McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc.  All rights reserved.
Learning Objectives <ul><li>L01: Learn  how diversity is critical organizational and managerial issue. </li></ul><ul><li>L...
Learning Objectives <ul><li>L05:  Define monolithic, pluralistic, and multicultural organizations. </li></ul><ul><li>L06: ...
Managing Diversity <ul><li>Individuals with different backgrounds, beliefs, capabilities, and cultures. </li></ul><ul><li>...
What is diversity? <ul><li>Gender </li></ul><ul><li>Age </li></ul><ul><li>Religious affiliation </li></ul><ul><li>Disabili...
Gender Issues <ul><li>Pay disparities still exist between men and women </li></ul><ul><li>“ Glass ceiling” barrier is a re...
Glass Ceiling <ul><li>Invisible barrier that makes it difficult for women and minorities to rise above a certain level in ...
Sexual Harassment <ul><li>Conduct of a sexual nature that has negative consequences for employment </li></ul><ul><li>Categ...
Components of a Sexual Harassment Policy <ul><li>Develop a comprehensive organization-wide policy  </li></ul><ul><li>Commu...
Components of a Sexual Harassment Policy <ul><li>Establish formal complaint procedure without fear of retaliation. </li></...
Minorities and Immigrants <ul><li>Black, Asian, and Hispanic workers hold more than one of every four U.S. jobs </li></ul>...
What’s going on with minorities? <ul><li>White males no longer dominate urban workforce </li></ul><ul><li>Managing diversi...
Mentally and Physically Disabled People <ul><li>Largest unemployed minority population segment in the U.S.  </li></ul><ul>...
Tomorrow’s workers <ul><li>Women, Asian Americans, African Americans, and Hispanic workers growing faster than white male ...
Managing Diversity vs. Affirmative Action <ul><li>Managing Diversity </li></ul><ul><ul><li>Goes beyond legislated mandates...
Diversity as a competitive advantage <ul><li>Ability to attract and retain motivated employees </li></ul><ul><li>Better pe...
The challenges of managing a diverse workforce <ul><li>Seeing the world from another’s perspective  </li></ul><ul><li>Dive...
Multicultural Organization Types <ul><li>Monolithic Organization   </li></ul><ul><ul><li>one with low degree of structural...
Five Components of  Cultivating a Diverse Workforce <ul><li>Secure top management’s leadership and commitment </li></ul><u...
Retain talented employees <ul><li>Support groups </li></ul><ul><ul><li>Provide support for those excluded from the majorit...
Successful Global Managers have… <ul><li>Sensitivity to cultural differences </li></ul><ul><li>Business knowledge </li></u...
Successful global assignments <ul><li>Structure assignments clearly </li></ul><ul><li>Create clear job objectives </li></u...
Successful Global Assignments (cont’d) <ul><li>Establish ongoing communication with expatriates </li></ul><ul><li>Anticipa...
Cultural Differences <ul><li>Power distance </li></ul><ul><ul><li>extent to which a society accepts the fact that power in...
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BUS137 Chapter 8

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BUS137 Chapter 8

  1. 1. McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
  2. 2. Learning Objectives <ul><li>L01: Learn how diversity is critical organizational and managerial issue. </li></ul><ul><li>L02: Distinguish between affirmative action and managing diversity. </li></ul><ul><li>L03: Diversity can give organizations a competitive edge. </li></ul><ul><li>L04: Identify challenges associated with managing a diverse workforce. </li></ul>
  3. 3. Learning Objectives <ul><li>L05: Define monolithic, pluralistic, and multicultural organizations. </li></ul><ul><li>L06: Discuss how managers and their organizations can cultivate diversity. </li></ul><ul><li>L07: Summarize skills and knowledge managers need to manage globally. </li></ul><ul><li>L08: Identify ways in which cultural differences across countries influence management. </li></ul>
  4. 4. Managing Diversity <ul><li>Individuals with different backgrounds, beliefs, capabilities, and cultures. </li></ul><ul><li>Understand and value employee differences to build a more effective and profitable organization. </li></ul><ul><li>Valuing the connections that arise and develop between diverse employees. </li></ul>
  5. 5. What is diversity? <ul><li>Gender </li></ul><ul><li>Age </li></ul><ul><li>Religious affiliation </li></ul><ul><li>Disability status </li></ul><ul><li>Military experience </li></ul><ul><li>Sexual orientation </li></ul><ul><li>Educational level </li></ul>
  6. 6. Gender Issues <ul><li>Pay disparities still exist between men and women </li></ul><ul><li>“ Glass ceiling” barrier is a reality for many women </li></ul><ul><li>Sexual harassment in the workplace has increased </li></ul>
  7. 7. Glass Ceiling <ul><li>Invisible barrier that makes it difficult for women and minorities to rise above a certain level in the organization </li></ul><ul><li>Currently 12 women are chief executives of Fortune 500 companies (2%) </li></ul>
  8. 8. Sexual Harassment <ul><li>Conduct of a sexual nature that has negative consequences for employment </li></ul><ul><li>Categories </li></ul><ul><ul><li>Quid pro quo </li></ul></ul><ul><ul><ul><li>submission to or rejection of sexual conduct is used as a basis for employment decision. </li></ul></ul></ul><ul><ul><li>Hostile environment </li></ul></ul><ul><ul><ul><li>unwelcome sexual conduct “has the purpose or effect of unreasonably interfering with job performance or creating an intimidating, hostile, or offensive working environment .” </li></ul></ul></ul>
  9. 9. Components of a Sexual Harassment Policy <ul><li>Develop a comprehensive organization-wide policy </li></ul><ul><li>Communicate it to all current and new employees. </li></ul><ul><li>Conduct training sessions with supervisors to explain Title VII requirements </li></ul><ul><ul><ul><li>role in providing an environment free of sexual harassment </li></ul></ul></ul><ul><ul><ul><li>proper investigative procedures when charges occur. </li></ul></ul></ul>
  10. 10. Components of a Sexual Harassment Policy <ul><li>Establish formal complaint procedure without fear of retaliation. </li></ul><ul><li>Act immediately when employees complain of sexual harassment. </li></ul><ul><li>When an investigation supports employee charges, discipline the offender at once. </li></ul><ul><li>Follow up on all cases to ensure a satisfactory resolution of the problem. </li></ul>
  11. 11. Minorities and Immigrants <ul><li>Black, Asian, and Hispanic workers hold more than one of every four U.S. jobs </li></ul><ul><li>Asian and Hispanic workforces are fastest-growing segment, followed by African American workforce </li></ul><ul><li>Three in ten college enrollees are people of color. </li></ul><ul><li>Foreign-born workers make up more than 15% of the U.S. civilian labor force. </li></ul><ul><ul><li>About 50% are Hispanic, and 22% are Asian. </li></ul></ul>
  12. 12. What’s going on with minorities? <ul><li>White males no longer dominate urban workforce </li></ul><ul><li>Managing diversity is more than eliminating discrimination </li></ul><ul><li>Disparities remain in employment and earnings </li></ul><ul><ul><li>Unemployment rates are higher for Hispanics and African Americans </li></ul></ul><ul><ul><li>Median earnings for white workers is higher than those for Hispanics and African Americans </li></ul></ul>
  13. 13. Mentally and Physically Disabled People <ul><li>Largest unemployed minority population segment in the U.S. </li></ul><ul><li>New assistive technologies make it easier for companies to comply with ADA and for people with disabilities to be productive. </li></ul><ul><li>People with disabilities are an unexplored but fruitful labor force. </li></ul>
  14. 14. Tomorrow’s workers <ul><li>Women, Asian Americans, African Americans, and Hispanic workers growing faster than white male workers </li></ul><ul><li>Lower birth rates in U.S. will lead to smaller labor force leading to outsourcing to firms in developing nations </li></ul><ul><li>Median age of America’s workforce is increasing </li></ul><ul><li>70% of workers between the ages of 45 and 74 intend to work in retirement </li></ul>
  15. 15. Managing Diversity vs. Affirmative Action <ul><li>Managing Diversity </li></ul><ul><ul><li>Goes beyond legislated mandates </li></ul></ul><ul><ul><li>Embraces proactive business philosophy that sees differences as positive </li></ul></ul><ul><li>Affirmative Action </li></ul><ul><ul><li>Special efforts to recruit and hire qualified members of groups that have been discriminated against in the past </li></ul></ul>
  16. 16. Diversity as a competitive advantage <ul><li>Ability to attract and retain motivated employees </li></ul><ul><li>Better perspective on a differentiated market </li></ul><ul><li>Ability to leverage creativity and innovation in problem solving </li></ul><ul><li>Enhancement of organizational flexibility </li></ul>
  17. 17. The challenges of managing a diverse workforce <ul><li>Seeing the world from another’s perspective </li></ul><ul><li>Diversity can create a lack of cohesiveness </li></ul><ul><li>Communication problems </li></ul><ul><li>People prefer to associate with others who are like themselves </li></ul><ul><li>We learn to interpret the world in a certain way based on our backgrounds and experiences </li></ul>
  18. 18. Multicultural Organization Types <ul><li>Monolithic Organization </li></ul><ul><ul><li>one with low degree of structural integration </li></ul></ul><ul><ul><li>employs few women, minorities, or other groups that differ from the majority </li></ul></ul><ul><ul><li>highly homogeneous employee population </li></ul></ul><ul><li>Pluralistic Organization </li></ul><ul><ul><li>relatively diverse employee population </li></ul></ul><ul><ul><li>involves employees from different gender, racial or cultural backgrounds </li></ul></ul><ul><li>Multicultural Organization </li></ul><ul><ul><li>values cultural diversity </li></ul></ul><ul><ul><li>seeks to utilize and encourage it </li></ul></ul>
  19. 19. Five Components of Cultivating a Diverse Workforce <ul><li>Secure top management’s leadership and commitment </li></ul><ul><li>Assess organization’s progress toward goals </li></ul><ul><li>Attract employees </li></ul><ul><li>Train employees in diversity </li></ul><ul><li>Retain employees </li></ul>
  20. 20. Retain talented employees <ul><li>Support groups </li></ul><ul><ul><li>Provide support for those excluded from the majority’s informal groups </li></ul></ul><ul><li>Mentoring </li></ul><ul><ul><li>higher-level employees help ensure that high-potential people are introduced to top management and socialized into norms and values of the organization. </li></ul></ul>
  21. 21. Successful Global Managers have… <ul><li>Sensitivity to cultural differences </li></ul><ul><li>Business knowledge </li></ul><ul><li>Courage to take a stand </li></ul><ul><li>Ability to bring out the best in people </li></ul><ul><li>Integrity </li></ul><ul><li>Insightfulness </li></ul><ul><li>Commitment to success </li></ul><ul><li>Risk taking </li></ul><ul><li>Use of feedback </li></ul><ul><li>Cultural adventurousness </li></ul><ul><li>Desire for opportunities to learn </li></ul><ul><li>Openness to criticism </li></ul><ul><li>Desire for feedback </li></ul><ul><li>Flexibility </li></ul>
  22. 22. Successful global assignments <ul><li>Structure assignments clearly </li></ul><ul><li>Create clear job objectives </li></ul><ul><li>Develop performance measurements </li></ul><ul><li>Use effective, validated selection and screening criteria </li></ul><ul><li>Prepare expatriates and families for assignments </li></ul>
  23. 23. Successful Global Assignments (cont’d) <ul><li>Establish ongoing communication with expatriates </li></ul><ul><li>Anticipate repatriation to facilitate reentry when they come back home </li></ul><ul><li>Consider developing a mentor program that will help monitor and intervene in case of trouble </li></ul>
  24. 24. Cultural Differences <ul><li>Power distance </li></ul><ul><ul><li>extent to which a society accepts the fact that power in organizations is distributed unequally </li></ul></ul><ul><li>Individualism/collectivism </li></ul><ul><ul><li>extent to which people act on their own or as a part of a group </li></ul></ul><ul><li>Uncertainty avoidance </li></ul><ul><ul><li>extent to which people in a society feel threatened by uncertain and ambiguous situations </li></ul></ul><ul><li>Masculinity/Femininity </li></ul><ul><ul><li>extent to which a society values quantity of life over quality of life </li></ul></ul>

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