1. Managing Diversity Chapter 5
Diversity [is] the art of thinking independently together.
—Malcolm Stevenson Forbes, publisher
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McGraw-Hill/Irwin
Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.

2. Learning Objectives Define diversity.
Discuss how the U.S. workforce is changing and its impact on the supervisor.
Differentiate among prejudice, discrimination, and stereotypes in the workplace.
Explain how sexism and ageism are barriers to diversity and how supervisors can be more aware of them.
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3. Learning Objectives
Describe some ways to communicate more effectively in the diverse workplace.
Discuss how and why employers must accommodate employees’ disabilities
Describe the goals of diversity training.
List the most important recent legislation affecting diversity and its provisions.

4. What is Diversity? Diversity
the characteristics of individuals that shape their identities and the experiences they have in society
Dealing successfully with cultural, ethnic, age, gender, and racial diversity is a lifelong process

5. A Look at Our Diversity
As recently as 1980 white men accounted for half of U.S. workers.
Today, the participation of women in the workforce has risen to above 50 percent
A recent survey found that women held half of all management, professional, and related occupations
The workforce also is expected to continue to age,
See Learning Objective 2: Discuss how the U.S. workforce is changing and its impact on the supervisor.
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6. A Look at Our Diversity
The proportions of African Americans, Asian Americans, and Hispanics in the U.S. population and workforce are rising gradually and expected to continue to do so
Mothers of young children in particular have entered the workforce as a permanent contingent at a rate that shows no sign of slowing.

7. Challenges to Working in a Diverse Society
Trends in the composition of the workforce are changing the way business firms operate.
Supervisors today need new skills to communicate and collaborate effectively with a broader range of people.
Even within the company, differences can flourish between one location and another.
See Learning Objective 2: Discuss how the U.S. workforce is changing and its impact on the supervisor.
Corporate culture
Beliefs and norms that govern organizational behavior in a firm.
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8. Prejudice and Discrimination
preconceived judgment about an individual or group of people
Discrimination
unfair or inequitable treatment based on prejudice

9. Prejudice and Discrimination
A workplace tainted by prejudice and discrimination discourages and divides employees.
If a supervisor treats employees unfairly for any reason, the outcome is never positive.
The unfair treatment becomes widely known among employees, lowers morale and trust, and can hurt productivity.

10. Stereotypes Stereotypes
Generalized, fixed images of others
Supervisors must always guard against generalizing what they believe or observe about a culture and using that to classify its members unfairly

11. Stereotypes
Stereotypes are often unintended, but they occur simply because human beings tend to put information into categories and to prefer things that are more familiar.
This leads people to assume that those in the “other” group are more alike than they really are, while perceiving people in their own group as being distinct individuals

12. Sexism Sexism Examples of sexism:
discrimination based on gender stereotypes.
Examples of sexism:
Passing over a woman for a physically demanding job
Asking a pregnant job applicant about child care arrangements
Denying a promotion to a qualified woman
See Learning Objective 4: Explain how sexism and ageism are barriers to diversity and how supervisors can be more aware of them.
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13. Sexism Sexual harassment
Unwanted sexual attentions, including language, behavior, or the display of images
Sexual harassment is illegal, and experts advise supervisors to adopt a policy of “zero tolerance.”

14. Women-Owned Businesses: A Growing Share of the Total

15. Ageism
Some people expect older workers to perform less effectively, but evidence shows such negative expectations are often unfounded.
The Age Discrimination in Employment Act (1967) makes it illegal to fail to hire, or to fire, based on age.
A study of 4,000 executives showed that:
Patience doesn’t blossom until after the age of 45.
Open-mindedness and teamwork are abilities that actually increase with age.
See Learning Objective 4: Explain how sexism and ageism are barriers to diversity and how supervisors can be more aware of them.
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16. Ageism Bona fide occupational qualification(BFOQ)
an objective characteristic required for an individual to perform a job properly
For example, the FAA’s limit of 64 years of age for airline pilots or acting roles that call for persons of very young or very advanced age

17. 10 Reasons to Hire Older Workers

18. Accommodation of Disabilities
Disability
A physical or mental impairment that substantially limits a major life activity, a record of such an impairment, or being regarded as having such an impairment

19. Accommodation of Disabilities
Qualified individual with a disability
person with a disability who, with or without reasonable accommodation, can perform the essential functions of a particular job

20. Percentage of People over Age 65 in the United States, 2000 and 2030
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21. Sources of Diversity in the Workplace
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22. Advantages of Diversity for Supervisors
The opportunity to learn from the varied perspectives of those unlike ourselves
A better motivated and more loyal team of employees
Enhanced communication skills
Improved management ability
Enhanced opportunities for career advancement
See Learning Objective 4: Explain how sexism and ageism are barriers to diversity and how supervisors can be more aware of them.
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23. Advantages of Diversity for Organizations
Greater ability to attract and retain the best employees for the job
Increased productivity
Higher morale and motivation throughout the company
More resilient workforce
Greater innovation
Reduced turnover
Enhanced performance leading to greater market share
See Learning Objective 4: Explain how sexism and ageism are barriers to diversity and how supervisors can be more aware of them.
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24. Communication
Nonverbal communication is just as powerful in many contexts as the actual words we say.
Body language differs from one culture to another.
In diverse work places, supervisors should choose words with extra care, particularly when giving directions.
Explanation of terms should be a standard part of orientation and training.
Think before communicating.
See Learning Objective 5: Describe some ways to communicate more effectively in the diverse workplace.
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25. Diversity Training
Formal diversity training may be needed to raise employee awareness of multiculturalism and to help reduce prejudice and stereotypes.
Appropriate controls and guidelines should accompany the training, which should be administered by professional trainers.
See Learning Objective 6: Describe the goals of diversity training.
Some firms have experienced a backlash against diversity training—problems include the reinforcement of group stereotypes and even lawsuits based on offensive statements made during “awareness raising” sessions.
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26. Some Important Equal Employment Opportunity Legislation
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27. Legal Issues Equal Employment Opportunity Commission (EEOC)
Instituted in 1964
Acts as the government’s major means of enforcing equal employment opportunity law
Has the power to investigate complaints, use conciliation to eliminate discrimination when found, and file discrimination charges on behalf of an individual if needed
See Learning Objective 7: List the most important recent legislation affecting diversity and its provisions.
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