Presentation on theme: "Diversity and Global Cultures"— Presentation transcript:
1Diversity and Global Cultures Exploring ManagementChapter 16Diversity andGlobal Cultures
2Chapter 16 What should we know about diversity in the workplace? What should we know about diversity among global cultures?
316.1 Diversity in the Workplace There is a business case for diversityInclusive organizational cultures value and support diversityOrganizational subcultures can create diversity challengesMinorities and women suffer diversity bias in many situationsManaging diversity should be a top leadership priority
4DIVERSITY IN THE WORKPLACE Business and Diversity Race, gender, age and many other individual differencesInclusivityDegree to which an organization is open to any one who can perform a job regardless of race, gender, age or any other individual differenceValuing diversity goes beyond following Equal Employment laws. It means recognizing that diversity can be a business advantage.
5DIVERSITY IN THE WORKPLACE Business and Diversity Multi-cultural organizationBased on pluralism and operates with inclusivity and respect for diversitySenior management sets the tone for culture and culture sets the tone for inclusivity.
6DIVERSITY IN THE WORKPLACE Business and Diversity Organizational subculturesGroups that share interests or characteristicsOccupationsEthnicityReligionGenderGenerationsThe possible subculture groups listed here represent groups protected by Equal Employment law. Subcultures can center around hobbies, hometown, college majors, sports teams, marital or parenthood status…
7DIVERSITY IN THE WORKPLACE Business and Diversity Glass CeilingCareer advancement barrier to women and minoritiesWomen and minorities are making slow progress toward increasing numbers in senior management positions.
8DIVERSITY IN THE WORKPLACE Business and Diversity BiculturalismMinority members adopt characteristics of majority cultures in order to succeed.We do this all the time. Consider how we dress for job interviews, change the way we talk at work or at school, or show interest in topics that do not interest us to gain acceptance.
9DIVERSITY IN THE WORKPLACE Managing Diversity Affirmative actionManagement commitment to hiring and advancing women and minoritiesValuing differencesEducation and training to understand and respect differencesManaging diversityBuilding an inclusive network that allows everyone to reach his or her potentialManaging diversity is a progressive process. Get the basics in place and move forward by building on them.
10DIVERSITY IN THE WORKPLACE Managing Diversity This illustrates the process of managing diversity.
11Culture shock comes from discomfort in cross-cultural situations 16.2 Global CulturesCulture shock comes from discomfort in cross-cultural situationsCultural intelligence is the capacity to adapt to foreign culturesThe “silent” languages of cultures include context, time and spaceHofstede identifies five value differences among national culturesCountry clusters show cultural differences
12GLOBAL CULTURES Culture Shock Culture shock comes from discomfort in cross-cultural situationsStages include:ConfusionSmall victoriesHoneymoonIrritation and angerRealityCulture Shock need not be a problem in either direction if you adapt by being considerate of others.For a change of pace, consider showing clips from the movie “Lost in Translation”.
13GLOBAL CULTURES Cultural Intelligence Cultural intelligence includesSelf awarenessFlexibilitySensitivityWillingness to learnWillingness to modify behaviorOur increasingly global environment requires cultural intelligence for success. It isn’t necessary to cross any borders to work and do business globally.
14GLOBAL CULTURES Cultures Low-contextEmphasize communication via spoken or written wordsHigh-contextRely on unspoken or situational cues as well as spoken or written words in communicationDifferent cultures place more or less emphasis on non-verbal communication.
15GLOBAL CULTURES Cultures MonochronicPeople tend to do one thing at a timePolychronicPeople accomplish many different things at onceAmericans tend to be monochronic. Therefore can become frustrated if a meeting is interrupted, feeling that we do not have the other’s full attention. Interruptions are common in polychronic cultures and doing one thing at a time (monochronic) seem like a waste of time.
16GLOBAL CULTURES Cultures ProxemicsHow people use interpersonal space to communicateMany countries use space much more efficiently than in the U.S. This is evidenced by their use of smaller offices, buildings and even the personal space used in non-verbal communication.
17GLOBAL CULTURES Culture Hofstede’s five value differences among national cultures:The degree to which a society accepts unequal distribution of powerPower DistanceThe degree to which a society tolerates risk and uncertaintyUncertainty AvoidanceThe degree to which a society emphasizes individuals and their self-interestsIndividualism-collectivismThe degree to which a society values assertiveness and materialism versus relationships, feelings and quality of lifeMasculinity-femininityThe degree to which a society values short term or long term goalsTime OrientationThese cultural differences were observed by Geert Hofstede after researching how a U.S. corporation operated in 40 different countries.
18GLOBAL CULTURES Hofstede’s Five Values This is how different countries rank relative to Hofstede’s five values.
19GLOBAL CULTURES Cultures Ecological fallacyMistaken belief that a generalization about a culture applies equally to everyone in that cultureExample: does he represent all Americans?Many U.S. citizens would be appalled if people from another country perceived all Americans a cheeseburger-chomping, overweight, and culturally ignorant. It’s important that people in other countries feel the same about stereotypes.