Chapter 5 Managing Diversity

Management
Fourteenth Edition Chapter 5

Managing Diversity
Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved
Learning Objectives
5.1 Define workplace diversity and explain why managing it is so
important.
Develop your skill at valuing and working with diverse individuals
and teams.
5.2 Describe the changing workplaces in the United States and around
the world.
5.3 Explain the different types of diversity found in workplaces.
5.4 Discuss the challenges managers face in managing diversity.
5.5 Describe various workplace diversity management initiatives
Know how to find a great sponsor/mentor.
What is Workplace Diversity?
Workforce diversity: the ways in which
people in an organization are different from
and similar to one another
Types of Diversity
• Surface-level diversity: Easily perceived
differences that may trigger certain stereotypes, but
that do not necessarily reflect the ways people
think or feel.
Surface- level of diversity can be distinguished by
appearance. Examples sex, age, race, ethnicity,
body size, visible disabilities etc.
Types of Diversity
• Deep-level diversity: Differences in values,

personality, and work preferences
Diversity in characteristics that are nonobservable
such as attitudes, values, and beliefs, such as
religion.
Why is Managing Workplace Diversity So
Important?
• People management
• Organizational performance
• Strategic
Exhibit 5-2
Benefits of Workforce Diversity
People Management
• Better use of employee talent
• Increased quality of team problem-solving efforts
• Ability to attract and retain employees of diverse backgrounds
Organizational Performance
• Reduced costs associated with high turnover, absenteeism, and lawsuits
• Enhanced problem-solving ability
• Improved system flexibility
Strategic
• Increased understanding of the marketplace, which improves ability to better market to diverse consumers
• Potential to improve sales growth and increase market share
• Potential source of competitive advantage because of improved innovation efforts
• Viewed as moral and ethical; the "right " thing to do
Exhibit 5-2 shows the three main categories of workforce diversity benefits: people
management, organizational performance, and strategic.
The Changing Workplace: Characteristics
of the U.S. Population
• Total population of the United States
• Racial/ethnic groups
• Aging population
Exhibit 5-3
Changing Population Makeup of the United States
Group 2015 2050

Foreign-born 14% 19%
Racial/ethnic groups blank blank
White* 72% 47%
Hispanic 12% 29%
Black* 12% 13%
Asian* 4% 9%
* = Non-Hispanic blank blank
American Indian/Alaska Native not included. blank blank
What About Global Workforce Changes?
• Total world population: The total world population in 2016
is estimated at over 7.3 billion individuals. However, that
number is forecasted to hit 9 billion
• by 2050, Aging population
Exhibit 5-4
Global Aging: How Much Do You Know?
1. True or False: At age 65, life expectancy is expected to be an additional 20 years.
2. The world’s older population (60 and older) is expected to change from 841 million in 2013 to ______
people in 2050?
a. decrease to 500 million
b. decrease to 750 million
c. increase to 1.5 billion
d. increase to 2 billion
3. Which of the world’s continents has the highest percentage of older people (age 60 or older)?
a. North America
b. Latin America
c. Europe
d. Asia
4. True or False: The worldwide median age was 27 in 2015.
5. Which country had the world’s highest percentage of older people in 2013?
a. Sweden
b. Japan
c. China
d. Italy
Exhibit 5-4
Global Aging: Answers
Answers to quiz:
1. True. At age 60, people worldwide can expect to live an additional 20 years. That
number is smaller in least developed countries (17 years) and higher in more developed
countries (23 years). According to the United Nations, African countries and Asian
countries (excluding Japan) are examples of least developed countries. The United
States and Sweden are examples of more developed countries.
2. d. The number of older people is expected to be approximately 2 billion people in 2050.
3. c. Four of the top five countries with the greatest percentage of older people (age 60 or
older) are located on the European continent: Italy (26.9%), Germany (26.8%), and
Bulgaria and Finland (26.1%).
4. False. The worldwide median age was estimated to be about 30 in 2015. That age was
24 in 1950, and it is expected to reach 36 by 2050.
5. b. Japan, with 32 percent of its population aged 60 or over, has supplanted Italy as the
world’s oldest major country.
Exhibit 5-5
Types of Diversity Found in Workplaces
Exhibit 5-5 shows several types of workplace diversity.

Workforce Diversity: Age and Gender
• Age: Both Title VII of the Civil Rights Act of 1964
and the Age Discrimination in Employment Act of
1967 prohibit age discrimination
• Gender: Women (49.8%) and men (50.2%) now
each make up almost half of the workforce
Workforce Diversity: Race and Ethnicity
• Race: the biological heritage (including skin color
and associated traits or personalities) that people
use to identify themselves.
• Ethnicity: social traits (such as cultural
background or allegiance) that are shared by a
human population.
Workforce Diversity: Disability/Abilities
and Religion
• Disability/abilities: the Americans With
Disabilities Act of 1990 prohibits discrimination
against persons with disabilities.
• Religion: Title VII of the Civil Rights Act prohibits
discrimination on the basis of religion
Workforce Diversity: and Other Types of
Diversity
• Workforce diversity means similarities and
differences among employees in terms of age,
cultural background, physical abilities and
disabilities, race, religion, gender, and sexual
orientation.
• Other types of diversity: diversity refers to any
dissimilarities or differences that might be present
in a workplace
Challenges in Managing Diversity: Personal
Bias
• Bias: (Unfairness) a tendency or preference
toward a particular perspective or ideology
• Prejudice: a preconceived belief, opinion, or
judgment toward a person or a group of people
Challenges in Managing Diversity:
Stereotyping and Discrimination
• Stereotyping: judging a person based on a
perception of a group to which that person
belongs
• Discrimination: is the unfair or prejudicial
treatment of people and groups based on
characteristics such as race, gender, age or an
ethical.
Glass Ceiling
• Glass ceiling: the invisible barrier that separates
women and minorities from top management
positions
• The Glass Ceiling Factors affecting: • Performance • Salaries and • Advancement of
Female Managers
The Legal Aspect of Workplace Diversity
• Workplace diversity needs to be more than
understanding and complying with federal laws
Mentoring
• Mentoring: a process whereby an experienced
organizational member (a mentor) provides advice
and guidance to a less experienced member.
Exhibit 5-9
What a Good Mentor Does
Exhibit 5-9 looks at what a good mentor does.

Diversity Skills Training
• Diversity skills training: specialized training to
educate employees about the importance of
diversity and to teach them skills for working in a
diverse workplace
Employee Resource Groups
• Employee resource groups: groups made up of
employees connected by some common
dimension of diversity
Review Learning Objective 5.1
• Define workplace diversity and explain why
managing it is so important.
– Workplace diversity is the ways in which people in an
organization are different from and similar to one
another
– Why it’s important:
 People management benefits
 Organizational performance benefits
 Strategic benefits
• Describe the changing workplaces in the
United States and around the world.
– United States
 Total increase in population
 Changing components of racial/ethnic groups
 An aging population
– The world:
 Total world population
 Aging of that population
• Explain the different types of diversity found in
workplaces.
– Age (older workers and younger workers)
– Gender (male and female)
– Race and ethnicity (racial and ethnic classifications)
– Disability/abilities (people with a disability that limits
major life activities)
– Religion (religious beliefs and religious practices)
– Sexual orientation and gender identity (gay, lesbian,
bisexual, and transgender)
– Other (e.g., socioeconomic background, physical
attractiveness, obesity, job seniority, etc.)
• Discuss the challenges managers face in
managing diversity.
– Bias is a tendency or preference toward a particular
perspective or ideology
– Prejudice, which is a preconceived belief, opinion, or
judgment toward a person or a group of people
– Glass ceiling refers to the invisible barrier that
separates women and minorities from top management
positions
• Describe various workplace diversity
management initiatives.
– Some of the federal laws on diversity include:
 Title VII of the Civil Rights Act
 The Americans with Disabilities Act
 Age Discrimination in Employment Act
– Workplace diversity initiatives to diversity include
mentoring, diversity skills training, and employee
resource groups
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Management

Fourteenth Edition Chapter 5

• Deep-level diversity: Differences in values,

Group 2015 2050

Exhibit 5-5 shows several types of workplace diversity.

Exhibit 5-9 looks at what a good mentor does.

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