Managing the Diverse Workforce Chapter Eleven McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.

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Managing the Diverse Workforce Chapter Eleven McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.

Learning Objectives LO 1 Describe how changes in the U.S. workforce make diversity a critical organizational and managerial issue. LO 2 Distinguish between affirmative action and managing diversity. LO 3 Explain how diversity, if well managed, can give organizations a competitive edge. LO 4 Identify challenges associated with managing a diverse workforce. LO 5 Define monolithic, pluralistic, and multicultural organizations. LO 6 List steps managers and their organizations can take to cultivate diversity. 11-2

Managing Diversity  Managing diversity  Managing a culturally diverse workforce by recognizing the characteristics common to specific groups of employees while dealing with such employees as individuals and supporting, nurturing, and utilizing their differences to the organization’s advantage. 11-3

Components of a Diversified Workforce 11-4 Figure 11.1

Diversity Today  Diversity  Differences that include religious affiliation, age, disability status, military experience, sexual orientation, economic class, educational level, lifestyle, gender, race, ethnicity, and nationality 11-5

Expansion of Diversity Programs in U.S. Companies 11-6 Figure 11.2

Gender Issues  Glass ceiling  an invisible barrier making it difficult for women and minorities to move beyond a certain level in the corporate hierarchy 11-7

Gender Issues  Sexual harassment  Conduct of a sexual nature that has negative consequences for employment. 11-8

Sexual Harassment  Quid pro quo harassment  Submission to or rejection of sexual conduct is used as a basis for employment decisions  Hostile environment  Occurs when unwelcome sexual conduct has the effect of unreasonably interfering with job performance or creating an intimidating or hostile, working environment 11-9

Basic Components of an Effective Sexual Harassment Policy Table 11.3

Managing Diversity versus Affirmative Action  Affirmative action  Special efforts to recruit and hire qualified members of groups that have been discriminated against in the past

Multicultural Organizations  Monolithic organization  An organization that has a low degree of structural integration—employing few women, minorities, or other groups that differ from the majority—and thus has a highly homogeneous employee population

Multicultural Organizations  Pluralistic organization  An organization that has a relatively diverse employee population and makes an effort to involve employees from different gender, racial, or cultural backgrounds

Multicultural Organizations  Multicultural organization  An organization that values cultural diversity and seeks to utilize and encourage it

Retaining Employees  Mentors  Higher-level managers who help ensure that high-potential people are introduced to top management and socialized into the norms and values of the organization