Managing the DiverseWorkforce

Chapter Eleven

McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.

Learning Objectives

LO 1 Describe how changes in the U.S. workforce make diversity a critical organizational and managerial issue.

LO 2 Distinguish between affirmative action and managing diversity.

LO 3 Explain how diversity, if well managed, can give organizations a competitive edge.

LO 4 Identify challenges associated with managing a diverse workforce.

LO 5 Define monolithic, pluralistic, and multicultural organizations.

LO 6 List steps managers and their organizations can take to cultivate diversity.

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Managing Diversity

Managing diversity Managing a culturally diverse workforce by

recognizing the characteristics common to specific groups of employees while dealing with such employees as individuals and supporting, nurturing, and utilizing their differences to the organization’s advantage.

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Components of a Diversified Workforce

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Figure 11.1

Diversity Today

Diversity Differences that include religious affiliation,

age, disability status, military experience, sexual orientation, economic class, educational level, lifestyle, gender, race, ethnicity, and nationality

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Expansion of Diversity Programs in U.S. Companies

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Figure 11.2

Gender Issues

Glass ceiling an invisible barrier

making it difficult for women and minorities to move beyond a certain level in the corporate hierarchy

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Gender Issues

Sexual harassment Conduct of a sexual

nature that has negative consequences for employment.

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Sexual Harassment

Quid pro quo harassment Submission to or

rejection of sexual conduct is used as a basis for employment decisions

Hostile environment Occurs when

unwelcome sexual conduct has the effect of unreasonably interfering with job performance or creating an intimidating or hostile, working environment

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Basic Components of an Effective Sexual Harassment Policy

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Table 11.3

Managing Diversity versus Affirmative Action

Affirmative action Special efforts to recruit and hire qualified

members of groups that have been discriminated against in the past.

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Multicultural Organizations

Monolithic organization An organization that has a low degree of

structural integration—employing few women, minorities, or other groups that differ from the majority—and thus has a highly homogeneous employee population.

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Multicultural Organizations

Pluralistic organization An organization that has a relatively diverse

employee population and makes an effort to involve employees from different gender, racial, or cultural backgrounds.

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Multicultural Organizations

Multicultural organization An organization that

values cultural diversity and seeks to utilize and encourage it.

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Retaining Employees

Mentors Higher-level managers who help ensure that

high-potential people are introduced to top management and socialized into the norms and values of the organization.

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