© Prentice Hall, 2002 4 - 1 Modern Management 9 th edition.

© Prentice Hall, 2002 4 - 1

Modern Management9th edition

.


Objectives

• A definition of diversity and an understanding of its importance in the corporate structure

• An understanding of the advantages of having a diverse workforce

• An awareness of the challenges facing managers within a diverse workforce

• An understanding of the strategies for promoting diversity in organizations

• Insights into the role of the manager in promoting diversity in the organization

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DEFINING DIVERSITY

The Social Implications of Diversity

Majority and Minority Groups

Majority group:

Hold decision-making positions

Control resources and information

Access system rewards

Minority group:

Have fewer granted rights

Have lower status than majority

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ADVANTAGES OF DIVERSITY IN ORGANIZATIONS

Gaining and Keeping Market Share

Cost Savings

Increased Productivity and Innovation

Better-Quality Management

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ADVANTAGES OF DIVERSITY IN ORGANIZATIONS

Table 4.1 Advantages of a Diverse Workforce

• Improved ability to gain and keep market share• Cost savings• Increased productivity• A more innovative workforce• Minority and women employees who are more motivated• Better quality of managers• Employees who have internalized the message that “different” does not mean “less than’’• Employees who are accustomed to making use of differing worldviews, learning styles, and

approaches in the decision-making process and in the cultivation of new ideas• Employees who have developed multicultural competencies, such as learning to recognize, surface,

discuss, and work through work-related issues pertaining to global, cultural, or intergroup differences• A workforce that is more resilient when faced with change

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CHALLENGES THAT MANAGERS FACEIN WORKING WITH DIVERSE POPULATIONS

Changing Demographics

Five demographic issues for the twenty-first century:

Slowest growth since the 1930s

Average age rises and new entrant pool shrinks

More women enter workforce

Minorities make up larger share of new entrants

Immigrants represent largest share of increase

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Figure 4.1Percentages of U.S. populationover the age of 16 for selected minorities

%

o f

U. S

. P

O P

U L

A T

I O

N

(Black females)(Hispanic females **)(Hispanic males)(Black males)

(Asian females *)(Asian males)

YEARS

* Includes Asians, Pacific Islanders, ** No 1978 data availableAmerican Indians and Alaska Natives for Hispanics

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Ethnocentrism and Other Negative Dynamics

Ethnocentrism and Stereotyping

Discrimination

Tokenism and Other Challenges

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Negative Dynamics and Specific GroupsWoman

Gender RolesThe Glass Ceiling and Sexual Harassment

MinoritiesBicultural stress

Role conflictRole overload

Older WorkersStereotypes and Prejudices

Workers with Disabilities.



Figure 4.2Negative dynamics confronting women and minorities in organizations

WOMEN• Gender-role stereotypes

— expectations and prejudices

• Limits to organizational advancement (i.e., “glass ceiling”)

• High expectations from and scrutiny by other women

CHALLENGES IN COMMON• Discrimination in hiring, pay, and

promotions• Pressure to conform to the majority

culture at the expense of one’s own culture

• Hostile or stressful work environment:— too high visibility— too low visibility (e.g., tracked into

jobs with low responsibility, status,or opportunity for advancement)

• Dynamics of tokenism• Seen as representative spokesperson

for all members of one’s group• Isolation or lower degree of social

acceptance• Lack of opportunities for mentoring

and sponsorship

MINORITIES• Racial stereotypes,

ethnocentrism, and prejudices

• Bicultural stress• High expectations

from and scrutiny by other members of one’s group

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STRATEGIES FOR PROMOTINGDIVERSITY IN ORGANIZATIONS

Hudson Institute’s Recommended Strategies

Major issues:

Stimulate balanced world growth

Accelerate productivity increases in service industries

Maintain dynamism of aging workforce

Reconcile conflicting needs of women, work, and families

Fully integrate minority workers into economy

Improve education and skills of all workers

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Equal Employment and Affirmative Action

Organizational Commitment to DiversityIgnoring Differences

Complying with External Policies

Enforcing External Policies

Responding Inadequately

Implementing Adequate Programs

Taking Effective Action.



Figure 4.3Organizational diversity continuum

No diversity efforts:• Noncompliance with affirmative action & EEOC

Diversity efforts based on:• Compliance with affirmative action & EEOC policies• Inconsistent enforcement & implementation (those who breach policies may not be sanctioned unless noncompliance results in legal action)• Support of policies is not rewarded; organization relies on individual managers’ interest or commitment

Diversity efforts based on:• Compliance with & enforcement of affirmative action & EEOC policies• No organizational supports with respect to education, training• Inconsistent or poor managerial commitment

Diversity efforts based on:• Narrowly defined affirmative action & EEOC policies combined with 1-shot education &/or training programs• Inconsistent managerial commitment; rewards not tied to effective implementation of diversity programs & goal achievement• No attention directed toward organizational climate

Diversity efforts based on:• Effective implementation of affirmative action & EEOC policies• Ongoing education & training programs• Managerial commitment tied to organizational rewards• Minimal attention directed toward cultivating an inclusive & supportive organizational climate

Broad-based diversity efforts based on:• Effective implementation of affirmative action & EEOC policies• Organization-wide assessment & management’s top-down commitment to diversity• Managerial commitment tied to organizational rewards• Ongoing processes of organization assessment & programs for the purpose of creating an organizational climate that is inclusive & supportive of diverse groups

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Pluralism

Jean Kim’s strategies for workforce diversity:

‘‘Golden Rule” Approach

Assimilation Approach

‘‘Righting-the-Wrongs” Approach

Culture-Specific Approach

Multicultural Approach.


THE ROLE OF THE MANAGER

Planning

Organizing

Influencing

Controlling

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Management Development and Diversity Training

Basic Themes of Diversity Training

Focus of training programs:

Behavioral awareness

Acknowledgment of biases and stereotypes

Focus on job performance

Avoidance of assumptions

Modification of policy and procedure manuals

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Management Development and Diversity Training (con’t)

Stages in Managing a Diverse Workforce

“Unconscious incompetence”

“Conscious incompetence”

“Consciously competent’’

“Unconscious competence”

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Table 4.2Organizational Challenges and Supports

Related to Managing a Diverse WorkforceOrganizational ChallengesEmployee’s Difficulties in Coping with Cultural Diversity• Resistance to change• Ethnocentrism• Lack of information and misinformation• Prejudices, biases, and stereotypesReasons Employees Are Unmotivated to Understand Cultural

Differences• Lack of time and energy and unwillingness to assume the

emotional risk necessary to explore issues of diversity• Absence of social or concrete rewards for investing in diversity

work (e.g., lack of peer support and monetary rewards, unclear linkage between multicultural competence and career mobility)

• Interpersonal and intergroup conflicts arising when diversity issues are either ignored or mismanaged

Work Group Problems• Lack of cohesiveness• Communication problems• Employee stress

Organizational Supports

Educational Programs and Training to Assist Employees in Working Through Difficulties

Top-Down Management Support for Diversity• Managers who have diversity skills and

competence• Education and training• Awareness raising• Peer support• Organizational climate that support diversity• Open communication with manager about

diversity issues• Recognition for employee development of

diversity skills and competencies• Recognition for employee contributions to

diversity goals• Organizational rewards for managers’

implementation of organizational diversity goals and objectives

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Management Development and Diversity Training (con’t)

Stages in Managing a Diverse Workforce (con’t)Understanding and Influencing Employee Responses

Getting Top-Down SupportTop-down support organizations boast:

Skilled managersEducation and diversity training programsOrganization promotes diversity and fosters peer supportOpen communicationRecognition for employees’ developmentRecognition for employee contributionsOrganizational rewards for managers’ implementation

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Chapter Four

Questions

© Prentice Hall, 2002 4 - 1 Modern Management 9 th edition.

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Transcript of © Prentice Hall, 2002 4 - 1 Modern Management 9 th edition.