This document contains learning objectives and content about managing diversity in the workplace from chapter 8 of an organizational behavior textbook. It discusses how the changing US workforce requires effective diversity management. Specific topics covered include defining diversity, addressing issues like gender disparities and harassment, managing minorities and immigrants, disabilities, and an aging workforce. It also discusses managing diversity globally and how cultural differences impact management across countries.
I had the opportunity to take a course on Human Relations. One of the many issues we discussed was Equal Opportunity and diversity in the workplace. This presentation sums up many of the concerns, issues, and laws on diversity in the workplace and equal opportunity.
This presentation expands the notion of diversity far beyond racial and gender stereotypes to help viewers value the differences that everyone brings to the organization.
I had the opportunity to take a course on Human Relations. One of the many issues we discussed was Equal Opportunity and diversity in the workplace. This presentation sums up many of the concerns, issues, and laws on diversity in the workplace and equal opportunity.
This presentation expands the notion of diversity far beyond racial and gender stereotypes to help viewers value the differences that everyone brings to the organization.
Managing Your Global Contingent WorkforcePopulus Group
John Smith and JP Gooch of CXC Global share trends in the global labor market, the impact of the gig economy and worker classification. They also share some trends to watch for the future of the global workforce and the gig economy.
Approach for Developing Contingency Plans- N Hari krishna, Oxfam America, Coen Van Kessel, Oxfam Novib. Prepared for OI ECP Meeting, 17 April 2006, OGB Office,New Delhi
Using data-driven insight, Paul O’Shea, Head of Consulting, will explore diversity performance among organizations today, analyze changes in what the future diverse talent pipeline look for in employers, and address the rising importance of a diverse workforce culture as a leading employer today.
Developing Multicultural Leadership delivers information about the changing American workforce. It highlights different aspects of culture with a focus on corporate culture. Tips are given for developing global etiquette and developing multicultural leadership
Managing cultural diversity in an effective way can lead to a range of benefits. It allows you to enhance the synergy of a workforce and provide a sustainable competitive advantage in the market place.
The environment is infinite and includes everything outside the organization.
However, the analysts considers only the aspects of the environment to which the organization is sensitive and must respond to survive.
Thus, organizational environment is defined as all elements that exist outside the boundary of the organization and have the potential to affect all or part of the organization.
All businesses which are engaged in Import and Export of goods require to register Import Export Code . IEC Code is 10 digit code with permanent validity. IEC Code is issued by the Directorate General of Foreign Trade (DGFT), DGFT, customs, Export Promotion Council, if they don’t have this code. IMPORT EXPORT CODE is done through LegalRaasta
This is for the Creditable Fashion Presentation the working shoes .docxkbrenda
This is for the Creditable Fashion Presentation the working shoes that we are presenting for a new product
BUDGETING, VARIANCE ANALYSIS, AND PERFORMANCE EVALUATIONS
Required:
Make comments and suggestions on the following topics in your presentation.
· Enterprise and corporate performance management.
· Behavioral change management.
· The balanced score card.
· How to foster goal congruence for the organization and employees.
SLP Assignment Expectations
Submit a PowerPoint presentation or a Word Document. A PowerPoint presentation should have no more than six slides and a Word document cannot exceed two pages. Use words, tables, and graphs to make a succinct presentation. Document all sources and provide links at the end. It is acceptable to add another slide or page to list the sources.
Business Ethics and
Social Responsibility
http://www.wileybusinessupdates.com
Chapter
2
1
Explain the concern for ethical and societal issues.
Describe the contemporary ethical environment.
Discuss how organizations shape ethical conduct.
1
Learning Objectives
Describe how businesses can act responsibly to satisfy society.
Explain the ethical responsibilities of businesses to the general public.
Describe the responsibilities to investors and the financial community.
2
3
4
5
6
2
Business Ethics
The standards of conduct and moral values governing actions and decisions in the work environment.
Social responsibility
Balance between what’s right and what’s profitable
Often no clear-cut choices
Often shaped by the organization’s ethical climate
Concern for Ethical and
Societal Issues
3
Ethical Challenges
Situation in which a business decision may be influenced for personal gain.
Telling the truth and adhering to deeply felt ethical principles in business decisions.
Businesspeople expect employees to be loyal and truthful, but ethical conflicts may arise.
4
The Contemporary Ethical Environment
High-profile investigations and arrests in headlines.
Vast majority of businesses are ethical.
New corporate officers charged with deterring wrongdoing and ensuring ethical standards.
See how Walmart highlights corporate responsibility on its website.
5
Individuals can make the difference in ethical expectations and behavior.
Putting own interest ahead of the organization
Lying to employee
Misrepresenting hours
Safety violations
Internet abuse
Technology is expanding unethical behavior.
Individuals Make a Difference
6
Development of Personal Ethics
7
How Organizations Shape Ethical Conduct
Code of Conduct: Formal statement that defines how the organization expects and requires employees to resolve ethical questions
8
Ethical Leadership
Executives must demonstrate ethical behavior in their actions.
use clear, explicit language rather than euphemisms for corrupt behavior
encourage behavior that generates and fosters ethical values
practi.
An Interesting Panel discussion including senior diversity representatives from KPMG and TD Bank Financial Group followed the opening sessions, focused on how diversity is actually being moved forward in these organizations. Session 1: Dr. Wendy Cukier: The Diversity Lens: Leading Practices in Recognizing the Benefits of Diversity, Session
Author: Wendy Cukier, Brenda Nadjiwan, Dave Crisp, Michael Bach, Beth Grudzinski
Description:
An Interesting Panel discussion including senior diversity representatives from KPMG and TD Bank Financial Group followed the opening sessions, focused on how diversity is actually being moved forward in these organizations. Session 1: Dr. Wendy Cukier: The Diversity Lens: Leading Practices in Recognizing the Benefits of Diversity, Session
Diversity at WorkQuestions This Chapter Will Help Managers Answe.docxjacksnathalie
Diversity at Work
Questions This Chapter Will Help Managers Answer
1. Are there business reasons I should pay attention to “managing diversity”?
2. What are leading companies doing in this area?
3. What can I do to reverse the perception among many managers that the growing diversity of the workforce is a problem?
4. How can I maximize the potential of a racially and ethnically diverse workforce?
5. What can I do to accommodate women and older workers?
MAKING THE BUSINESS CASE FOR DIVERSITY
Sources: Chen, C. Y., & Hickman, J., “America's 50 Best Companies for Minorities.” Fortune, June 28, 2004, pp. 140-146; Society for Human Resource Management. (2004, August 5). What is the business case for diversity? Alexandria, VA: Author; Kochan, T., Bezrukova, K., Ely, R., Jackson, S., Joshi, A., Jehn, K., Leonard, J., Levine, D., & Thomas, D. (2003). The effects of diversity of business performance: Report of the diversity research network. Human Resource Management, 42 (1), 3-21; “The Diversity Factor.” Fortune, October 13, 2003, pp. S1-S12.
Human Resource Management in Action
Diversity is more than just a passing blip on the corporate conscience. Over the past few years it has become a major competitive factor for many companies, and even something they are proud of. Yet others remain to be convinced. They want the business justification for diversity to be sound and demonstrable. To do that, it's necessary to address five major issues. Here's how some companies responded:
1. How does diversity help an organization expand into global markets? “Our customers, suppliers, and strategic partners are increasingly global and multicultural. We must be positioned to relate to them” (Hewlett-Packard). “Our major growth opportunities will occur outside of our North American business. Our objectives for business growth for the next decade indicate that our international business will be as large as our domestic business. Diversity is a business imperative. There is no way to achieve our business strategy unless we develop and utilize diversity in the marketplace to achieve competitive advantage around the world. Just five years ago all of our operations were located at U.S. headquarters. Now four of our seven businesses are located outside of the United States in different regions of the globe” (Procter & Gamble).
2. How can diversity help build brand equity, increase consumer purchasing, and grow the business? As a result of hiring a multicultural staff, including Hispanics, for its previously homogeneous marketing department, Amtrak learned that a large percentage of the Latino population in the West relies not only on Spanish language radio and newspapers for travel information but also on Latino Catholic publications. At least partly as a result of advertising in those publications as well, ridership on Amtrak's West Coast routes has increased by 47 percent. Corporate America also purchases supplies from minority-owned suppliers. How much? In 2000, it w ...
Diversity, Equity and Inclusion IIUnconscious Bias and GenDustiBuckner14
Diversity, Equity and Inclusion II
Unconscious Bias and
Gender/Age/Ethnic Stereotypes
1
2
Overview
3
What is unconscious bias?
How to manage the ageing workforce and age diversity in the workplace?
How can we practise inclusive leadership?
Unconscious Bias in Singapore
https://www.youtube.com/watch?v=Zpz5iVhoI7Y
Unconscious Bias
Unconscious biases are:
attitudes beyond our regular perceptions of ourselves and others
reinforced by our environment and experiences
the basis for a great deal of our patterns of behaviour about diversity.
Research is proving that we are biased towards the world around us and use stereotypes all the time. Our brains are wired towards patterns and similarity, while difference is harder to accommodate.
Adapted from Queensland Government
Impacts of Unconscious Bias
Where there is bias (conscious or unconscious) in the workplace, we continue to recruit, promote, allocate work, and manage performance with filters on our thinking. We cannot change what we do not see or acknowledge, but we can change conscious attitudes and beliefs.
Unconscious bias in the workplace can mean:
talented people are left out of your workforce or not allowed equal opportunity for development and career progression
diverse voices aren’t heard in meetings and decisions can be impaired
your culture is not genuinely demonstrating inclusive workplace principles
employees are not able to fully contribute to your organisation
creativity and productivity of your team or organisation may be compromised.
Adapted from Queensland Government
How to Overcome Unconscious Bias
Recruitment and hiring: Increase local outreach (women, minorities, veterans). Ensure a mix of interviewers and have a diverse slate of candidates. Look for bias in job descriptions. Hire talent, not just experience.
Performance reviews: It’s important to consider different cultural styles and match diverse high potentials with an executive sponsor. Ensure performance is measurable where possible.
Retention: Make sure people get credit for their ideas and be careful not to ignore, dismiss, interrupt or talk over other. Build relationships with employees you don’t know much about.
Understand your role as a leader: Make it safe to take risks and empower team members to make decisions. Take advice and implement feedback—listen, talk, discuss and give actionable feedback. Share that credit.
Adapted from http://www.valvemagazine.com/web-only/categories/business-management/9627-managing-unconscious-bias.html?fbclid=IwAR3DiY5jdwfrN8jhfVxx6yKsUnUCoH6pTeSeZpQBIOYGQROkTeQt7K_dRJo
Class Activity One
Read the article “How These 4 Tech Companies Are Tackling Unconscious Bias”: https://www.forbes.com/sites/laurencebradford/2018/09/19/how-these-4-tech-companies-are-tackling-unconscious-bias/
Identify the policies the tech companies are implementing to reduce unconscious bias.
Have you encountered unconscious bias before?
What can individuals do to ...
Answer questions separately in 2 pages single spaced 12 font size..docxSHIVA101531
Answer questions separately in 2 pages single spaced 12 font size.
Can put questions in and increase font size for questions to 25 and make it to two pages.
Questions are listed on the bottom of this page. There are 5 questions in total.
What is the role of an organization in Diversity?
Organizations that are committed to equality and inclusion must take steps to combat the examples of discrimination and harassment that have been covered in this chapter. And they must take steps to make diversity a goal in the pre-employment stages as well as in the post-employment stages. Anyone with managerial or supervisory responsibilities should pay careful attention to hiring and performance-rewarding practices, and make sure to rely on relevant information for making decisions and ignore race-based stereotypes. The following are examples of what leaders and organizations can do make sure employees feel valued.
Interview Selection Process
To ensure fairness for all applicants, organizations should use
highly structured interviews
during the selection process to avoid bias based on race or gender Highly structured interviews consists of the following 15 characteristics: “(1) job analysis, (2) same questions, (3) limited prompting, (4) better questions, (5) longer interviews, (6) control of ancillary information, (7) limited questions from candidates, (8) multiple rating scales, (9) anchored rating scales, (10) detailed notes, (11) multiple interviewers, (12) consistent interviewers, (13) no discussion between interviews, (14) training, and (15) statistical prediction.” Similarity bias can occur when interviewers prefer interviewees with whom they share similar traits. Organizations can mitigate this challenge if all 15 characteristics of a structured interview are used consistently with each job applicant.
Diversified Mentoring Relationships
Thanks to the rapid growth of international travel and globalization, managers are often called upon to manage a workforce that is increasingly diverse. Research has shown that racially and ethnically diverse firms have better financial performance than more homogeneous firms, because, as mentioned, employees from different backgrounds and with different experiences can give the firm a competitive advantage in various ways. It is necessary, however, that managers and those in positions of power are adequately equipped to manage diverse workforces in ways that are beneficial to all.
Diversified mentoring relationships
are relationships in which the mentor and the mentee differ in terms of their status within the company and within larger society. The differences could be in terms of race, gender, class, disability, sexual orientation, or other status. Research has found that these types of relationships are mutually beneficial and that the mentor and the mentee both have positive outcomes in terms of knowledge, empathy, and skills related to interactions with people from different power groups.
MANAGERI.
Core technology of Hyundai Motor Group's EV platform 'E-GMP'Hyundai Motor Group
What’s the force behind Hyundai Motor Group's EV performance and quality?
Maximized driving performance and quick charging time through high-density battery pack and fast charging technology and applicable to various vehicle types!
Discover more about Hyundai Motor Group’s EV platform ‘E-GMP’!
𝘼𝙣𝙩𝙞𝙦𝙪𝙚 𝙋𝙡𝙖𝙨𝙩𝙞𝙘 𝙏𝙧𝙖𝙙𝙚𝙧𝙨 𝙞𝙨 𝙫𝙚𝙧𝙮 𝙛𝙖𝙢𝙤𝙪𝙨 𝙛𝙤𝙧 𝙢𝙖𝙣𝙪𝙛𝙖𝙘𝙩𝙪𝙧𝙞𝙣𝙜 𝙩𝙝𝙚𝙞𝙧 𝙥𝙧𝙤𝙙𝙪𝙘𝙩𝙨. 𝙒𝙚 𝙝𝙖𝙫𝙚 𝙖𝙡𝙡 𝙩𝙝𝙚 𝙥𝙡𝙖𝙨𝙩𝙞𝙘 𝙜𝙧𝙖𝙣𝙪𝙡𝙚𝙨 𝙪𝙨𝙚𝙙 𝙞𝙣 𝙖𝙪𝙩𝙤𝙢𝙤𝙩𝙞𝙫𝙚 𝙖𝙣𝙙 𝙖𝙪𝙩𝙤 𝙥𝙖𝙧𝙩𝙨 𝙖𝙣𝙙 𝙖𝙡𝙡 𝙩𝙝𝙚 𝙛𝙖𝙢𝙤𝙪𝙨 𝙘𝙤𝙢𝙥𝙖𝙣𝙞𝙚𝙨 𝙗𝙪𝙮 𝙩𝙝𝙚 𝙜𝙧𝙖𝙣𝙪𝙡𝙚𝙨 𝙛𝙧𝙤𝙢 𝙪𝙨.
Over the 10 years, we have gained a strong foothold in the market due to our range's high quality, competitive prices, and time-lined delivery schedules.
Comprehensive program for Agricultural Finance, the Automotive Sector, and Empowerment . We will define the full scope and provide a detailed two-week plan for identifying strategic partners in each area within Limpopo, including target areas.:
1. Agricultural : Supporting Primary and Secondary Agriculture
• Scope: Provide support solutions to enhance agricultural productivity and sustainability.
• Target Areas: Polokwane, Tzaneen, Thohoyandou, Makhado, and Giyani.
2. Automotive Sector: Partnerships with Mechanics and Panel Beater Shops
• Scope: Develop collaborations with automotive service providers to improve service quality and business operations.
• Target Areas: Polokwane, Lephalale, Mokopane, Phalaborwa, and Bela-Bela.
3. Empowerment : Focusing on Women Empowerment
• Scope: Provide business support support and training to women-owned businesses, promoting economic inclusion.
• Target Areas: Polokwane, Thohoyandou, Musina, Burgersfort, and Louis Trichardt.
We will also prioritize Industrial Economic Zone areas and their priorities.
Sign up on https://profilesmes.online/welcome/
To be eligible:
1. You must have a registered business and operate in Limpopo
2. Generate revenue
3. Sectors : Agriculture ( primary and secondary) and Automative
Women and Youth are encouraged to apply even if you don't fall in those sectors.
Symptoms like intermittent starting and key recognition errors signal potential problems with your Mercedes’ EIS. Use diagnostic steps like error code checks and spare key tests. Professional diagnosis and solutions like EIS replacement ensure safe driving. Consult a qualified technician for accurate diagnosis and repair.
Things to remember while upgrading the brakes of your carjennifermiller8137
Upgrading the brakes of your car? Keep these things in mind before doing so. Additionally, start using an OBD 2 GPS tracker so that you never miss a vehicle maintenance appointment. On top of this, a car GPS tracker will also let you master good driving habits that will let you increase the operational life of your car’s brakes.
What Exactly Is The Common Rail Direct Injection System & How Does It WorkMotor Cars International
Learn about Common Rail Direct Injection (CRDi) - the revolutionary technology that has made diesel engines more efficient. Explore its workings, advantages like enhanced fuel efficiency and increased power output, along with drawbacks such as complexity and higher initial cost. Compare CRDi with traditional diesel engines and discover why it's the preferred choice for modern engines.
5 Warning Signs Your BMW's Intelligent Battery Sensor Needs AttentionBertini's German Motors
IBS monitors and manages your BMW’s battery performance. If it malfunctions, you will have to deal with an array of electrical issues in your vehicle. Recognize warning signs like dimming headlights, frequent battery replacements, and electrical malfunctions to address potential IBS issues promptly.
Why Is Your BMW X3 Hood Not Responding To Release CommandsDart Auto
Experiencing difficulty opening your BMW X3's hood? This guide explores potential issues like mechanical obstruction, hood release mechanism failure, electrical problems, and emergency release malfunctions. Troubleshooting tips include basic checks, clearing obstructions, applying pressure, and using the emergency release.
What Does the PARKTRONIC Inoperative, See Owner's Manual Message Mean for You...Autohaus Service and Sales
Learn what "PARKTRONIC Inoperative, See Owner's Manual" means for your Mercedes-Benz. This message indicates a malfunction in the parking assistance system, potentially due to sensor issues or electrical faults. Prompt attention is crucial to ensure safety and functionality. Follow steps outlined for diagnosis and repair in the owner's manual.
In this presentation, we have discussed a very important feature of BMW X5 cars… the Comfort Access. Things that can significantly limit its functionality. And things that you can try to restore the functionality of such a convenient feature of your vehicle.
"Trans Failsafe Prog" on your BMW X5 indicates potential transmission issues requiring immediate action. This safety feature activates in response to abnormalities like low fluid levels, leaks, faulty sensors, electrical or mechanical failures, and overheating.
What Does the Active Steering Malfunction Warning Mean for Your BMWTanner Motors
Discover the reasons why your BMW’s Active Steering malfunction warning might come on. From electrical glitches to mechanical failures and software anomalies, addressing these promptly with professional inspection and maintenance ensures continued safety and performance on the road, maintaining the integrity of your driving experience.
3. 8-3
Learning Objectives
L01: Describe how changes in the U.S.
workforce make diversity a critical
organizational and managerial issue.
L02: Distinguish between affirmative action
and managing diversity.
L03: Explain how diversity, if well managed,
can give organizations a competitive edge.
L04: Identify challenges associated with
managing a diverse workforce.
4. 8-4
Learning Objectives
L05: Define monolithic, pluralistic, and
multicultural organizations.
L06: List steps managers and their
organizations can take to cultivate diversity.
L07: Summarize the skills and knowledge
managers need to manage globally.
L08: Identify ways in which cultural
differences across countries influence
management.
5. 8-5
Managing Diversity
Involves recruiting, training, promoting,
and utilizing to full advantage individuals
with different backgrounds, beliefs,
capabilities, and cultures.
Understanding and deeply valuing
employee differences to build a more
effective and profitable organization.
Valuing the connections that arise and
develop between diverse employees.
9. 8-9
Gender Demographics
Women make up about 465 of the workforce
Women in the workforce climbed from 1970s
and 1990s and is now holding steady as rate
of men declines
About 60% of all marriages are dual-earner
marriages
One of every four married women in two-income
households earns more than her
husband does
10. 8-10
Gender Issues
Women still carry the bulk of family
responsibility
Some companies expect employees to put in
long hours and sacrifice personal lives
Organizations are becoming more flexible in
balancing organizational and employee needs
Pay disparities still exist between men and
women
“Glass ceiling” barrier is a reality for many
women
Sexual harassment in the workplace has
increased
11. 8-11
Glass Ceiling
Invisible barrier that makes it difficult for
women and minorities to rise above a certain
level in the organization
Currently 12 women are chief executives of
Fortune 500 companies
Some companies are offering activities to
help female employees break through the
glass ceiling
12. 8-12
Sexual Harassment
Conduct of a sexual nature that has negative
consequences for employment
Two categories
Quid pro quo: submission to or rejection of sexual
conduct is used as a basis for employment
decision.
Hostile environment: when unwelcome sexual
conduct “has the purpose or effect of
unreasonably interfering with job performance or
creating an intimidating, hostile, or offensive
working environment.”
13. 8-13
Components of a Sexual Harassment
Policy
1. Develop a comprehensive organization-wide
policy on sexual harassment and
present it to all current and new employees.
2. Hold training sessions with supervisors to
explain Title VII requirements, their role in
providing an environment free of sexual
harassment, and proper investigative
procedures when charges occur.
14. 8-14
Components of a Sexual Harassment
Policy
3. Establish a formal complaint procedure in
which employees can discuss problems
without fear of retaliation.
4. Act immediately when employees complain
of sexual harassment.
5. When an investigation supports employee
charges, discipline the offender at once.
6. Follow up on all cases to ensure a
satisfactory resolution of the problem.
15. 8-15
Minorities and Immigrants
Black, Asian, and Hispanic workers hold more than one
of every four U.S. jobs
Asian and Hispanic workforces are growing the fastest
in the U.S., followed by African American workforce
Three in ten college enrollees are people of color.
Foreign-born workers make up more than 15% of the
U.S. civilian labor force. About half of these workers are
Hispanic, and 22% are Asian.
The younger Americans are, the more likely they are to
be persons of color.
One in 66 people in the U.S. identifies himself or herself
as multiracial, and the number could soar to 1 in 5 by
2050.
16. 8-16
What’s going on with minorities?
White males are no longer dominating the
workforce in urban areas
Managing diversity is becoming more than
eliminating discrimination
Capitalizing on the wide variety of skills
available in the labor market
There are still disparities in employment and
earnings
Unemployment rates are higher for Hispanics
and African Americans
Median earnings for white workers is higher
than those for Hispanics and African Americans
17. 8-17
Overcoming disparities
Organizations have policies and programs to
increase minority representation, including
compensation systems that reward managers
for increasing the diversity of their operations.
Companies are focusing on developing, hiring
and retaining minority executives based on their
ability to manage an ever-more-diverse
workforce and to serve an increasing number of
clients and customers with varied backgrounds
18. 8-18
Mentally and Physically Disabled
People
Largest unemployed minority population
in the U.S. is people with disabilities.
New assistive technologies are making it
easier for companies to comply with
ADA and for people with disabilities to
be productive on the job.
People with disabilities are an
unexplored but fruitful labor force.
19. 8-19
Tomorrow’s workers
The number of women, Asian Americans,
African Americans, and Hispanic workers are
growing faster than the number of white male
workers
Lower birth rates in the U.S. will result in a
smaller labor force leading to outsourcing to
firms in developing nations
Median age of America’s workforce is
increasing
70% of workers between the ages of 45 and 74
intend to work in retirement
21. 8-21
Walgreens Employs the
“Unemployable”
Read the story on page 180
What competitive advantage might
Walgreens gain with its proactive stance
toward hiring workers with disabilities?
What challenges might Walgreens face
in managing this workforce?
22. 8-22
Managing Diversity vs. Affirmative
Action
Managing Diversity: moving beyond
legislated mandates to embrace a
proactive business philosophy that sees
differences as positive
Affirmative Action: Special efforts to
recruit and hire qualified members of
groups that have been discriminated
against in the past
23. 8-23
Diversity as a competitive advantage
Ability to attract and retain motivated
employees
Better perspective on a differentiated
market
Ability to leverage creativity and
innovation in problem solving
Enhancement of organizational flexibility
25. 8-25
The challenges of managing a diverse
workforce
Seeing the world from another’s perspective can
be difficult
Diversity can create a lack of cohesiveness
Communication problems such as
misunderstandings, inaccuracies, inefficiencies,
and slowness
People prefer to associate with others who are
like themselves
We learn to interpret the world in a certain way
based on our backgrounds and experiences
27. 8-27
Multicultural Organizations
Monolithic Organization – one that has a low
degree of structural integration-employing few
women, minorities, or other groups that differ
from the majority-and thus has a highly
homogeneous employee population
Pluralistic Organization – An organization that
has a relatively diverse employee population
and makes an effort to involve employees from
different gender, racial or cultural backgrounds
28. 8-28
Multicultural Organizations (cont’d)
Multicultural Organization – one that
values cultural diversity and seeks to
utilize and encourage it.
29. 8-29
Five Components of Cultivating a
Diverse Workforce
1. Securing top management’s leadership
and commitment
2. Assessing the organization’s progress
toward goals
3. Attracting employees
4. Training employees in diversity
5. Retaining employees
30. 8-30
Attract Qualified Diverse Employees
Recruitment
Accommodating work and family needs
Alternative work arrangements
31. 8-31
Train employees to understand and
work with diversity
Awareness building: designed to
increase recognition of the meaning and
importance of valuing diversity
Skill building: aims to develop the skills
that employees and managers need to
deal effectively with one another and
with customers in a diverse environment
32. 8-32
Retain talented employees
Support groups – provide emotional and
career support for those excluded from
the majority’s informal groups
Mentoring – when higher-level
employees help ensure that high-potential
people are introduced to top
management and socialized into the
norms and values of the organization.
33. 8-33
Retain Talented Employees
Career development and promotions
Systems accommodation
Accountability
35. 8-35
Successful Global Managers
have…
Sensitivity to cultural
differences
Business knowledge
Courage to take a
stand
Ability to bring out
the best in people
Integrity
Insightfulness
Commitment to
success
Risk taking
Use of feedback
Cultural
adventurousness
Desire for
opportunities to learn
Openness to criticism
Desire for feedback
Flexibility
36. 8-36
Successful global assignments
Structure assignments clearly
Create clear job objectives
Develop performance measurements
based on objectives
Use effective, validated selection and
screening criteria
Prepare expatriates and families for
assignments
37. 8-37
Successful Global Assignments
(cont’d)
Create a vehicle for ongoing
communication with expatriates
Anticipate repatriation to facilitate
reentry when they come back home
Consider developing a mentor program
that will help monitor and intervene in
case of trouble
38. 8-38
Cultural Differences
Power distance – the extent to which a society
accepts the fact that power in organizations is
distributed unequally
Individualism/collectivism – the extent to which
people act on their own or as a part of a group
Uncertainty avoidance – the extent to which people
in a society feel threatened by uncertain and
ambiguous situations
Masculinity/Femininity – the extent to which a
society values quantity of life over quality of life
39. 8-39
Five core values
1. Compassion
2. Fairness
3. Honesty
4. Responsibility
5. Respect for other