Presentation on theme: "Chapter 16 Diversity and Global Cultures EXPLORING MANAGEMENT."— Presentation transcript:
Chapter 16 Diversity and Global Cultures EXPLORING MANAGEMENT
Chapter 16 What should we know about diversity in the workplace? What should we know about diversity among global cultures?
16.1 Diversity in the Workplace There is a business case for diversity Inclusive organizational cultures value and support diversity Organizational subcultures can create diversity challenges Minorities and women suffer diversity bias in many situations Managing diversity should be a top leadership priority
DIVERSITY IN THE WORKPLACE Business and Diversity Diversity –Race, gender, age and many other individual differences Inclusivity –Degree to which an organization is open to any one who can perform a job regardless of race, gender, age or any other individual difference
DIVERSITY IN THE WORKPLACE Business and Diversity Multi-cultural organization –Based on pluralism and operates with inclusivity and respect for diversity
DIVERSITY IN THE WORKPLACE Business and Diversity Organizational subcultures –Groups that share interests or characteristics Occupations Ethnicity Religion Gender Generations
DIVERSITY IN THE WORKPLACE Business and Diversity Glass Ceiling –Career advancement barrier to women and minorities
DIVERSITY IN THE WORKPLACE Business and Diversity Biculturalism –Minority members adopt characteristics of majority cultures in order to succeed.
DIVERSITY IN THE WORKPLACE Managing Diversity Affirmative action –Management commitment to hiring and advancing women and minorities Valuing differences –Education and training to understand and respect differences Managing diversity –Building an inclusive network that allows everyone to reach his or her potential
DIVERSITY IN THE WORKPLACE Managing Diversity
16.2 Global Cultures Culture shock comes from discomfort in cross-cultural situations Cultural intelligence is the capacity to adapt to foreign cultures The “silent” languages of cultures include context, time and space Hofstede identifies five value differences among national cultures Country clusters show cultural differences
GLOBAL CULTURES Culture Shock Culture shock comes from discomfort in cross-cultural situations Stages include: ConfusionSmall victoriesHoneymoonIrritation and angerReality
GLOBAL CULTURES Cultural Intelligence Cultural intelligence includes –Self awareness –Flexibility –Sensitivity –Willingness to learn –Willingness to modify behavior
GLOBAL CULTURES Cultures Low-context –Emphasize communication via spoken or written words High-context –Rely on unspoken or situational cues as well as spoken or written words in communication
GLOBAL CULTURES Cultures Monochronic –People tend to do one thing at a time Polychronic –People accomplish many different things at once
GLOBAL CULTURES Cultures Proxemics –How people use interpersonal space to communicate
The degree to which a society accepts unequal distribution of power Power Distance The degree to which a society tolerates risk and uncertainty Uncertainty Avoidance The degree to which a society emphasizes individuals and their self-interests Individualism-collectivism The degree to which a society values assertiveness and materialism versus relationships, feelings and quality of life Masculinity-femininity The degree to which a society values short term or long term goals Time Orientation GLOBAL CULTURES Culture Hofstede’s five value differences among national cultures:
GLOBAL CULTURES Hofstede’s Five Values
GLOBAL CULTURES Cultures Ecological fallacy –Mistaken belief that a generalization about a culture applies equally to everyone in that culture –Example: does he represent all Americans?