction Issues and challenges remain Workers still struggle with prejudice,sexual harassment, and discrimination. Organizations still sued over civil rights violations, Overlook opportunities to benefit from their diverse workforces and boards Fail to see the marketing potential of diverse consumers. 4 5. Managing in a Diverse and Changing WorldNeed to Change While many organizations have tried toadapt to the new situation Transition is not easy and corporate leadership is missing. As a result, organizations are facing new challenges oNeed for change.5 6. Managing in a Diverse and Changing WorldNeed to Change: Unfreezing o There exist additional forces pushing for theunfreezing of traditional ways of managing diversity: o Recognition of different dimensions of diversity, o New legislationo Movement to value difference o Growing opportunities to serve new global anddomestic markets o Awareness of diversity competitive advantage6 7. Managing in a Diverse and Changing WorldNeed to Change: Change Process o At the same time, there is recognition of a linkbetween this change and a solid diversity leadership on: o The corporate and employee network group levels, o Assessment of diversity efforts, and effective training That changes individual attitudes and organizational cultures in terms of differences.7 8. Managing in a Diverse and Changing WorldNeed to Change: Refreezing o The refreezing that results produces new ways ofworking o new policies and programs, o community outreach to diverse populations, andassessment That leads to further strategic changes.8 9. Managing in a Diverse and Changing WorldChange Model Change Leadership Corporate Boards Diversity Audits ERGs TrainingUnfreezing Demographics Global Expansion Laws Market Opportunities Values9Refreezing Social Responsibility Best Practices Awards Flexible Work 10. Managing in a Diverse and Changing WorldThe Business Case for Diversity Motivated and productive employees Less turnover More creativity Competitive market advantages10 11. Managing in a Diverse and Changing WorldUnderstanding Workforce Diversity Definitions o The Civil Rights Act of 1964 defined diversity interms of race, color, national origin, religion, and sex. o As more legislation protecting specific groups more categories were added. o People with disability o Older People11 12. Managing in a Diverse and Changing WorldUnderstanding Workforce Diversity Definitions o But these legal definition based on social identitycategories were o Limited in scope o Have changed over the years o Do not account for multiple identities or saliency o Encourage generalizations o Are exclusionary o Ignore organizational contexts12 13. Managing in a Diverse and Changing WorldUnderstanding Workforce Diversity Definitions o A strategic definition should be o inclusive of many recognized types of difference o recognizes the need for organizations to change the way the people is managed and the way they work o Market driven o Recognizing diversity as a competitive advantage i.e., the business advantage13 14. Managing in a Diverse and Changing WorldDefinition of Diversity for This Course It is both the ways that people differ that affect their workplace experiences in terms of performance, motivation, communication and inclusion and the need for organizational strategies that address the diversity of the changing external environment such as customers, suppliers and the community.14 15. Understanding Ourselves: the Managing in a Diverse and Changing World Need for Introspection and SelfAwareness Prejudice: preconceived evaluative attitudesbased on social group memberships (Section I of the text) Stereotypes: generalized beliefs that all members of a group possess the same characteristics Learned categories Complexity-identity theory Discrimination: behaving differently towards aperson because of his social identity group membership 15 16. Understanding social group Managing in a Diverse and Changing World memberships: the need to know others o The group memberships affect our personal andprofessional lives. o Loden (1996) provides a framework of memberships identities into two interlocking categories: o Primary: are permanent, less changeable, and usually morecentral to ones self-perception (Sections II & III of the text) o Secondary, differences more changeable and less visible (Sections IV & V of the text)o Remember: people can have multiple social identities16 17. Lodens Dimensions of Diversity PrimarySecondaryAgeGeographic locationGenderMilitary & work experienceMental/Physical abilitiesFamily statusRaceIncome, ReligionEthnic heritageFirst language, EducationSexual orientationOrganizational role & level Communication & work styles17 18. Managing in a Diverse and Changing WorldManaging Diversity and Organizational Change This matter is discussed in section 6 o Many forces pushing organizations to adapt todiversity are external and not controllable o The following three frameworks will help you to analyze, managing diversity and change in organizations. o The first is Scheins levels of culture in the following slide18 19. Managing in a Diverse and Changing WorldScheins Levels of Organizational Culture Surface level attributes (visible) Includes organizational structures, processes,dress, rituals,physical layout, etc. Values (espoused and operational) Espoused values are what the what theorganization says it values in terms, of strategies philosophies, etc., Not necessarily what it does. What it does are the operational values. Basic underlying assumptions19 Real source of values and behavior; Philosophies sometimes unconscious and difficult tochange 20. Managing in a Diverse and Changing WorldThree organizational paradigms (Thomas & Ely) This approach is about the organization starting to change the process by applying three-stage paradigm model. o The first stage is the discrimination and fairness paradigm: The organization is concentrated on avoiding lawsuits through recruitment and retention of diverse employees Expected to assimilate into the dominant group. o The second is the access and legitimacy paradigm: Diversity is a competitive advantage in terms of understanding changing customer markets. o The third is where diversity really works best It is learning and effectiveness paradigm Diversity is part of its mission, assessment, and adjustment20 21. Managing in a Diverse and Changing WorldInclusion Breakthrough (Miller & Katz) The third approach is to think organizational diversity in terms of achieving a change: an inclusion breakthrough (Miller & Katz) o Breaking out of the diversity-in-a-box model bychanging the organization culture o Allow diversity to change in terms of a competitive advantage.21