Mc connell pp_ch19
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Mc connell pp_ch19






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Mc connell pp_ch19 Mc connell pp_ch19 Presentation Transcript

  • Umiker's Management Skills for the New Health Care Supervisor, Fifth Edition Charles McConnell
  • Chapter 19 Cultural Diversity: Managing the Changing Workforce
  • Diversity Management
    • -- refers to the ways in which managers hire, supervise, use the skills of, and promote or otherwise reassign employees of varied backgrounds.
  • Cultural Core Values
    • Core values are those beliefs that we hold so strongly that they affect our goals, ethical decisions, and daily behavior.
    • Cultural core beliefs and values affect on-the-job goals and day-to-day behavior.
  • Corporate Values
    • Corporate values serve as guidelines for employee behavior.
    • Key values are often expressed in slogans such as “The customer is always right,” “Quality is job one,” etc.
  • Corporate Culture
    • A culture takes its tone and values from its leaders.
    • Effective leaders hold strong values and have the courage to accomplish good works despite great obstacles.
  • Personal Core Values
    • When corporate and personal values are consistent with each other, a team spirit is fostered and conflicts become less frequent and easier to resolve.
  • Personal Core Values
    • Our primary personal values are family, career, health, and social or recreational activities.
    • Secondary values include recognition, quality, political affiliation, and ethical considerations
  • A Source of Stress
    • Stress occurs when our behavior—including behavior that is required of us--does not support our values.
  • Values Modification
    • Employees who hold values that conflict with corporate values must modify their personal values to some extent. Failure to make that adjustment leads to confrontations, isolation or rejection, and ultimately to loss of employment
  • Diversity Management
    • The goal of a diversity program is to create an environment that allows employees of all backgrounds to reach their full potential and work well together.
  • Elements of a Diversity Program
    • Diversity training programs for employees
    • Monitoring, using periodic surveys and audits
    • Holding managers accountable for reaching the organization’s diversity goals
    • Establishing networks or support groups for minority members to turn to in times of stress
  • Elements of a Diversity Program
    • Providing equal assistance to workers who have family problems
    • Maintaining communication to reinforce the organization’s commitment to diversity
    • Making mentors available for workers who need support and advice
  • Supervisor’s Responsibility
    • It is up to first-line supervisors, those managers closest to the rank-and-file workers to make diversity programs work.
  • Diversity Management Tips for Supervisors
    • Remain ever alert to erroneous assumptions and do not let them go unchallenged.
    • Help new arrivals feel more comfortable by discussing any unwritten rules and practices..
    • Discuss the importance of cultural diversity at orientation sessions and at staff meetings.
    • Make it safe for employees them to have and to express their feelings.
  • Diversity Management Tips for Supervisors
    • Challenge stereotypes and assumptions about minority groups.
    • Show interest in people’s differences without prying into their personal lives.
    • Become more knowledgeable about the religious, family, and food customs of the people with whom you work.
    • Use humor carefully.
  • Diversity Management Tips for Supervisors
    • Be familiar with your organization’s policy on sexual harassment and observe it to the letter.
    • Involve representatives of all minority groups in the decision-making process
  • Diversity Management Tips for Supervisors
    • Allow minorities to wear their ethnic clothes or hairstyles unless these interfere with their work or offend customers.
    • Encourage all employees to get to know the people around them who are different.
  • Generational Diversity
    • Educate yourself in the differences that may be encountered in supervising people of various age groups.
    • Nothing can be said “for sure” about generational diversity, but you may see enough differences in behavior to merit a situational approach to some problems.