Chapter 12 Managing Individuals and a Diverse Workforce © 2015 Cengage Learning MGMT7

Diversity Is Not Affirmative Action Diversity exists in an organization when there are a variety of demographic, cultural, and personal differences among the people who work there and the customers who do business there. Affirmative action refers to purposeful steps taken by an organization to create employment opportunities for minorities and women © 2015 Cengage Learning 12-1

Percent of the Projected Population by Race and Hispanic Origins for the United States: 2010 to 2050 © 2015 Cengage Learning 12-1

Diversity Makes Good Business Sense Decreases turnover Decreases absenteeism Helps companies avoid expensive lawsuits Helps companies attract and retain talented workers Drives business growth Higher-quality problem solving © 2015 Cengage Learning 12-1

Diversity and Differences Surface-level diversity Deep-level diversity Social integration © 2015 Cengage Learning 12-2

Age Discrimination Treating people differently in hiring, firing, promotions, or compensation because of their age. Managers should: Recognize that age discrimination is much more pervasive then they think Make hiring and promotion decisions based on qualifications, not age Monitor the extent to which older employees receive training Ensure that younger and older workers interact with each other © 2015 Cengage Learning 12-2

Sex Discrimination When people are treated differently because of their sex. Managers should: Mentoring Make sure that male-dominated social activities don’t unintentionally exclude women Designate a go-to person that women can talk to if they believe they are being held back – Title 9 Coordinator © 2015 Cengage Learning 12-2

Women at Fortune 500 and 1000 Companies 12-2 © 2015 Cengage Learning

Racial or Ethnic Discrimination When people are treated differently because of their race or ethnicity. Managers should: Start by looking at the numbers (hiring rates, promotion rates) Survey employees’ level of satisfaction Eliminate unclear selection and promotion criteria Train those who make hiring and personnel decisions © 2015 Cengage Learning 12-2

Disability Discrimination When people are treated differently because of their disabilities. Managers should: Education Workplace accommodations Actively work to find jobs for qualified people with disabilities © 2015 Cengage Learning 12-2

Deep-Level Diversity Disposition Personality Surface-Level vs. Deep-Level © 2015 Cengage Learning 12-3

The Big Five Personality Dimensions Extraversion Emotional stability Agreeableness Conscientiousness Openness to experience © 2015 Cengage Learning 12-3

Diversity Principles Carefully and faithfully follow and enforce federal and state laws regarding equal opportunity employment. Treat group differences as important but not special. Find common ground. Tailor opportunities to individuals, not groups. Solicit negative as well as positive feedback. Set high but realistic goals. © 2015 Cengage Learning 12-4

Diversity Training and Practices Awareness training Skill-based diversity training Diversity audits Diversity pairing Minority experiences © 2015 Cengage Learning 12-4

Mitchell Gold + Bob Williams 1.What are advantages and disadvantages of diversity at Mitchell Gold and Bob Williams? 2.How does MG + BW’s approach to diversity reflect the learning and effectiveness paradigm? 3.How might a commitment to diversity at MG+BW help managers with globalization? © 2015 Cengage Learning