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Valuing Work Force Diversity
Define primary and secondary dimensions of diversity. Explain how prejudiced attitudes are formed. Develop an awareness of the various forms of discrimination in the workplace. Understand why organizations are striving to develop organizational cultures that value diversity. Identify ways in which individuals and organizations can enhance work force diversity. Explain the current status of affirmative action programs. © 2012 Cengage Learning. All rights reserved.
Work Force Diversity: An IntroductionAmerican work force is becoming more racially and ethnically diverse, increasingly female and older Focus today is on valuing diversity by appreciating everyone’s uniqueness, respecting differences, and encouraging every worker to make his or her full contribution to the organization © 2012 Cengage Learning. All rights reserved.
Primary and Secondary Dimensions of DiversityFIGURE 7.1 Primary and Secondary Dimensions of Diversity © 2012 Cengage Learning. All rights reserved.
Prejudiced Attitudes PrejudiceIs a premature judgment or opinion formed without examination of facts Is often based on primary or secondary dimensions Causes people to think in terms of stereotypes What is a stereotype? © 2012 Cengage Learning. All rights reserved.
Prejudiced Attitudes Most common and powerful stereotypes focus on observable attributes: Age Gender Ethnicity Stereotypes change when we learn more about specific members of a group © 2012 Cengage Learning. All rights reserved.
Sources of Prejudicial AttitudesChildhood Experiences Children learn attitudes and beliefs from family, friends, and other authority figures Ethnocentrism Is the tendency to regard our own culture or nation as better or more correct than others Economic Factors Prejudice increases when the economy is in a recession or depression causing housing, jobs, and other necessities to become scarce © 2012 Cengage Learning. All rights reserved.
How Prejudicial Attitudes Are Formed and RetainedSources of Prejudicial Attitudes Economic Factors Childhood Experiences Unconscious Prejudices Ethnocentrism © 2012 Cengage Learning. All rights reserved.
Sources of Prejudicial AttitudesUnconscious Prejudices Persons may unknowingly absorb implicit biases from their culture over their lifetime How can we change unconscious prejudices? © 2012 Cengage Learning. All rights reserved.
The Many Forms of DiscriminationIs behavior based on prejudiced attitudes Denies equal treatment and opportunities to people not in the dominant group Can occur in many forms © 2012 Cengage Learning. All rights reserved.
The Many Forms of DiscriminationGender Women and men are pursuing new roles and challenging traditional stereotypes Age People are living and working longer, spurring a rethinking of the concept of age Age bias, however, is still pervasive How are workers, younger and older, discriminated against? © 2012 Cengage Learning. All rights reserved.
The Many Forms of DiscriminationRace Denotes a category of people perceived as distinctive on the basis of biologically inherited traits Is not scientifically defensible Is “real” socially, politically, and psychologically What is ethnicity? Is there a relationship between ethnicity and race? © 2012 Cengage Learning. All rights reserved.
The Many Forms of DiscriminationReligion Religious discrimination has been an issue throughout history Disability Mentally and physically challenged persons are protected by the Americans with Disabilities Act (ADA) of 1991 Some employers are still unwilling or unable to make reasonable accommodations © 2012 Cengage Learning. All rights reserved.
The Many Forms of DiscriminationSexual Orientation No federal law forbids workplace discrimination against sexual orientation Employers have established policies and city and state governments enacted laws Subtle Forms of Discrimination No legal protection for subtle discrimination What are examples of subtle discrimination? © 2012 Cengage Learning. All rights reserved.
TABLE 7.1 Enabling Those with Disabilities© 2012 Cengage Learning. All rights reserved.
If You Are Discriminated Against…You Can: Decide if you want to stay with the organization Determine whether the “difference” is something you can change Address the “difference” directly if you cannot or will not change it Review assertiveness skills Compensate by excelling © 2012 Cengage Learning. All rights reserved.
The Economics of Valuing DiversityValuing diversity means that an organization intends to make full use of all employees Talents Ideas Experiences Perspectives Is valuing diversity ignoring differences? Does valuing diversity involve treating everyone the same? © 2012 Cengage Learning. All rights reserved.
The Economics of Valuing DiversityValuing diversity can reduce the negative effects of discrimination such as: Turnover Absenteeism Low productivity Valuing diversity can give businesses a competitive advantage How does valuing diversity contribute to competitive advantage? © 2012 Cengage Learning. All rights reserved.
Managing Diversity Managing DiversityIs the process of creating an organizational culture that respects primary and secondary dimensions of diversity As the workforce becomes more diverse, managing becomes more challenging © 2012 Cengage Learning. All rights reserved.
Managing Diversity Individuals may be unable to eliminate deeply-held prejudices, but they can: Learn to change negative attitudes and behaviors Learn to look critically and honestly at myths and preconceived ideas Develop a sensitivity to differences Develop a comprehensive diversity awareness program © 2012 Cengage Learning. All rights reserved.
What do each of the three pillars entail?FIGURE 7.2 Three Pillars of Diversity What do each of the three pillars entail? © 2012 Cengage Learning. All rights reserved.
Protected Classes Under Title VII of the Civil Rights Act of 1964, individuals are protected from discrimination on the following bases: Sex Gender Racial or ethnic origin Religion Age Disability Sexual orientation Military experience Marital status Pregnancy © 2012 Cengage Learning. All rights reserved.
Legislation for Protected ClassesAge Discrimination in Employment Act Vietnam Era Veterans Readjustment Assistance Act Pregnancy Discrimination Act Americans with Disabilities Act Civil Rights Act of 1991 © 2012 Cengage Learning. All rights reserved.
Affirmative Action: Yesterday and TodayInvolves intentionally seeking and preferential treatment in hiring and other employment matters related to protected groups that are under-represented in the organization due to past discrimination © 2012 Cengage Learning. All rights reserved.
The Affirmative Action DebateIs it time to rethink affirmative action (AA)? Common arguments against AA: Preferences are discriminatory Preferences do not make sense, given changing demographics Socioeconomic status is a better indicator of need What are your beliefs regarding affirmative action? © 2012 Cengage Learning. All rights reserved.
valuing diversity primary dimensions secondary dimensions prejudicestereotypes ethnocentrism ethnicity discrimination race managing diversity affirmative action © 2012 Cengage Learning. All rights reserved.
Valuing Work Force Diversity
Diversity in Management
Managing Diversity MAN-3/2 Erlan Bakiev, Ph. D. IAAU Spring 2015.
Week 2: Diversity in Organizations Chapter 2 BUMGT
MANAGEMENT RICHARD L. DAFT.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter.
Copyright © 2015 Pearson Education Ltd. Chapter 2: Diversity in Organizations 2-1.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education,
McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
Welcome to this Organizational Behavior course that uses the 16th edition of the textbook, Organizational Behavior by Robbins and Judge. This is considered.
Copyright ©2016 Pearson Education, Inc. 5-1 Essentials of Organizational Behavior 13e Stephen P. Robbins & Timothy A. Judge Chapter 5 Personality and Values.
International Business Part IV BCS-BE-8: The student analyzes how international business impacts business.
Diversity Definitions Key Terms: Majority Minority Diversity Ethnocentrism Prejudice Stereotype Discrimination Tokenism.
Chapter 5 Managing Diverse Employees in a Multicultural Environment.
Chapter 12 Managing Individuals and a Diverse Workforce
Introductory awareness of equality and inclusion in health and social care (adults and children and young people)
1 Chapter 12 Managing Individuals and a Diverse Workforce Designed & Prepared by B-books, Ltd. MGMT Chuck Williams.
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Discrimination in Employment Chapter 9 Group 2 Josh, Angelique, Gary, Jessica, & Roni Chapter 9 Group 2 Josh, Angelique, Gary, Jessica, & Roni.
Chapter Fifteen Valuing Work Force Diversity. Copyright © Houghton Mifflin Company. All rights reserved Chapter Preview: Valuing Work Force Diversity.
Copyright © 2013 Pearson Education Organizational Behavior 15th Global Edition Diversity in Organizations 2-1 Robbins and Judge Chapter 2.
Managing Diverse Employees in a Multicultural Environment chapter five McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights.
Managing Diverse Employees in a Multicultural Environment
1 Chapter 12 Managing Individuals and a Diverse Workforce Dr. Ellen A. Drost.
Equal Employment Opportunity. Dimensions of Diversity Religious beliefs Parental Status Marital Status Work Background Geographic Location Military experience.
1 Knowledge Objectives 1.Explain what human resource management involves. 2.Identify and briefly explain the steps in employee selection and performance.
Organizational Behavior 15th Ed
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Equality and Diversity. Session learning outcomes You will be able to say what Equality and Diversity means You will be more aware of areas of discrimination.
Managing Diverse Employees in a Multicultural Environment chapter five Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
1 DMC HR Department Detroit Medical Center© Revised: January, 2010 A Look At Diversity In The DMC Diversity in Action.
Chapter 41 Equal Employment Opportunity Law Twomey, Business Law and the Regulatory Environment (14th Ed.)
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Iowa Civil Rights Commission Disclaimer The information contained in this presentation is a brief overview and should not be construed as legal advice.
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Chapter 1 – Sex, Gender, and Work. Views on the trend Gender Equality ◦ Optimistic view ◦ Pessimistic view What does the glass ceiling entail? ◦
Injustice Can Be Described As: Coercively established and maintained: inequalities, discrimination, and dehumanizing, development-inhibiting conditions.
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