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Meeting the Challenge of Diversity

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Meeting the Challenge of Diversity CHAPTER 13 0
Learning Objectives ,[object Object],[object Object],[object Object],[object Object],0
Learning Objectives (contd.) ,[object Object],[object Object],[object Object],0
Meeting the Challenge of Diversity ,[object Object],[object Object],Smart managers value diversity & enforce the value in decisions 0 Religion Ethnicity Disability Economic level Age Education Race Sexual orientation Gender
Valuing Diversity ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],0
Valuing Diversity (contd.) ,[object Object],[object Object],[object Object],0
Corporate Diversity in the U.S. ,[object Object],[object Object],[object Object],0
Workforce Diversity ,[object Object],0
Dimensions of Diversity Person Race Physical Ability Sexual Orientation Ethnicity Gender Age Primary Dimensions Secondary Dimensions Education Marital Status Parental Status Work Background Income Geographic Location Military Experience Religious Beliefs Primary Dimensions Inborn difference - Have an impact throughout one’s life Secondary Dimensions Acquired or changed throughout one’s lifetime Have less impact – still impact self definition 0
Monoculture & Diversity ,[object Object],[object Object],0
Attitudes Toward Diversity ,[object Object],[object Object],[object Object],Goal for organizations seeking cultural diversity is pluralism 0
The Changing Workplace Dramatic Changes in the Customer Base Changing Composition of Workforce There are more women, people of color, and immigrants seeking opportunities Globalization Competition is intense 0
Challenges Minorities Face ,[object Object],[object Object],[object Object],[object Object],0
Biculturalism ,[object Object],Means minorities use to deal with bias in the workplace 0
Challenges For Management CHALLENGES OF CULTURAL DIVERSITY Source: Taylor H. Cox and Stacy Blake,”Managing Cultural Diversity: Implications For Organizational Competitiveness,” Academy of Management Executive 5, no 3 (1991), 45-56 Exhibit 13.3 0 Organization Culture  Valuing differences  Prevailing value system  Cultural inclusion HR Management Systems (Bias Free?)  Recruitment  Training and development  Performance appraisal  Compensation and benefits  Promotion Higher Career Involvement of Women  Dual-career couples  Sexism and sexual harassment  Work-family conflict Heterogeneity in Race/Ethnicity/Nationality  Effect on cohesiveness, communication, conflict, morale  Effects of group identity on interaction (e.g., stereotyping)  Prejudice (racism, ethnocentrism)  Promoting knowledge and acceptance Education Programs  Educate management on valuing differences  Taking advantage of the opportunities that diversify provides Mind-Sets about Diversity  Problem or opportunity?  Level of majority-culture buy-in (resistance or support)  Challenge met or barely addressed?
Affirmative Action Current Debate ,[object Object],[object Object],[object Object],[object Object],0
Glass Ceiling ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],0
Inclusive Practices in the Workplace ,[object Object],[object Object],[object Object],[object Object],[object Object],Current Responses to Diversity 0
Diversity Initiatives ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],0
Stages of Diversity Awareness Source: Based on M. Bennett, “A developmental Approach to Training for Intercultural Sensitivity,” International journal of Intercultural relations 10 (1986), 176-196. Highest Level of Awareness Lowest Level of Awareness Denial  No awareness of cultural differences  Parochial view of the world  In extreme cases, may claim other cultures are subhuman Defense  Perceives threat against one’s comfortable worldview  Uses negative stereotyping  Assumes own culture superior Minimizing Differences  Focuses on similarities among all peoples  Hides or trivializes cultural differences  Accepts behavioral differences and underlying differences in values  Recognizes validity of other ways of thinking and perceiving the world Acceptance Adaptation  Able to empathize with those of other cultures  Able to shift from one cultural perspective to another Integration  Multicultural attitude-enables one to integrate differences and adapt both cognitively and behaviorally Exhibit 13.6 0
Organizational Relationships ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Two Issues of Concern of Close Relationships in the Workplace 0
Global Diversity Programs ,[object Object],[object Object],[object Object],[object Object],[object Object],0
High and Low Context Cultures Chinese Korean Japanese Vietnamese Arab Greek Spanish Italian English North American Scandinavian Swiss German High Context Low Context 0
Leveraging Diversity ,[object Object],[object Object],0
Managing Multicultural Teams ,[object Object],[object Object],[object Object],[object Object],[object Object],0

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Meeting the Challenge of Diversity

  • 1. Meeting the Challenge of Diversity CHAPTER 13 0
  • 2.
  • 3.
  • 4.
  • 5.
  • 6.
  • 7.
  • 8.
  • 9. Dimensions of Diversity Person Race Physical Ability Sexual Orientation Ethnicity Gender Age Primary Dimensions Secondary Dimensions Education Marital Status Parental Status Work Background Income Geographic Location Military Experience Religious Beliefs Primary Dimensions Inborn difference - Have an impact throughout one’s life Secondary Dimensions Acquired or changed throughout one’s lifetime Have less impact – still impact self definition 0
  • 10.
  • 11.
  • 12. The Changing Workplace Dramatic Changes in the Customer Base Changing Composition of Workforce There are more women, people of color, and immigrants seeking opportunities Globalization Competition is intense 0
  • 13.
  • 14.
  • 15. Challenges For Management CHALLENGES OF CULTURAL DIVERSITY Source: Taylor H. Cox and Stacy Blake,”Managing Cultural Diversity: Implications For Organizational Competitiveness,” Academy of Management Executive 5, no 3 (1991), 45-56 Exhibit 13.3 0 Organization Culture  Valuing differences  Prevailing value system  Cultural inclusion HR Management Systems (Bias Free?)  Recruitment  Training and development  Performance appraisal  Compensation and benefits  Promotion Higher Career Involvement of Women  Dual-career couples  Sexism and sexual harassment  Work-family conflict Heterogeneity in Race/Ethnicity/Nationality  Effect on cohesiveness, communication, conflict, morale  Effects of group identity on interaction (e.g., stereotyping)  Prejudice (racism, ethnocentrism)  Promoting knowledge and acceptance Education Programs  Educate management on valuing differences  Taking advantage of the opportunities that diversify provides Mind-Sets about Diversity  Problem or opportunity?  Level of majority-culture buy-in (resistance or support)  Challenge met or barely addressed?
  • 16.
  • 17.
  • 18.
  • 19.
  • 20. Stages of Diversity Awareness Source: Based on M. Bennett, “A developmental Approach to Training for Intercultural Sensitivity,” International journal of Intercultural relations 10 (1986), 176-196. Highest Level of Awareness Lowest Level of Awareness Denial  No awareness of cultural differences  Parochial view of the world  In extreme cases, may claim other cultures are subhuman Defense  Perceives threat against one’s comfortable worldview  Uses negative stereotyping  Assumes own culture superior Minimizing Differences  Focuses on similarities among all peoples  Hides or trivializes cultural differences  Accepts behavioral differences and underlying differences in values  Recognizes validity of other ways of thinking and perceiving the world Acceptance Adaptation  Able to empathize with those of other cultures  Able to shift from one cultural perspective to another Integration  Multicultural attitude-enables one to integrate differences and adapt both cognitively and behaviorally Exhibit 13.6 0
  • 21.
  • 22.
  • 23. High and Low Context Cultures Chinese Korean Japanese Vietnamese Arab Greek Spanish Italian English North American Scandinavian Swiss German High Context Low Context 0
  • 24.
  • 25.