Diversity week11 class1

Week 11: Managing in a Diverse
and Changing World
Instructor: Jean-Pierre Mulumba Ph. D.

Section Five:
Managing Diversity:
Ethical, Legal, Communication, and
Marketing Issues

1

Managing in a Diverse and Changing World

Section Learning Objectives:
Learn ethical and legal implications of diversity
management.
Examine the differences between Canadian and
U. S. diversity laws.
Explore communication issues in today’s diverse
workplace.
Analyze the impact of diversity on consumer
behavior.

2


Introduction
The Section V analyzes diversity from three
perspectives:
o the ethical
o legal
o And economic.

First, a theoretical discussion: diversity is the
“right thing to do” (McNett).

3


Introduction
Second, the organizations legal perspective in the
United States (Allard) and in Canada (Mentzer).
Third, the implications of diverse workforce
o The need for understanding and improving

communication
o The need to change marketing strategies and media
messages (Allard).

4


Introduction
The section closes with a capstone exercise
(Allard)
o Review of the Legal Points of Law seen in the text
o A case illustrating a poorly managed diversity:
 The legal consequences, and
 The missed marketing opportunities (DeWitt).

5

THE ETHICS OF WORKPLACE
DIVERSITY
Jeanne McNett
Assumption College

6


Learning Objectives
 To examine diversity as an ethnical process
 To explain and apply ethical theories to diversity

7


Introduction
 Why should we do the right thing in business

environment?
 The answer is: because such actions are
good for business results?
 The answers ha economic and ethical background

 Then, valuing diversity is:
 Valuing, respecting and appreciating the differences that
make people unique
 A frame of mind; not a result

8

Economic Arguments For
Diversity

 They are based on a connection made

between diversity and desired business
outcomes.
 Wide spectrum of customers.

 This market-driven argument is increasingly

due to globalization.
 Globalization shows that business is all about
relationships.
 Diversity broadens span of communication
abilities
9

 across cultures, and long-lasting relationships

Diversity

 Diverse workforce is nontraditional
 Non-traditional workforce tends toward increased
creativity
 Applications of resources-based theory of the

firm
 The assumption that innovation comes from the

10

center is a dying vestige
 Adaptation to the emerging markets is important
source of innovation.”
 The firm is a bundle of resources poised to take
advantage on the external environment.
 If diverse the resources will be more difficult to
imitate

Diversity

 Economic/pragmatic approach differs from

ethical approach

 The only social responsibility of business: use its

resources to increase its profits
 An ethical approach consider judgments about
 right and wrong
 good and bad
 what ought to be in our world

11

Diversity

 Another difference is about the judgment

criteria.
 In economic business arguments, the criteria go to

the business results.
 Making a decision look at the economic business
results of a decision. In contrast,
 Ethically-based decisions are judged sometimes by
the reasoning examination of the decision’s
outcomes.

12


Categories of Ethical Theories

13


Introduction

14


Introduction

15


Introduction
Many factors account for women’s lack of
progress:
o Horizontal segregation:
 occupations predominately female,
 low pay,
 requiring interpersonal skills,
 jobs not valued highly

16


Introduction
o Vertical segregation in the workplace:
 both genders work in the same industries but
men are perceived as being more capable,
skillful
qualified for more upwardly mobile line positions

17


Introduction
o Vertical segregation in the workplace:
 women for less responsibility because their characteristics
Passivity, nurturance,
Emotional sensitivity,
Less cognitive capability
Fewer higher-level skills compared to men

18


Gender Differences in Leadership and
Communication Styles
Male and female leadership styles do differ
Males use a more transactional
o Goal directed leadership style

19


Gender Differences in Leadership and
Communication Styles
Women use more transformational
o Relationship oriented leadership style.

the perception of women’s communication style
may be taken for weakness
But, if assertive and competitive: she is “cold” or a
“bitch.”

20


Conversational style differences
Perception of men as stronger leaders:
Men have conversational style
o Tending to interrupt,
o question in an interrogating manner,
o More direct in their speech patterns.

21


Conversational style differences
Women tend to speak in short bursts,
o Add questions
o Asking for support at the end of their statements,
o Are more indirect

Everyday communication reinforces women’s and
feminine traits devaluation.
o It is an honor to be “one of the guys”

22


A History of Patriarchy
History provides insights how a society is more
male dominance.
o Creates power differences
o Promotes the idea of male superiority
A patriarchal society identifies itself with the
male values.
o Men fill most

political, economic, legal, religious, educational and
military positions.
o Women in these positions are exceptions
o Male is more identified with leadership and power.
23


A History of Patriarchy
In patriarchal societies what is desirable or
normal are associated with men.
In the U. S. the double standard is alive and well
in the workplace.

24


Women Legal Rights
In early U. S. society, the second-class status of
women was taken for granted.
Basic rights for women came only through a prolonged struggle.
In 1848, the “Declaration of Sentiments” was
published to
o Allow women to vote (allowed 1920)
o Enter the professions, etc.

25


Women Legal Rights
In 1963 a report documented discrimination
against women.
In 1964 Title VII of the 1964 Civil Rights Act
prohibited employment discrimination based on
o Sex
o Race,
o Religion,
o Ethnicity
o National origin

26


Inequality In Educational System
Women earn more degrees at all levels than men
o Women earn 57% of the bachelor’s degrees,
o 60% of the master’s degrees
o And 51% of the doctorates awarded in the U. S.

Horizontal segregation is apparent here
o Men earn 83% of bachelor’s degrees in

engineering, and science
o Women earn the majority of the degrees in
teaching, library science, nursing etc.

27


Inequality In Educational System
However, the lady’s discomfort in math and
science programs and positions is due to
o Gender bias and
o Barriers at hiring and promotion practices in academia.

28


Gender Inequalities in Salaries
Legislation:
o The Equal Pays Act (1963) prohibits discrimination in

salaries
o The Fair Pay act (2009) permitted an employee to sue
for pay discrimination

29


Gender Inequalities in Salaries
Gender pay gap issues
o Women make $0.77 for every dollar that men make
o Women have lower salaries even with equal or better

qualifications
o Several factors may explain such differences
 Women often lower paying careers than men
 The marriage and children put them off of track
 Women often choose jobs with flexible hours or part time

positions
 Discrimination issues

30


The Inability to Advance: Glass
Ceiling Labyrinth
Hitting a glass ceiling is women’s inability to
advance
Organizational expectations make career progress
more complicated for women
Women’s Career trajectory is called a labyrinth,
o Indirect uneven path
o Women’s leadership style includes assertiveness with

nurturing

31


Ceiling Labyrinth
Women need to cultivate social capital
o by networking more with colleagues and
o finding mentors who can help them

Women confront issues:
o Childcare needs

o Racism
o sexism and discrimination

32


Ceiling Labyrinth
Stereotypes:
o They don’t want the top job,
o They don’t want to relocate,
o They don’t want to travel

33


Ceiling Labyrinth
They operate with multiple levels of pressure:
o Pressure of the job itself,
o Pioneer pressure of breaking new ground
o Strain of their family obligations
 Care-giving
 Household responsibilities.

34


The Inability to Advance: Glass Ceiling
Labyrinth
Unlike the white women of color have to deal
with the additional difficulties
o multiple social identities
o Racism
o sexism

o Lack of mentors
o Prejudice

35


The Inability to Advance: Glass Ceiling
Labyrinth
Companies trying to promote women report the
following:
o Have less experience
o Time constraints resulting from family obligations
o Focus on their job rather than gaining a circle of influence
o Women’s leadership style: often the consensus style

36


Lack of Women in Leadership PositionsWhat’s Holding Women Back?
Lack of line experience: primary obstacle
Cultural norms and values: women aren’t
powerful as men
Social capital issues:
o
o
o
o
o
o

37

Exclusion from informal networks
Stereotypes
Lack of mentoring
Shortage of role models
Commitment to family responsibilities
Little accountability for top management to promote
diversity


Conclusion
Women made progress over the last twenty- five
years.
o Possibilities to access to all positions.
o Ban of sexual behavior in the workplace
o Small percentage of women entered corporate

management.

Concerns still exist on gender inequality
o Gender inequity become more subtle

Diversity is the engine that drives originality and
creativeness
o Gender is part of that diversity

38

Diversity week11 class1

Recommended

Recommended

More Related Content

What's hot

What's hot (19)

Viewers also liked

Viewers also liked (16)

Similar to Diversity week11 class1

Similar to Diversity week11 class1 (20)

Recently uploaded

Recently uploaded (20)

Diversity week11 class1