CH12-Managing Diversity

CH12-Managing Diversity

1. THE CHANGING WORKPLACE

   • Diversity in USA. some of the changes reshaping the workplace:
     • Aging workforce.
     • Growth in Hispanic and Asian workers
     • Minority purchasing power.
     • Growth in foreign-born population.

2. MANAGING DIVERSITY

   • DIVERSITY: is defined as all the ways in which people differ.
     • difference between the traditional model and the inclusive model of diversity:
     • managing diversity: is creating a climate in which the potential advantages of diversity for organizational or group performance are maximized while the potential disadvantages are minimized.
   • Dividends of Workplace Diversity
     • The dividends of diversity include the following:
       • Better use of employee talent.
       • Increased understanding of the marketplace.
       • The enhanced breadth of understanding in leadership positions.
       • Increased quality of team problem solving
       • Reduced costs associated with high turnover, absenteeism, and lawsuits

3. FACTORS SHAPING PERSONAL BIAS

   • organizations are seeking managers who will serve as catalysts in the workplace to reduce barriers and eliminate obstacles for disadvantaged people.
   • Prejudice, Discrimination, and Stereotypes
     • PREJUDICE is the tendency to view people who are different as being deficient
     • DISCRIMINATION: When someone acts out their prejudicial attitudes toward people who are the targets of their prejudice.
     • STEREOTYPES: rigid, exaggerated, irrational belief associated with a particular group of people
       • Stereotypes are often based on folklore, media portrayals, and other unreliable sources of information.
       • Stereotypes contain negative connotations
       • Stereotypes assume that all members of a group have the same characteristics.
       • stereotype threat: a psychological experience of a person who, usually engaged in a task, is aware of a stereotype about his or her identify group suggesting that he or she will not perform well on that task.
     • ETHNOCENTRISM: is the belief that one’s own group and subculture are inherently superior to other groups and cultures
       • Monoculture: a culture that accepts only one way of doing things and one set of values and beliefs
       • ethnorelativism: the belief that groups and subcultures are inherently equal.
       • pluralism: an environment in which the organization accommodates several subcultures, including employees who would otherwise feel isolated and ignored.

4. FACTORS AFFECTING WOMEN’S CAREERS

   • The glass ceiling is an invisible barrier that separates women from top management positions.
   • women and minorities are often excluded from informal manager networks and often don’t get access to the type of general and line management experience that is required for moving to the top.
   • Opt-Out Trend
     • Many women are never hitting the glass ceiling because they choose to get off the fast track long before it comes into view
   • The Female Advantage
     • People think women might actually be better managers, partly because of a more collaborative, less hierarchical, relationship-oriented approach that is in tune with today’s global and multicultural environment.
     • women of all races and ethnic groups are outpacing men in earning bachelor’s and master’s degrees.

5. CULTURAL COMPETENCE

   • The ability to interact effectively with people of different cultures.
   • These steps create cultural competence among employees by helping them better understand, communicate with, and successfully interact with diverse coworkers:
     • Step 1: Uncover diversity problems in the organization
     • Step 2: Strengthen top management commitment.
     • Step 3: Choose solutions to fit a balanced strategy.
     • Step 4: Demand results and revisit the goals.
     • Step 5: Maintain momentum to change the culture.

6. DIVERSITY INITIATIVES AND PROGRAMS

   • Today’s managers choose from a variety of solutions that create cultural competence. These initiatives may include:
     • Changing Structures and Policies
     • Expanding Recruitment Efforts
     • Establishing Mentor Relationships
       • A mentor is a higher-ranking organizational member who is committed to providing upward mobility and support to a protégé’s professional career
   • Accommodating Special Needs
     • Many people have special needs of which top managers may be unaware.
   • Providing Diversity Skills Training
     • diversity training: special training designed to educate employees about the importance of diversity, make people aware of their own biases, and teach them skills for communicating and working in a diverse workplace.
       • The first step is typically diversity awareness training to make employees aware of the assumptions they make and to increase people’s sensitivity and openness to those who are different from them.
       • The next step is diversity skills training to help people learn how to communicate and work effectively in a diverse environment
   • Increasing Awareness of Sexual Harassment
     • The following list categorizes various forms of sexual harassment :
       • Generalized
       • Inappropriate/offensive
       • Solicitation with promise of reward
       • Coercion with threat of punishment
       • Sexual crimes and misdemeanors

7. NEW DIVERSITY INITIATIVES

   • multicultural teams: teams made up of members from diverse national, racial, ethnic, and cultural backgrounds.
   • Employee network: groups are based on social identities, such as gender or race, and are organized by employees to focus on concerns of employees from that group.

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