Ob 14e 2 diversity

0
WELCOME
Khalid Javaid Anwer (KJAN)

Robbins & Judge
Organizational Behavior
14th Edition
Diversity in Organizations
2-1Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Chapter Learning Objectives
 After studying this chapter, you should be able to:
– Describe the two major forms of workforce diversity.
– Define the key biographical characteristics and
describe how they are relevant to OB.
– Define intellectual ability and demonstrate its relevance
to OB.
– Contrast the two types of ability.
– Describe how organizations manage diversity
effectively.
– Show how culture affects our understanding of
biographical characteristics and intellectual abilities.
2-2 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

© 2009 Prentice-Hall Inc. All rights reserved. 1-3
Diversity

Diversity

Diversity
 All of us are different and unique. It's respecting everyone
even if they are pretty, ugly, fat, or even disabled.
 The condition of having or being composed of differing
elements : VARIETY; especially :
 The inclusion of different types of people (as people of
different races or cultures) in a group or organization

Diversity - Levels
Surface-level diversity
Deep-level diversity
Diversity Management

Surface-level diversity
 Differences in easily perceived characteristics, such as
– Gender
– Race
• The race is related to biological factors and refers to a person's physical
appearance, such as skin color, eye color, hair color, bone/jaw structure etc.
– Ethnicity
• Relates to cultural factors such as nationality, culture, ancestry, language
and beliefs.
– Age
– Disability
– That do not necessarily reflects the ways people think or feel
but they may activate certain stereotypes

Deep-level diversity
 Differences in;
– Values
– Personality
– Work preferences
– That become progressively more important for
determining similarity as people get to know one another

Discrimination
 Effective diversity management also means working to
eliminate unfair discrimination
 To discriminate is to note a difference between things, which
in itself isn’t necessarily bad
 Noticing one employee is more qualified is necessary for
making hiring decisions;
 Noticing another is taking on leadership responsibilities
exceptionally well is necessary for making promotion
decisions

Biographical Characteristics
Objective and easily obtained personal characteristics.
Age
– Older workers bring;
• Experience
• Judgment
• Strong work ethic
• Commitment to quality.
– Relationship between age and;
• Job performance
• Turnover
• Productivity
• Job satisfaction
• Ethics, commitment and flexibility.

Biographical Characteristics
Objective and easily obtained personal characteristics.
Gender
– Few differences between;
• Men and women that affect job performance.
– No difference in;
• Problem solving ability
• Analytical skills
• Competitiveness
• Sociability, motivation, learning ability, productivity, job
satisfaction, turn over rates.
– Women prefer flexi work schedules, have higher absentee
rates

Biographical Characteristics (Cont.)
Race & Ethnicity
– controversial issue: differences exist, but could be
more culture based than race based.
Tenure
– People with job tenure (seniority at a job) are more
productive, absent less frequently, have lower
turnover, and are more satisfied.
 The longer the tenure the les is the rate of absenteeism
 Higher the job satisfaction, lesser the turnover

Other Biographical Characteristics
 Religion
– May impact the workplace in areas of dress, grooming
and scheduling
– Islam is especially problematic in the workplace in this
post-9/11 world.
 Sexual Orientation
– Federal law does not protect against discrimination (but
state or local laws may).
– Domestic partner benefits are important considerations.
 Gender Identity
– Relatively new issue – transgendered employees.
– Bi-gender

Ability

2–18
Ability
An individual’s capacity to perform the various tasks in a job.
Ability includes both the natural aptitudes (talents) and learned capabilities (acquired skills
and knowledge)
Intellectual Ability
The capacity to do mental activities.
Multiple Intelligences
Intelligence contains four subparts: cognitive,
social, emotional, and cultural.
Ability

Ability
Made up of two sets of factors:
– Intellectual Abilities
• The abilities needed to perform mental activities.
• General Mental Ability (GMA) is a measure of overall
intelligence.
• Wonderlic Personnel Test: a quick measure of
intelligence for recruitment screening.
• No correlation between intelligence and job satisfaction.
– Physical Abilities
• The capacity to do tasks demanding stamina, dexterity
(physical movement), strength, and similar characteristics.
2-19

Dimensions of Intellectual Ability
Intellectual
Ability
Number
Aptitude
Verbal
Comprehen
--sion
Perceptual
Speed
Inductive
Reasoning
Deductive
Reasoning
Spatial
Visualization
Memory
2-20

1. Number aptitude
2. Verbal comprehension
3. Perceptual speed
4. Inductive reasoning
5. Deductive reasoning
6. Spatial visualization
7. Memory

1) Number Aptitude: (Accountant)
2) Verbal Comprehension: (Plant Managers)
3) Perceptual Speed: (Fire Investigator)
4) Inductive Reasoning: (Market Researcher)
5) Deductive Reasoning: (Supervisor)
6) Spatial Visualization: (Interior Decorator)
7) Memory: (Sales Person)
2-
22

2–25
Other Factors
7. Body coordination
8. Balance
9. Stamina
Nine Physical Abilities
Strength Factors
1. Dynamic strength
2. Trunk strength
3. Static strength
4. Explosive strength Flexibility Factors
5. Extent flexibility
6. Dynamic flexibility

Nine Basic Physical Abilities
Strength Factors
• Dynamic strength
• Trunk strength
• Static strength
• Explosive strength

Flexibility Factors
2-27
Flexibility Factors
•Extent flexibility
•Dynamic flexibility

Other Physical Factors
2-28
Other Factors
•Body coordination
•Balance
•Stamina

2–29
Nine Physical Abilities

Role of Disabilities
 When focusing on ability, it can create problems when
attempting to develop workplace policies that recognize
diversity in terms of disabilities.
 It is important to recognize diversity and strive for it in the
hiring process.
 An organization needs to be careful to avoid discriminatory
practices by making generalizations about people with
disabilities.
2-30

Implementing Diversity Management Strategies
 The process and programs by which managers
make everyone more aware of and sensitive to
the needs and differences of other.

 Effective workforce programs encouraging
diversity have three components
Attracting, Selecting, Developing, and
Retaining the Diverse Employees
Working with Diversity in Groups
Effective Diversity Programs

1. Teach managers about;
 The legal framework for equal employment
opportunity
 Encourage fair treatment of all people regardless of
their demographic characteristics

2. Teach managers;
 How a diverse workforce will be better able to serve
a diverse market of customers and clients

3. Foster personal development practices
 That bring out the skills and abilities of all workers
 Acknowledge how differences in perspective can
be a valuable way to improve performance for
everyone

Global Implications
 Biographical Characteristics
– Not much evidence on the global relevance of the
relationships described in this chapter.
– Countries do vary dramatically on their
biographical composition.
2-36

Additional Global Implications
 Intellectual Abilities
– Structures and measures of intelligence generalize
across cultures.
 Diversity Management
– Diversity management is important across the
globe. However, different cultures will use
different frameworks for handling diversity.
2-37

Summary and Managerial Implications
 Summary:
– Ability
• Directly influences employee’s level of performance.
• Managers need to focus on ability in selection,
promotion, and transfer.
• Fine-tune job to fit incumbent’s abilities.
– Biographical Characteristics
• Should not be used in management decisions:
possible source of bias.

Summary and Managerial Implications
– Diversity Management
• Must be an ongoing commitment at all levels of the
organization.
• Policies must include multiple perspectives and be
long term in their orientation to be effective.
2-39

Name that Company?
 2007 marked 80 years since its founding and 50 years in their particular
industry?
 Slogan: “Spirit to Serve”?
 “Culture is the life thread and glue that links our past, present, and
future.”?
 Has thousands of outlets in the U.S. and in 67 countries?
 To Our customers we say: “the customer is always right”, “management
by walking around”, “attention to detail”, “openness to innovation and
creativity”, and doing our business the “______Way”?
 A global hospitality leader?
 This company has 3,100 outlets throughout the world?
 This company started out as a “root beer” stand
 2007 – set a record for booking 55,000 reservations in one day

Name that Company?
 Company was founded in 1837?
 Employs about 50,000 people?
 Cores values are: integrity, quality, commitment, and innovation?
 The company markets its products through a worldwide network of independent
dealers supported by a decentralized marketing organization?
 The founder of the company operated a one-man blacksmith shop?
 This company has four major business segments: 1) agricultural equipment, 2)
commercial and consumer equipment, 3) construction and forestry, and 4) credit?
 The company’s headquarters are located in Moline, Illinois?
 Feb. 2 – the company announced a layoff of 200 people at the Davenport Works…
 2008 profits: net income reached 2.05 billion, net sales and revenues of 28.4 billion.
Agricultural equipment sales rose 37% or by more than 4 billion…

3-43
Ethnocentrism
 Ethnocentrism belief that one’s native country, culture,
language, and behavior are superior.

“Why You Need International Business Experience
and How to Get It”
• “Gary Ellis, a young assistant controller for Medtronic, a Fortune 500
manufacturer of pacemakers and other medical equipment, was thought
to be on the fast track for a top management position. However, company
executives felt he first needed broader experience, so they sent him to
head their European headquarters in Belgium. Two years later, when the
corporate controller’s job in the company’s home office became vacant,
Ellis was given the job. Bill George, Medtronic’s CEO, summed up the
company philosophy regarding necessary experience: Successful
executives of the future will have all lived in another country for several
years.”
• Do you agree or disagree with Bill George?
• Fortune 500 companies – 79% believe that students should take
international courses during their college experience, 81% believe that all
college students should speak a second language, and 86% believe that the
majority of leaders and key people ought to have international experience
within their organizations.
1-44

“Are You Really Buying American”
 Consider the following scenario of a typical American
family – “The Boltons, Mike and Barbara, live in New
York City. Mike is a security consultant with the
security services firm Wackenhut Corporation.
Barbara is an advertising executive in the Global Head
Office of J. Walter Thompson. On her way home from
work…….”
1-45

1-46
Ranking of International Companies and nations according
to GNI (Atlas Method) or Total Sales
Note: Belgium (B), China (PRC), France (F), Germany (G), Italy (It), Netherlands (N), Switzerland (S), United Kingdom (U.K.), and
United States (U.S.). Source: World Development Indicators database, http://devdata.worldbank.org/data-query/ ; and Fortune
Global 500, http://money.cnn.com/magazines/fortune/global500/.

The Capitals of the “Top Ten”
 United States?
 Washington, DC
 Japan?
 Tokyo
 Germany?
 Berlin
 United Kingdom?
 London
 China?
 Beijing
 France?
 Paris
 Italy?
 Rome
 Spain?
 Madrid
 Canada?
 Ottawa
 Mexico?
 Mexico City
1-47

International Quiz
 Question: Define foreign direct investment.
 Answer: Direct investments in equipment, structures, and
organizations in a foreign country at a level that is sufficient to
obtain significant management control; does not include mere
foreign investment in stock markets.
 Question: What is the capital of Iran?
 Answer: Tehran
 Question: What language is spoken in Austria?
 Answer: German
 Question: What is outsourcing?
 Answer: The subcontracting or contracting out of activities to
endogenous organizations that had previously been performed by
the firm.
1-48

International Quiz
• Question: What is the capital of Belgium?
• Answer: Brussels
• Question: What do the letters WTO represent?
• Answer: World Trade Organization
• Question: Identify the five major globalization forces?
• Answer: Political, technological, market, cost, and competition
• Question: What is the capital of Denmark?
• Answer: Copenhagen
• Question: What is globalization?
• Answer: The process of social, political, economic, cultural, and
technological integration among countries around the world.
• Question: Define and explain NAFTA
• Answer:
1-49

Business Etiquette
 1. You are in a business meeting in an Arabian Gulf
country. You are offered a small cup of bitter coffee.
After your cup has been refilled several times, you
decide you would rather not have any more. How do
you decline the next cup offered to you?
– A. Place you palm over the top of the cup when the coffeepot is
passed
– B. Turn you empty cup upside down on the table
– C. Hold the cup and twist you wrist from side to side
6-50

Business Etiquette
 2. In which of the following countries are you expected
to be punctual for business meetings?
– A. Peru
– B. Hong Kong
– C. Japan
– D. China
– E. Morocco
6-51

Business Etiquette
 3. Gift giving is prevalent in Japanese society. A
business acquaintance presents you with a small
wrapped package. Do you:
– A. Open the present immediately and thank the
giver?
– B. Thank the giver and open the present later?
– C. Suggest that the giver open the present for you?
6-52

Business Etiquette
 4. In which of the following countries is tipping
considered an insult?
– A. Great Britain
– B. Iceland
– C. Canada
6-53

Business Etiquette
 5. What is the normal workweek in Saudi Arabia?
– A. Monday through Friday
– B. Friday through Tuesday
– C. Saturday through Wednesday
6-54

Business Etiquette
 6. You are in a business meeting in Seoul. Your Korean
business associate hands you his calling card, which
states his name in the traditional Korean order: Park
Chul Su. How do you address him?
– A. Mr. Park
– B. Mr. Chul
– C. Mr. Su
6-55

Business Etiquette
 7. In general, which of the following would be good
topics of conversation in Latin American countries?
– A. Sports
– B. Religion
– C. Local politics
– D. The whether
– E. Travel
6-56

Business Etiquette
 8. In many countries, visitors often are entertained in
the homes of clients. Taking flowers as a gift to the
hostess is usually a safe way to express thanks for the
hospitality. However, both the type and the color of the
flower can have amorous, negative, or even
implications. Match the country where presenting them
would be a social faux pas.
– A. Brazil 1. Red Roses
– B. France 2. Purple flowers
– C. Switzerland 3. Chrysanthemums
6-57

Business Etiquette
 9. In Middle Eastern countries, which hand does one
use to accept or pass food?
– A. Right hand
– B. Left hand
– C. Either hand
6-58

Business Etiquette
 10. Body language is just as important as the
spoken word in many countries. For example,
in most countries, the thumbs-up sign means
“OK.” But in which of the following countries
is the sign considered a rude gesture?
– A. Germany
– B. Italy
– C. Australia
6-59

Culture of Saudi Arabia
 True or False…
 1. Never show bare shoulders, stomach, calves and thighs?
 2. Alcohol and pork are illegal?
 3. In the Muslim world, Thursday is the day of rest?
 4. Women in Saudi Arabia are not permitted to drive vehicles?
 5. Do not discuss the subject of women, not even to inquire about the health of a
wife or daughter. The topic of Israel should also be avoided. Sports is an
appropriate topic?
 6. At a business meeting, the person who asks the most questions is likely to be the
least important. The decision maker is likely a silent observer?
 7. Try not to cross your legs when sitting. Never show the bottom of your feet?
 8. Visitors are expected to abide by local standards of modesty however, do not
adopt native clothing?
 9. It is common to remove your shoes before entering a building?
 10.Communications occur at a slow pace. Do not feel obligated to speak during
periods of silence. “Yes” usually means “possibly.”
6-60

Culture of France
 True or False…
 1. French businessmen do loosen their ties and take off their jackets in the office?
 2. France is a highly stratified society, with strong definition and competition
between classes?
 3. Business can be conducted during any meal, but lunch is the best?
 4. The French have a great appreciation for the art of conversation?
 5. The French do not interrupt each other, it is impolite?
 6. The French often complain that North Americans lecture rather then converse?
 7. Be sensitive to the volume of your voice. Americans are known to offend others
in restaurants, meetings or on the street with their loud voices?
 8. As a business person, if you do not speak French, it is very important that you
apologize for your lack of knowledge?
 9. The French have a great respect for privacy. Knock and wait before entering
into a room. Additionally, do not “drop in” unannounced?
 10. Business women wear colorful attire?
6-61

Culture of China
 True of False…
 1. Women are encouraged to wear high heels and short sleeved blouses?
 2. Men and women can wear jeans. However, jeans are not acceptable for business
meetings?
 3. Revealing clothing for women is considered offensive to Chinese businessmen?
 4. As a guest do not use large hand movements. The Chinese do not speak with
their hands?
 5. You can point when speaking?
 6. It is legal to give gifts to government officials?
 7. Quality writing pens are considered their favored gifts?
 8. Do not discuss business during meals?
 9. Present and receive business cards with both hands?
 10. Business introductions are formal. Use formal titles?
 11. Walmart opens in China. Describe the impact of China’s culture upon
Walmart…
6-62

3-63
Role of Expatriates
See article on expatriates
from Personnel
Psychology

Ob 14e 2 diversity

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