The document discusses the concept of diversity and types of diversity that can exist within an organization. It then provides an example showing the diversity that would exist if the world's population was scaled down to a village of 100 people. Various globalization trends and the development of multinational companies operating across borders are also examined.

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Managing Diversity

2. Kom verder. Saxion.
Diversity Defined
di·ver·si·ty (d -vûr s -t , d -)
n., pl. di·ver·si·ties.
The fact or quality of being diverse; difference.
A point or respect in which things differ.
Variety or multiformity: “Charles Darwin saw in the
diversity of species the principles of evolution that
operated to generate the species: variation, competition
and selection” (Scientific American).

3. Kom verder. Saxion.
Types of Diversity
• Gender
• Age
• Race
• Ethnicity
• Culture
• Religion
• Language/Accent
• Disability
• Height/Weight
• Sexual Orientation
• Education
• Job Title
• Job Function
• Job Skills
• Union/Non-Union
• Part-Time/Full-
Time
• Marital Status
• Political affiliation

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The Village Earth
• "If we could shrink the earth's
population to a village of
precisely 100 people, with all
the existing human ratios
remaining the same, it would
look something like the
following. There would be:

5. Kom verder. Saxion.
The Village Earth
• 57 Asians
21 Europeans; 14 from the Western
Hemisphere, both north and south
8 Africans
• 52 would be female
48 would be male
• 70 would be non-white
30 would be white
• 70 would be non-Christian
30 would be Christian
• 89 would be heterosexual
11 would be homosexual

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The Village Earth
• 6 people would possess 59% of the
entire world's wealth and all 6 would
be from the United States
• 80 would live in substandard housing
• 70 would be unable to read
• 50 would suffer from malnutrition
• 1 would be near death; 1 would be
near birth
• 1 (yes, only 1) would have a college
education
• 1 would own a computer

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• The world feels like it is becoming a
smaller place
• Role of media – television, films etc
• Today – Internet and instant global
communication
The ‘global village’
(McLuhan, 1964)

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Diversity
• Primairy characteristics (eg. gender, age, ethnic
origin);
• secundairy characteristics (eg. education, religion);
• unchangable characteristics (eg. gender, ethnic
origin);
• changable characteristics (eg. age, education,
marital status);
• visible characteristics (eg. gender, age, physical
condition);
• Unvisible characteristics (eg. background,
personality and working style).

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Fundamental needs
Belong
Being
unique

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Hospitality
• What do organisations do to make
their staff feel welcome?
• How does that show?

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Accor and diversity:
PRESERVING AND PROMOTING DIVERSITY
More than a moral obligation, employee
diversity is an important performance driver
for the Group, which can leverage these
differences to more effectively meet the
expectations of a customer base that is itself
highly diverse.
From: Annual Report, 2009

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Future oriented selection
• Person – organisation fit?
… family culture: we want someone
like us
• Focus on innovation: what might
he/she add to our organisation?

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Albert Heijn and diversity

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Access and legitimacy
perspective
• As a means
to get access
to certain
target
groups

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Integration and learn
perspective
• Reflection of society to perform
optimally

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Added value
• Legitimacy to act in a certain context
• Better access
• Strategic advantage
• Increased creativity and innovativeness
• Increased learning capacity

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Opportunities and threats
Opportunities
Alignment target
groups
Positive corporate
image
Availability of staff
Creativity and
innovation
Threats
Productivity
Interaction with other
cultures
Different values
Own position

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• Globalization - two complementary/
contradictory trends
– ‘Global village’ (McLuhan, 1964) – the
globe becoming one unified,
interconnected entity – global
standardization
– Importance of national cultures
(Hofstede, 1980), laws, customs etc for
managing and organizing
Globalization

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“Being British is about driving a German car
to an Irish pub for a Belgian beer, then
travelling home, grabbing an Indian curry or
a Turkish kebab on the way, to sit on
Swedish furniture and watch American
shows on a Japanese TV. And the most
British thing of all? Suspicion of anything
foreign.” (quoted in Wooley, 2010).
‘Being British’

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• Think of all the goods you own or have in your
house – clothes, food, electronic goods, white
goods, transport etc. Where was each of them
made?
• Think about the companies whose services you
use – banks, insurance, utilities etc. Who owns
these companies and in what countries are they
based?
Global inventory

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• 1500s – European exploration
• 1600 – East India Company and
international trade
• Colonization
• Migration
• Early global organizations – e.g.
religions
• Global events – e.g. Olympic games
Development of globalization

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Robertson’s (1992) ‘intensification of
consciousness’
Based on
Robertson,
Globalization,
1992.

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• Energy, e.g. Royal Dutch Shell (NL);
Sinopec (CN); BP (UK)
• Automobile – e.g. Toyota (JP); Volkswagen
(DE); Ford (US)
• Finance – e.g. AXA (FR); Bank of America
(US); HSBC (UK)
• Telecoms and electronics – e.g. Verizon
(US); Siemens (DE); Samsung (KR)
Global organizations

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• Exporting
• Overseas investment and expansion
• Mergers, acquisitions and joint ventures
• Franchising and licensing
• Subcontracting
• Global industries (e.g. sport)
• Global labour markets (e.g. subcontracting
call centre work to India)
Structure and spread of global organizations

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• “It doesn’t matter whether it comes in by
cable, telephone lines, computer or satellite.
Everyone’s going to have to deal with Disney”
(Michael Eisner, Disney CEO, Dec 1998)
• English – international language
• Global brands (e.g. Coca-cola; Niké; Microsoft)
• McDonaldization and Disneyization
• Global, standardized organizational settings
Organizations and global culture

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• Coca-cola
– http://www.youtube.com/watch?v=2msbfN81Gm0
• HSBC
– http://www.youtube.com/watch?v=JK_NinOmFWw
• Hilton Worldwide
– https://www.youtube.com/watch?v=IgauzKSoykk
Global brands

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• Power distance
• Uncertainty avoidance
• Masculinity/femininity
• Individualism/collectivism
• Based on surveys at IBM national offices
• Can cultures be measured?
• Critique of Hofstede (eg McSweeney, 2002)
Hofstede – dimensions of national culture

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Comparing Hofstede’s results
Source: Hickson and Pugh (1995: 33-35)

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HRM:
• Managing the
– Abilities
– Motivation
– Opportunities
• of employees

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I-HRM
• International HRM concerns the
worldwide management of human
resources, usually in the context of a
multinational enterprise. The purpose of
IHRM is, ‘to enable the firm,
multinational enterprise (MNE) to be
successful globally

32. Kom verder. Saxion.
Assignment
• What aspects of I-HRM are present
at Hilton Worldwide? Or: How does
Hilton manage the AMO on a global
scale?
– What HR-instruments are being used
for this? (use citations of Hilton texts)

33. Kom verder. Saxion.
Assignment
Hofstede/Herzberg/Hilton
• What are, according to Hofstede, the
characteristics of your national culture?
• Add to the description by Hofstede your
personal chracteristics.
• In what way should a manager of Hilton manage
Abilities, Motivation and Opportunities
considering the answers of the two previous
questions and taking into account Herzberg’s
theory?

34. Kom verder. Saxion.
Assignment
• What does Hilton do to make their
staff feel welcome?
• In what way do they consider the
diversity of their workforce?