Analyzing diversity and the different types of styles. Incorporating skills learned and applying it to larger corporations such as Target.

1. DIVERSITY:TARGET
Isabelle Schultz

2. WOMEN & MINORITIES IN THE WORKPLACE
➤ Glass Ceiling: “The glass ceiling is a concept popularized in
the 1980s to describe a barrier so subtle that it is transparent,
yet so strong that it prevents women and minorities from
moving up in the management hierarchy”
➤ “While women occupy 36% of the management positions in
the United States ... less than 3% of the top executives in
Fortune 500 companies are women”
➤ “a year out of school, despite having earned higher college
GPAs in every subject, young women will take home, on
average across all professions, just 80 percent of what their
male colleagues do” (Bennett, Ellison & Ball, 2010, p. 43).

3. EQUAL EMPLOYMENT OPPORTUNITY
➤ Color discrimination in employment is increasing.
➤ “studies have found that black job applicants with lighter skin
were more likely to be hired than those with darker skin, even
when identical qualifications were presented (Cazares, 2007).”
➤ In the recent recession black males experienced higher levels
of unemployment than any other demographic group.
➤ three aspects defining the experience of women and minorities
in today’s organizations are a relatively greater difficulty in
getting jobs, widespread pay inequity, and challenges with
representation in particular sectors and at upper levels of the
organizational hierarchy.

4. EQUAL EMPLOYMENT OPPORTUNITY CONT.
➤ Mommy track: Women who want flexible work arrangements
and family support in exchange for fewer opportunities for
advancement.
➤ women wanted to on- ramp back to work, only about three-
quarters found a job and only 40% returned to full-time work.
➤ Lean in: Women being advised to “lean in” to leadership and
career opportunities, due to uneasy transitions.
➤ “Many women and people of color find themselves marginalized,
taking on the role of the outsider within established
organizational systems (Allen, 2000).”
➤ Women and people of color do indeed have different
organizational experiences than white men.

5. STEREOTYPING AND DISCRIMINATION
➤ Prejudice: negative attitudes toward an organization member
based on his/her culture group identity.
➤ Discrimination: refers to observable behavior for the same
“based on his/her culture group identity.”
➤ Stereotyping: reinforce status differences for particular
cultural groups.
➤ ex: stereotypes about women in leadership positions
could make it particularly difficult to advance in the
organization.

6. MULTICULTURAL ORGANIZATION
➤ 1. Acculturation: Modes by which two groups adapt to
each other and resolve cultural differences
➤ 2. Structural integrations: Cultural profiles of
organization members, including hiring, job
placement, and job status profiles
➤ 3. Informal Integration: Inclusion of minority-culture
members in informal networks and activities outside of
normal working hours
➤ 4.Cultural Bias: Prejudice and discrimination

7. MULTICULTURAL ORGANIZATION
➤ 5. Organizational Identification: Feelings of
belonging, loyalty, and commitment to the
organization.
➤ 6.Intergroup conflict: Friction, tension, and
power struggles between cultural groups.
➤ **Diverse organizations provide opportunities
and challenges**

8. OPPORTUNITIES: DIVERSITY
➤ 1. Cost Argument: “As organizations become more diverse,
the cost of a poor job in integrating workers will increase.
Companies who handle diversity well will create cost
advantages over those that do not.”
➤ 2. Resource-acquisition Argument: “Companies develop
reputations as prospective employers for women and ethnic
minorities. Those with the best reputations for managing
diversity will win the competition for the best personnel. As
the labor pool shrinks and changes composition, this edge
will become increasingly important.”

9. OPPORTUNITIES: DIVERSITY CONT.
➤ 3. Marketing Argument: “For multinational organizations, the
insight and cultural sensitivity that members with roots in
other countries bring to the marketing effort should improve
that effort in important ways. The same rationale applies to
marketing in subpopulations within domestic operations.”
➤ 4. Creativity Argument: “Diversity of perspectives and less
emphasis on conformity to norms of the past (which
characterize the modern approach to management of
diversity) should improve the level of creativity.”

10. OPPORTUNITIES: DIVERSITY CONT.
➤ 5. Problem Solving Argument: “Heterogeneity in decision
making and problem solving groups potentially produces
better choices through a wider range of perspectives and more
critical analysis of issues.”
➤ 6. Systems Flexibility Argument: “An implication of the
multicultural model for managing diversity is that the system
will become less determinant, less standardized, and therefore
more fluid. The increased fluidity should create greater
flexibility to react to environmental changes (i.e., reactions
should be faster and at less cost).”

11. APPROACHES TO ORGANIZATIONAL DIVERSITY
➤ Classical: Diversity would limit the homogeneity of the
workforce and hence be distracting or detrimental to morale,
diversity would be discouraged.
➤ Human Relations:Diversity would be neither encouraged nor
discouraged. Emphasis would be placed on meeting the needs
of women minorities, and other co-cultural groups.
➤ Human Resources: Diversity would be encouraged by
increasing creativity and new ideas would increase the
competitive advantage for the organization. Emphasis would
be placed on maximizingghe contributions of all employees.

12. APPROACHES TO ORGANIZATIONAL DIVERSITY CONT.
➤ Systems: Diversity would be seen as one avenue for the
organization to adapt effectively to a turbulent global
environment. Integration of women and minorities into
formal and informal networks would be emphasized.
➤ Cultural: Diverse organizations would be seen as important
sites where organizational culture intersects with national and
ethnic culture and with the values of various co-cultural
groups.
➤ Constitutive: Emphasis would be placed on the processes
through which the intersections of various value systems are
negotiated through ongoing interaction.

13. APPROACHES TO ORGANIZATIONAL DIVERSITY CONT.
➤ Critical: Diverse organizations would be seen as an arena in
which subjugated groups must deal with the dominant class.
Emphasis would be placed on the perpetuation of or
emancipation from hegemonic relationship
➤ Feminist: Scholarly and activist attention would be given to
the ongoing challenges faced by women and other co-cultural
groups in diverse organizations such as harassment and
home–work balance.

15. TARGET: “WHAT WE BELIEVE IN”
➤ Great shopping, anytime,
anywhere.
➤ Shopping: In store, online,
mobile dive.
➤ Work hard to ensure experience
is always enjoyable and exciting.
➤ Friendly service from team
members to assist any needs;
fully stocked products and a
speedy checkout process;
innovative digital experiences
that “take your trip to the next
level”

16. TARGET: DIVERSITY AND INCLUSION
➤ “As champions of diversity and
inclusion, we’re making out
business stronger, building
out talented team, and
working toward a more equal
society.”
➤ Target Focuses on:
➤ Inclusive of all team
member
➤ Supplier Diversity
➤ Community engagement

17. TARGET: INCLUSIVE OF ALL TEAM MEMBERS
➤ Believe in building a team of people with different
backgrounds, distinct experiences and unique points of view,
reflecting the communities where we live and work.
➤ Culture: Friendly, fun, and collaborative.
➤ Celebrate successes and look forward to new
opportunities.
➤ Teamwork is a large part as it allows the ability to meet
challenges and have fun at the same time.
➤ Target is America’s second largest retailer.

18. TARGET: SUPPLIER DIVERSITY
➤ By developing relationships with minority and women owned vendors and
suppliers, target invest in the success of businesses across the country.
➤ Target works closely with suppliers all around the world.
➤ Constantly seeking new innovative ways to deliver more value to guests
while strengthening the communities in which they do business in.
➤ Value partnership: relationships with gusts and suppliers to ensure
satisfaction on both ends of the spectrum.
➤ “Underrepresented businesses are critical to strengthening the great
shopping experience we create for our guest. By investing in these
suppliers, we demonstrate our commitment to building strong
partnerships to ensure broader, more innovative assortments, economic
development and quality of life for the communities we serve.” CEO Brian
Cornell

19. TARGET: COMMUNITY ENGAGEMENT
➤ Teaming up with key organizations to strengthen the divers needs
of the communities that Target serves.
➤ Giving time, talent and business strengths to make the
community strong, healthy, and safe.
➤ From the start Target has given 5 percent of their profit, a
commitment that does not waver based on the economic climate.
➤ Community engagement:
➤ Assisting in innovative programs
➤ Sponsorships
➤ Volunteer opportunities

20. QUESTIONS?
➤ In a organization, how much better does a team who is
diverse do than a team who is not (homogeneous)?
➤ As diversity is explored through various organizations, how
might the different types of diversity play into these larger
corporations that may be lacking the “diversity?” How might
cognitive diversity contribute into this?
➤ Is there a solution to diversity in the work place?

21. Miller, K. (2015). Organizational
communication: Approaches and processes.
Stamford, CT: Cengage Learning/Wadsworth.
Purpose & beliefs. (n.d.). Retrieved March 19,
2018, from https://corporate.target.com/about/
purpose-beliefs