Quản trị kinh doanh - Chapter 13: Meeting the challenge of diversity

Meeting the Challenge of DiversityChapter 131Meeting the Challenge of DiversityDiversity in the population, the workforce, and the marketplace is a fact of life no manager can afford to ignoreManaging diversity today – recruiting, training, valuing, maximizing potential of people Manager’s Challenge: Wal-MartGenderDisabilitySexual orientationRaceEthnicityEducationAgeReligionEconomic levelSmart managers value diversity & enforce the value in decisions2Topic of DiversityCauses and ConsequencesChallenges Minorities faceWays Managers Deal with Workplace DiversityOrganizational Responses to Value DiversityOther Diversity Issues in Today’s WorkplaceMeeting the Challenge of DiversityTopics Chapter 133Valuing DiversityTop managers value diversity Give organization access to broader range of opinions and viewpointsReflect an increasingly diverse customer baseObtain the best talent in a competitive environmentDemonstrate the company’s commitment to doing the right thing4Valuing DiversityJob seekers value diversity90% of job seekers think diversity programs make a company a better place to workSurvey commissioned by The New York Times5Corporate Diversity in U.S.Many managers are ill-prepared to handle diversity issuesMany Americans grew up in racially unmixed neighborhoods Had little exposure to people substantially different from themselves6Workforce DiversityHiring people with different human qualities or who belong to various cultural groups7Dimensions of DiversityPersonRacePhysical AbilitySexual OrientationEthnicityGenderAgePrimary DimensionsSecondary DimensionsEducationMarital StatusParental StatusWork BackgroundIncomeGeographic LocationMilitary ExperienceReligious BeliefsPrimary Dimensions Inborn difference - Have an impact throughout one’s lifeSecondary Dimensions Acquired or changed throughout one’s lifetime Have less impact – still impact self definition8Monoculture & DiversityA culture that accepts only one way to do thingsThere is only one set of values and beliefsExperiential Exercise: How Tolerant Are You?9Attitudes Toward DiversityEthnocentrism = belief that one’s own group or subculture is inherently superior to other groups or culturesEnthnorelativism = belief that groups and subcultures are inherently equal Pluralism = an organization accommodates several subculturesGoal for organizations seeking cultural diversity is pluralism10The Changing WorkplaceDramatic Changes in the Customer BaseChanging Composition of WorkforceThere are more women, people of color, and immigrants seeking opportunities Globalization Competition is intense11The Workplace & BiasLack of choice assignmentsDisregard by a subordinate of a minority manager’s directionIgnoring of comments made by women & minorities at meetingsA need to become “Bicultural”How It Shows Up12BiculturalismSocio-cultural skills and attitudes used by racial minorities as they move back and forth between the dominant culture and their own ethnic or racial cultureMeans minorities use to deal with bias in the workplace13Challenges For ManagementCHALLENGES OF CULTURAL DIVERSITYOrganization CultureValuing differencesPrevailing value systemCultural inclusion HR Management Systems (Bias Free?)RecruitmentTraining and developmentPerformance appraisalCompensation and benefitsPromotionHigher Career Involvement of WomenDual-career couplesSexism and sexual harassmentWork-family conflictHeterogeneity 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 acceptanceEducation ProgramsEducate management on valuing differencesTaking advantage of the opportunities that diversify providesMind-Sets about DiversityProblem or opportunity?Level of majority-culture buy-in (resistance or support)Challenge met or barely addressed?Source: Taylor H. Cox and Stacy Blake,”Managing Cultural Diversity: Implications For Organizational Competitiveness,” Academy of Management Executive 5, no 3 (1991), 45-5614Affirmative Action Current DebateAffirmative action was developed in response to conditions 40 years ago.Today more then half the U.S. workforce consists of women and minorities.It is not the same as diversityResearch shows that full integration of women and racial minorities into organizations is still at least a decade away15Glass CeilingAn invisible barrier separates women and minorities from top management positionsFortune 500 Women Corporate Officers2004 = 15.7%2000 = 12.5%1995 = 8.7%Only eight Fortune 500 companies have female CEOsEthical Dilemma: A Man’s World16Inclusive Practices in the WorkplaceBuilding a corporate culture that values diversityChanging structures, policies, and systems to support diversityRecruitmentCareer advancementProviding diversity awareness trainingCurrent Responses to Diversity17Diversity InitiativesRecruitmentExamine employee demographicsExamine composition of the labor pool in the areaExamine composition of the customer baseCareer AdvancementEliminate the glass ceilingAccomplish mentoring relationshipsAccommodating Special NeedsChild careNon-English speaking training materials and information packets can be providedMaternity or paternity leaveFlexible work schedulesHome-based employmentLong-term-care insurance, special health or life benefits18Stages of Diversity AwarenessSource: Based on M. Bennett, “A developmental Approach to Training for Intercultural Sensitivity,” International journal of Intercultural relations 10 (1986), 176-196.Highest Level of AwarenessLowest Level of AwarenessDenialNo awareness of cultural differencesParochial view of the worldIn extreme cases, may claim other cultures are subhumanDefensePerceives threat against one’s comfortable worldviewUses negative stereotypingAssumes own culture superiorMinimizing 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 worldAcceptanceAdaptationAble to empathize with those of other culturesAble to shift from one cultural perspective to anotherIntegrationMulticultural attitude-enables one to integrate differences and adapt both cognitively and behaviorally19Organizational RelationshipsEmotional IntimacySexual Harassment - various forms defined by one university:GeneralizedInappropriate/offensiveSolicitation with promise of rewardCoercion with threat of punishmentSexual crimes and misdemeanorsTwo Issues of Concern of Close Relationships in the Workplace20Global Diversity ProgramsExpatriates = employees who live and work in a country other than their ownGlobal Diversity ProgramEmployee selectionEmployee trainingUnderstanding high vs. low-context communication context21Leveraging DiversityMulticultural teams = made up from diverse national, racial, ethnic and cultural backgroundsEmployee network groups = based on social identity, and organized by employees to focus on concerns of employees from that group22Managing Multicultural TeamsAdvantagesEnhanced creativity, innovation, and value in today’s global marketplaceGenerate more and better alternatives to problemsProduce more creative solutions than homogeneous teamsDisadvantage - increased potential for miscommunication and misunderstanding23Diversity in a Turbulent WorldDiversity in the workplace reflects diversity in the larger environment24Diversity in a Turbulent WorldOrganizations that value diversity encourage and support network groups to enable minority organization members toreduce their social isolation be more effective in their jobs have a greater impact on the organizationachieve greater opportunities for career advancementSmart managers value diversity & enforce the value in decisions25