Download - MTOP Lecture 4 29th Sep 2010
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44Chapter
Managing DiverseManaging DiverseEmployees in a DiverseEmployees in a Diverse
EnvironmentEnvironment
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Learning ObjectivesLearning Objectives
After studying the chapter, you should be able to:After studying the chapter, you should be able to:
Appreciate the increasing diversity of the workforceAppreciate the increasing diversity of the workforceand of the organization environment.and of the organization environment.
Grasp the central role that managers play in theGrasp the central role that managers play in theeffective management of diversity.effective management of diversity.
Understand why the effective management ofUnderstand why the effective management ofdiversity is both an ethical and a businessdiversity is both an ethical and a businessimperative.imperative.
Appreciate how perception and the use of schemasAppreciate how perception and the use of schemascan result in unfair treatment.can result in unfair treatment.
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Learning Objectives (contd)Learning Objectives (contd)
Appreciate the steps managers can take toAppreciate the steps managers can take toeffectively manage diversityeffectively manage diversity
Understand the two major forms of sexualUnderstand the two major forms of sexualharassment and how they can be eliminated.harassment and how they can be eliminated.
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Chapter OutlineChapter Outline
The Increasing Diversity of the Workforce andThe Increasing Diversity of the Workforce and
the Environmentthe Environment
AgeAge
GenderGender
Race and EthnicityRace and Ethnicity
ReligionReligion
Capabilities/DisabilitiesCapabilities/Disabilities
Socioeconomic BackgroundSocioeconomic Background
Sexual OrientationSexual Orientation
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Chapter Outline (contd)Chapter Outline (contd)
Management of DiversityManagement of Diversity
Critical Managerial RolesCritical Managerial Roles
The Ethical Imperative to Manage DiversityThe Ethical Imperative to Manage DiversityEffectivelyEffectively
Effectively Managing Diversity Makes GoodEffectively Managing Diversity Makes GoodBusiness SenseBusiness Sense
PerceptionPerception
Factors that Influence Managerial PerceptionFactors that Influence Managerial PerceptionPerception as a Determinant of Unfair TreatmentPerception as a Determinant of Unfair Treatment
Overt DiscriminationOvert Discrimination
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Chapter Outline (contd)Chapter Outline (contd)
How to Manager Diversity EffectivelyHow to Manager Diversity Effectively
Steps in Managing Diversity EffectivelySteps in Managing Diversity Effectively
Sexual HarassmentSexual Harassment
Forms of Sexual HarassmentForms of Sexual HarassmentSteps Managers Can Take to Eradicate SexualSteps Managers Can Take to Eradicate Sexual
HarassmentHarassment
Summary and ReviewSummary and Review
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The Increasing Diversity of theThe Increasing Diversity of theWorkforce and the EnvironmentWorkforce and the Environment
DiversityDiversity
Differences among people in age, gender, race,Differences among people in age, gender, race,ethnicity, religion, sexual orientation, socioeconomicethnicity, religion, sexual orientation, socioeconomic
background, and capabilities/disabilitiesbackground, and capabilities/disabilities
Diversity Concerns and IssuesDiversity Concerns and Issues
The ethical imperative for equal opportunityThe ethical imperative for equal opportunity
The illegality of unfair treatmentThe illegality of unfair treatmentDiversitys positive effect on organizationalDiversitys positive effect on organizationalperformanceperformance
The continuing bias toward diverse individualsThe continuing bias toward diverse individuals
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Sources of Diversity in the WorkplaceSources of Diversity in the Workplace
Figure 4.1Source:
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Workforce DiversityWorkforce Diversity
Glass CeilingGlass Ceiling
A metaphor alluding to the invisible barriers thatA metaphor alluding to the invisible barriers thatprevents minorities and women from beingprevents minorities and women from beingpromoted to top corporate positions.promoted to top corporate positions.
Figure 4.2
Source: Bureau ofLaborStatistics, Projections
from Current Population Survey, 19881998.
2008: Projected New Entrants
in the U.S. LaborForce
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Workforce Diversity: AgeWorkforce Diversity: Age
Aging U.S. PopulationAging U.S. Population
Median age in the United States is 35.3 years, upMedian age in the United States is 35.3 years, up2.5 years from 1990; 452.5 years from 1990; 45--54 age cohort contains54 age cohort contains37.7 million persons37.7 million persons
Federal Age Discrimination LawsFederal Age Discrimination Laws
19641964 Title VII of the Civil Rights Act of 1964Title VII of the Civil Rights Act of 1964
19671967 Age Discrimination in EmploymentActAge Discrimination in EmploymentAct
19781978 Pregnancy DiscriminationActPregnancy Discrimination Act19901990 Americans with Disabilities ActAmericans with Disabilities Act
19911991 Civil Rights ActCivil Rights Act
19931993 Family and Medical Leave ActFamily and Medical Leave Act
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Workforce Diversity: GenderWorkforce Diversity: Gender
Women in the Work PlaceWomen in the Work Place
U.S. workforce is 46% percent femaleU.S. workforce is 46% percent female
Womens median earnings are less than twoWomens median earnings are less than two--thirdsthirdsof the median earnings of men.of the median earnings of men.
Women hold only 12% of corporate officerWomen hold only 12% of corporate officerpositionspositions
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Workforce Diversity: Race and EthnicityWorkforce Diversity: Race and Ethnicity
1998 to 2008 Growth Rates for the U.S.1998 to 2008 Growth Rates for the U.S.
Working PopulationWorking Population
.0%
.5%
1.0%
1.5%
2.0%
2.5%
3.0%
3.5%
White Black Hispanic
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Workforce Diversity: ReligionWorkforce Diversity: Religion
Accommodation for Religious BeliefsAccommodation for Religious Beliefs
Scheduling of critical meetingsScheduling of critical meetings
Providing flexible time off for holy daysProviding flexible time off for holy days
Posting holy days for different religions on thePosting holy days for different religions on thecompany calendarcompany calendar
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Workforce Diversity: Capabilities andWorkforce Diversity: Capabilities and
DisabilitiesDisabilities Disability IssuesDisability Issues
Providing reasonable accommodations forProviding reasonable accommodations forindividuals with disabilitiesindividuals with disabilities
Promoting a nondiscriminatory workplacePromoting a nondiscriminatory workplaceenvironmentenvironment
Educating the organizationEducating the organizationabout disabilities and AIDSabout disabilities and AIDS
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Workforce Diversity: SocioeconomicWorkforce Diversity: Socioeconomic
BackgroundBackground Socioeconomic Background IssuesSocioeconomic Background Issues
Widening diversity in income levelsWidening diversity in income levels
Single mothers and the working poorSingle mothers and the working poor
Child and elder care for working parentsChild and elder care for working parents
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Workforce Diversity: Sexual OrientationWorkforce Diversity: Sexual Orientation
Sexual Orientation IssuesSexual Orientation Issues
Employment and workplace discriminationEmployment and workplace discrimination
Provision of domesticProvision of domestic--partner benefitspartner benefits
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Managers and the Effective ManagementManagers and the Effective Management
of Diversityof Diversity Critical Managerial RolesCritical Managerial Roles
InterpersonalInterpersonal
Figurehead
Figurehead
LeaderLeader
Liaison
Liaison
InformationalInformational
MonitorMonitor Disseminator Disseminator SpokespersonSpokesperson
DecisionalDecisional
EntrepreneurEntrepreneur Disturbance Handler Disturbance Handler
ResourceResource AllocatorAllocator Negotiator Negotiator
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The Ethical Imperative to ManagerThe Ethical Imperative to ManagerDiversity EffectivelyDiversity Effectively
Distributive JusticeDistributive Justice
A moral principle calling for the distribution ofpay,A moral principle calling for the distribution ofpay,raises, promotions, and other organizationalraises, promotions, and other organizational
resources to be based on meaningful contributionresources to be based on meaningful contributionthat individuals have made and notpersonalthat individuals have made and notpersonalcharacteristics over which they have no control.characteristics over which they have no control.
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WomenWomen--ofof--color Managers Cite Barriers tocolor Managers Cite Barriers toTheir AdvancementTheir Advancement
Figure 4.3
Source: 1999 Census of Women Corporate Officers and Top Earners and 1999 Census ofWomen Board of Directors ofFortune 1000, and Catalyst Women of Color in Corporate
Management: Opportunities and Barriers, 1999, www.catalystwomen.org, October 21, 2001.
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The Ethical Imperative to ManagerThe Ethical Imperative to ManagerDiversity Effectively (contd)Diversity Effectively (contd)
Procedural JusticeProcedural Justice
A moral principle calling for the use of fairA moral principle calling for the use of fairprocedures to determine how to distributeprocedures to determine how to distribute
outcomes to organizational members.outcomes to organizational members.
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Managing Diversity Effectively MakesManaging Diversity Effectively MakesGood Business SenseGood Business Sense
What a Diversity of Employees ProvidesWhat a Diversity of Employees Provides
A variety ofpoints of view and approaches toA variety ofpoints of view and approaches toproblems and opportunities can improve managerialproblems and opportunities can improve managerial
decision making.decision making.Diverse employees can provide a wider range ofDiverse employees can provide a wider range of
creative ideas.creative ideas.
Diverse employees are more attuned to the needsDiverse employees are more attuned to the needs
of diverse customers.of diverse customers.Diversity can increase the retention of valuedDiversity can increase the retention of valued
organizational members.organizational members.
Diversity is expected/required by other firmsDiversity is expected/required by other firms
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PerceptionPerception
PerceptionPerception
The process through which people select, organize,The process through which people select, organize,and interpret what they see, hear, touch, smell, andand interpret what they see, hear, touch, smell, andtaste to give meaning and order to the worldtaste to give meaning and order to the world
around them.around them.
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PerceptionPerception
Factors that Influence Managerial PerceptionFactors that Influence Managerial Perception
SchemaSchema
An abstract knowledge structure that is stored inAn abstract knowledge structure that is stored in
memory and makes possible the interpretation andmemory and makes possible the interpretation and
organization of information about a person, event, ororganization of information about a person, event, orsituationsituation
Gender SchemaGender Schema
Preconceived beliefs or ideas about the nature ofPreconceived beliefs or ideas about the nature of
men and women, their traits, attitudes, behaviors, andmen and women, their traits, attitudes, behaviors, andpreferencespreferences
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Perception (contd)Perception (contd)
Perception as a Determinant of UnfairPerception as a Determinant of UnfairTreatmentTreatment
StereotypeStereotype
Simplistic and often inaccurate beliefs about theSimplistic and often inaccurate beliefs about the
typical characteristics of particular groups of peopletypical characteristics of particular groups of people
BiasBias
The systematic tendency to use information aboutThe systematic tendency to use information about
others in ways that result in inaccurate perceptionsothers in ways that result in inaccurate perceptions
Types of biases: similarTypes of biases: similar--toto--me, social status, salienceme, social status, salience
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Perception (contd)Perception (contd)
Overt DiscriminationOvert Discrimination
Knowingly and willingly denying diverse individualsKnowingly and willingly denying diverse individualsaccess to opportunities and outcomes in anaccess to opportunities and outcomes in anorganizationorganization
Unethical and illegalUnethical and illegal
Violation of the principles of distributive andViolation of the principles of distributive andprocedural justiceprocedural justice
Subjects firm to lawsuitsSubjects firm to lawsuits
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How to Manage DiversityHow to Manage Diversity
Steps in Managing Diversity EffectivelySteps in Managing Diversity Effectively
Secure top management commitmentSecure top management commitment
Strive to increase the accuracy ofperceptionsStrive to increase the accuracy ofperceptions
Increase diversity awarenessIncrease diversity awareness
Increase diversity skillsIncrease diversity skills
Encourage flexibilityEncourage flexibility
Pay close attention to how organizational membersPay close attention to how organizational members
are evaluatedare evaluatedConsider the numbersConsider the numbers
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How to Manage Diversity (contd)How to Manage Diversity (contd)
Steps in Managing Diversity Effectively (contd)Steps in Managing Diversity Effectively (contd)
Empower employees to challenge discriminatoryEmpower employees to challenge discriminatorybehaviors, actions, and remarksbehaviors, actions, and remarks
Reward employees for effectively managingReward employees for effectively managingdiversitydiversity
Provide training utilizing a multipronged, ongoingProvide training utilizing a multipronged, ongoingapproachapproach
Encourage mentoring of diverse employeesEncourage mentoring of diverse employees
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How to Manage Diversity (contd)How to Manage Diversity (contd)
MentoringMentoring
Aprocess by which an experienced member of anAprocess by which an experienced member of anorganization (the mentor) provides advice andorganization (the mentor) provides advice andguidance to an less experienced member (theguidance to an less experienced member (the
protg) and helps the less experienced memberprotg) and helps the less experienced memberlearn how to advance in the organization and in hislearn how to advance in the organization and in hisor her career.or her career.
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Sexual HarassmentSexual Harassment
Forms ofSexual HarassmentForms ofSexual Harassment
Quid pro quoQuid pro quo
Asking offorcing an employee to perform sexualAsking offorcing an employee to perform sexual
favors in exchange for some reward or to avoidfavors in exchange for some reward or to avoid
negative consequences.negative consequences.
Hostile work environmentHostile work environment
Telling lewd jokes, displaying pornography, makingTelling lewd jokes, displaying pornography, making
sexually oriented remarks about someones personalsexually oriented remarks about someones personal
appearance, and other sexappearance, and other sex--related actions that makerelated actions that makethe work environment unpleasant.the work environment unpleasant.
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Avoiding HarassmentAvoiding Harassment
Develop a zeroDevelop a zero--tolerance policy ontolerance policy onharassmentharassment
Communicate the policy to all; pointing outCommunicate the policy to all; pointing out
that these actions are unacceptable.that these actions are unacceptable. Implement a complaint system to investigateImplement a complaint system to investigate
allegationsallegationsiif there are problems, correctf there are problems, correct
them at once (reasonable).them at once (reasonable).
Provide harassment training to employees andProvide harassment training to employees andmanagers.managers.