1. MODULE 6 DIVERSITY AND GLOBAL CULTURES
“There are new faces in the neighborhood”
What should we know about diversity in the workplace?
What should we know about diversity among global cultures?
The first major civil rights legislation was passed in the 60’s. Diversity is still an on going issue.

2. People of color increasing percent of workforce
DIVERSITY AND GLOBAL CULTURES Diversity In The Workplace MODULE GUIDE 6.1
People of color increasing percent of workforce
Hispanics fastest-growing minority group in workforce
Minorities highly represented in lower-wage service-sector jobs
More workers from nontraditional families
Average age of workers rising
Religious diversity of workers increasing
More women working
There is a business case for diversity.
Inclusive organizational cultures value and support diversity.
Organizational subcultures can create diversity challenges.
Minorities and women suffer diversity bias in many situations.
Managing diversity should be top leadership priority.
There are many factors leading to acceptance of diversity as a positive force in the workplace.

3. DIVERSITY IN THE WORKPLACE Business Case For Diversity
Arguments in the Business Case for Diversity
Cultural diversity builds strength for dealing with global markets.
Ethnic diversity builds strength for dealing with diverse customers.
Diverse work teams are high in creativity and innovation.
Diverse workforces attract new highly talented members.
To be successful in working with and gaining value from diversity requires a sustained, systemic approach and long-term commitment.
Success is facilitated by a perspective that considers diversity to be an opportunity for everyone in an organization to learn from each other how better to accomplish their work and an occasion that requires a supportive and cooperative organizational culture as well as group leadership and process skills that can facilitate effective group functioning.
Here are some of them. It’s not easy but it is beneficial and ethically responsible.

4. DIVERSITY IN THE WORKPLACE Organizational Culture
Inclusivity
How open the organization is to someone who can do the job
Culture
A shared set of beliefs, values and patterns of behavior common to group of people
Multicultural Organization
Organization based on pluralism and operates with respect for diversity
Organizational Subcultures
Groupings of people based on shared demographics and job identities
Ethnocentrism
The belief that one’s sub-cultural group or membership is superior to all others
Corporate culture and senior management set the tone for inclusivity.

5. DIVERSITY IN THE WORKPLACE Organizational Culture
Characteristics of a Multicultural Organization
Pluralism
Members of minority and majority cultures influence key values and policies.
Structural integration
Minority-culture members are well represented at all levels and in all responsibilities.
Informal network integration
Mentoring and support groups assist career development of minority-culture members.
Absence of prejudice and discrimination
Training and task force activities support goal of eliminating culture-group biases.
Minimum inter-group conflict
Members of minority and majority cultures avoid destructive conflicts.
If you are a member of a minority, this is the type of corporate culture that you should seek.

6. DIVERSITY IN THE WORKPLACE The Glass Ceiling
Women, in particular, have made significant inroads into middle management but not into upper management.

7. DIVERSITY IN THE WORKPLACE The Glass Ceiling
The Conundrum of the Glass Ceiling
In 1995
• Women held 45.7% of America’s jobs.
• Women held .7% of CEO jobs.
• Women held 5% of top management jobs.
• Women managers earned 68% the pay of males.
In 2005
• Women held 46.5% of America’s jobs.
• Women held 8% of top management jobs.
• Women managers earned 72% the pay of males.
This tells the story. Not much advancement into senior management positions in 10 years.

8. DIVERSITY IN THE WORKPLACE Managing Diversity
Building an inclusive work environment that allows everyone to reach their potential
Managing diversity is a progressive process. Get the basics in place and move forward by building on them.

9. Culture shock comes from discomfort in cross-cultural situations.
DIVERSITY AND GLOBAL CULTURES Diversity Among Global Cultures MODULE GUIDE 6.2
Culture shock comes from discomfort in cross-cultural situations.
Cultural intelligence is the capacity to adapt to foreign cultures.
The “silent” languages of cultures include context, time, and space.
Culture Shock need not be a problem in either direction if you adapt by being considerate of others.

10. DIVERSITY AMONG GLOBAL CULTURES Types of Cultures
Low-context
Emphasize communication via spoken or written words
High-context
Rely on unspoken or situational cues as well as spoken or written words in communication
Monochronic
People tend to do one thing at a time
Polychronic
People accomplish many different things at once
The situation can be vastly different depending on the type of culture.

11. DIVERSITY AMONG GLOBAL CULTURES Hofstede’s Five Value Differences
Power Distance
The degree to which a society accepts unequal distribution of power
Uncertainty Avoidance
The degree to which a society tolerates risk and uncertainty
Individualism-collectivism
The degree to which a society emphasizes individuals and their self-interests
Masculinity-femininity
The degree to which a society values assertiveness and materialism
Time Orientation
The degree to which a society values short term or long term goals
Here are some additional ways that cultures vary.

12. DIVERSITY AMONG GLOBAL CULTURES Hofstede’s Five Value Differences
This slide gives you a feel for what value differences are in different geographical areas.

13. DIVERSITY AMONG GLOBAL CULTURES Project Globe
Here’s another perspective based on Project Globes research.

14. MANAGEMENT TIPS Stages of adjustment to a new culture
• Confusion—First contacts with the new culture leave you anxious, uncomfortable, and in need of information and advice.
• Small victories—Continued interactions bring some “successes,” and your confidence grows in handling daily affairs.
• Honeymoon—A time of wonderment, cultural immersion, and even infatuation, with local ways viewed positively.
• Irritation and anger—A time when the “negatives” overwhelm the “positives,” and the new culture becomes a target of your criticism.
• Reality—A time of rebalancing; you are able to enjoy the new culture while accommodating its less desirable elements.
This process is similar to any situation involving shock.