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    Chap 0023

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    yousef olabi
    Managing Diversity: Releasing Every Employee's Potential. Define diversity and review the four layers of diversity. Explain the difference between affirmative action and managing diversity.

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    Chap 0023

    Uploaded by

    yousef olabi
    88 views26 pages
    Managing Diversity: Releasing Every Employee's Potential. Define diversity and review the four layers of diversity. Explain the difference between affirmative action and managing diversity.

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    © Attribution Non-Commercial (BY-NC)

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    Managing Diversity: Releasing Every Employee's Potential. Define diversity and review the four layers of diversity. Explain the difference between affirmative action and managing diversity.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    88 views26 pages

    Chap 0023

    Uploaded by

    yousef olabi
    Managing Diversity: Releasing Every Employee's Potential. Define diversity and review the four layers of diversity. Explain the difference between affirmative action and managing diversity.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 26

    Managing Diversity: Releasing Every Employees Potential

    McGraw-Hill/Irwin

    Chapter 2

    Copyright 2010 by the McGraw-Hill Companies, Inc. All rights reserved.


    2008The McGraw-Hill Companies, Inc. All rights reserved.

    Ch. 2 Learning Objectives


    1. Define diversity and review the four layers of diversity. 2. Explain the difference between affirmative action and managing diversity. 3. Explain why Alice Eagly and Linda Arlie believe that a womens career is best viewed as traveling through a labyrinth. 4. Review the demographic trends pertaining to racial groups, educational mismatches, and an aging workforce.
    2-2

    Ch. 2 Learning Objectives (cont)


    5. Highlight the managerial implications of increasing diversity in the workforce. 6. Describe the positive and negative effects of diversity by using social categorization theory and information/decision-making theory. 7. Identify the barriers and challenges to managing diversity. 8. Discuss the organizational practices used to effectively manage diversity as identified by R. Roosevelt Thomas, Jr.
    2-3

    Understanding Diversity
    Diversity: Host of individual differences that make us similar and different from each other Please stand up.. If the statement made doesnt pertain to you have a seat! If a statement does describe you, stand up again!

    2-4

    The Four Layers of Diversity


    Functional Level/ Classification
    Geographic Location Mgmt. Status Marital Status

    Age

    Income

    Work Content/ Field

    Parental Status

    Race

    Personality
    Ethnicity Physical Ability Educational Background
    Sexual Orientation

    Personal Habits
    Recreational Habits

    Appearance

    Union Affiliation

    Division/ Dept./ Unit/ Group

    Work Experience Work Location

    Religion

    Source: L Gardenswartz and A Rowe, Diverse Teams at Work: Capitalizing on the Power of Diversity (New York: McGraw-Hill, 1994), p. 33

    Seniority

    2-5

    Test Your Knowledge


    Sam is a 55 year-old, male Sales Manager for XYZ corporation. He likes to drive fast cars and is Native American. Which layer of diversity has not been mentioned about Sam?
    A.Personality B. Internal C. External D.Organizational
    2-6

    Affirmative Action
    Goal: Prevent discrimination Never required to hire unqualified people
    Your Opinion Have affirmative action programs been good for society? A=Yes, B=No Are affirmative action programs still necessary? A=Yes, B=No
    2-7

    Managing Diversity
    Enables all people to perform up to their maximum potential. How can managing diversity be a competitive advantage?
    2-8

    Increased Workforce Diversity - Women


    Glass Ceiling Invisible barrier blocking women and minorities from top management positions Women CEOs (as of 2008): 12 of Fortune 500 24 of Fortune 1000
    2-9

    Navigating a Labyrinth
    Women have made great strides in organizational power and influence Labyrinth maze, difficult to find ones way Womens careers have similar twists, turns and obstructions
    2-10

    Increased Workforce Diversity - Race


    Racial minorities are growing 2007 998 racebased charges of discrimination to EEOC
    2-11

    Education and Personal Income

    2-12

    Does the US have the skills to compete?


    Worlds population of college students
    30% 30 years ago now 14%

    American students place in the middle to bottom of the pack in comparison to international counterparts in achievement in
    Math Science General literacy

    2-13

    Increased Workforce Diversity - Age

    2-14

    Generational Differences

    2-15

    Your Experience
    For school group projects, it has been easier to work with groups we could choose rather than ones the professor chose.
    1= Strongly Disagree 2 = Disagree 3 = Neutral 4 = Agree 5 = Strongly Agree

    2-16

    Managerial Implications - Gender


    Provide developmental assignments to women Facilitate the labyrinth-like path to career success Women should:
    Be exceptionally competent & seek out mentors Build social capital Assist work/life balance by delegating housework Improve negotiating skills Take credit for accomplishments Create a partnership with spouse to be mutually supportive Balance need to be assertive and communal

    2-17

    Managerial Implications Race & Education


    Race
    Provide meaningful mentoring relationships to people of color

    Education-based
    Encourage students to become educated in technical fields Provide remedial skills training

    2-18

    Managerial Implications Age


    Provide challenging work assignments that make a difference to the firm Give the employee considerable autonomy and latitude in completing a task. Provide equal access to training and learning opportunities when it comes to new technology. Provide frequent recognition for skills, experience, and wisdom gained over the years. Provide mentoring opportunities whereby older workers can pass on accumulated knowledge to younger employees. Ensure that older workers receive sensitive, high-quality supervision Design a work environment that is both stimulating and fun.
    2-19

    Pros and Cons of Diversity


    Social categorization theory Similarity leads to liking and attraction Information/Decision-Making Theory Diversity leads to better task-relevant processes and decision-making

    2-20

    A Process Model of Diversity

    2-21

    Effects of Diverse Work Environments


    lower job satisfaction, higher turnover, and lower productivity

    Gender and racial diversity in a work group

    fosters more interpersonal conflict which leads to

    2-22

    Effects of Diverse Work Environments


    Demographic faultline Hypothetical dividing lines that may split a group into subgroups based on one or more attributes
    Diverse groups had positive outcomes when.

    members were open-minded, discussed and shared information, and displayed integrative behavior
    2-23

    Managing Diversity

    What can organizations do to facilitate the POSITIVE outcomes of diversity?


    2-24

    Challenges to Managing Diversity

    What barriers exist for organizations trying to manage diversity?


    2-25

    Thomass Generic Action Options


    Responses to handling diversity issues: Option 1: Include/Exclude Option 2: Deny Which ones are Option 3: Assimilate most effective for Option 4: Suppress managing diversity? Option 5: Isolate Option 6: Tolerate Option 7: Build Relationships Option 8: Foster Mutual Adaptation
    2-26

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