Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Managing Diversity 4-1 Chapter 4

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Chapter 4 Learning Objectives Link affirmative action programs to employee diversity programs to ensure the two support each other Identify the forces that contribute to the successful management of diversity in the firm Reduce potential conflict among employees resulting from cultural clashes and misunderstandings 4-2

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Chapter 4 Learning Objectives Draw a profile of employee groups that are less likely to be part of the corporate mainstream and develop policies specifically targeted to these group needs Implement HR systems that assist the firm in successfully managing diversity 4-3

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall What Is Diversity? Diversity— characteristics that make people different from one another, including Characteristics a person has little or no control over, and Characteristics that can be adopted 4-4   Stereotyping   Why Manage Diversity?

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Affirmative Action vs. Managing Diversity  Affirmative Action  Government program  Designed to increase minority hiring 4-5   Managing Diversity— recognizes   Changing nature of workforce make-up   Diversity impacts performance   Inclusiveness - making all employees feel they are an integrate part of the organization.

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Demographic Trends  Very rapid growth in minorities since 1990 & expected to continue  Two basic reasons:  Immigration  Baby boom generation 4-6   White Americans expected to be minority in 20 years   Already are in 19 of top 25 metropolitan areas

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Diversity Trends Interracial marriages continue to grow and this will eventually decrease stereotypical classification of people into racial groupings. Business owners and business leaders are increasingly women and persons of color. 4-7 Diversity Trends

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Diversity as an Asset  Diversity can have positive, negative, or neutral effect on firm performance 4-8   Benefits   Increased creativity   Better group problem-solving   Greater system flexibility   Better information   Enhanced marketing

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Challenges in Managing Diversity 4-9 There are numerous challenges to manage diversity. A company must be aware of those challenges in order to be prepared to reduce conflict in the workplace

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Challenges in Managing Diversity  Diversity vs. Inclusiveness 4-10   Individual vs. Group Fairness   Universal Management   Cultural Relativity

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Challenges in Managing Diversity 4-11   Resistance to change   Group cohesiveness and interpersonal conflict   Segmented communication networks   Resentment   Retention   Glass Ceiling   Competition for opportunities

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Diversity in Organizations There are a number of groups in the workforce that are underrepresented and may not feel part of the mainstream of the organization. 4-12

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Diversity in Organizations African Americans Asian Americans People with disabilities The foreign born Homosexuals Latinos (Hispanic Americans) Older workers Religious Minorities Women 4-13

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Diversity in Organizations Factors affecting women’s earnings and mobility 4-14   Biological constraints and social roles   Male-dominated corporate culture   Exclusionary networks   Sexual harassment

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Improving Diversity Management 4-15   There are many ways to increase the effectiveness of diversity management within an organization.   Create a system that helps to enhance the workforce, limit conflicts and utilize the diverse skills and perspectives of the workers.

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Improving Diversity Management 4-16   Must have top management support   Creating an Inclusive Organizational Culture   Diversity Training Programs   Support groups   Accommodation of family needs   Senior Mentorship Programs   Apprenticeships   Communication Standards   Diversity Audits   Management responsibility and accountability

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Some Warnings… 4-17   Avoiding the appearance of “white male bashing”   Avoiding the promotion of stereotypes   Cultural determinism—assumption that   You can infer someone’s motivations, interests, values, and behavior   Based on group membership   Inclusiveness training

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Summary and Conclusions When diversity successfully managed, it can lead to a competitive advantage But many challenges in managing diverse employees Must be careful not to engender resentment or promote stereotypes Treat everyone as an individual 4-18

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 4-19 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.