1. Valuing Diversity Globally
Chapter 14
Valuing Diversity Globally

2. Introduction
Diversity – refers to the degree of differences among members of a group or an organization
Valuing diversity – means to include all groups at all levels in an organization
Diverse people behave differently and have different human relations in organizations

3. Prejudice and Discrimination
Prejudice – the prejudgment of a person or situation based on attitudes
Prejudice is often based on stereotyping a group
Discrimination – behavior for or against a person or situation
Discrimination is usually based on prejudice

4. Common Areas of Employment Discrimination (1 of 2)
Recruitment –
People who hire employees fail to actively recruit people from certain groups to apply for jobs with their organization
Selection –
People who select candidates from the recruited applicants fail to hire people from certain groups
Compensation –
White males make more money than other groups

5. Common Areas of Employment Discrimination (2 of 2)
Upward mobility –
Race and gender are significant influences on advancement
Evaluation –
When organizations do not base evaluations on actual job performance, discrimination in compensation and upward mobility occur

6. Valuing Diversity
Valuing diversity, equal employment opportunity (EEO), and affirmative action (AA) are different
By valuing work force diversity, management seizes the benefits differences bring
Managing and valuing diversity build on the foundations created by EEO and AA

7. Laws Affecting Employment Opportunity (1 of 2)
Civil Rights Act of 1964 and 1991
Equal Pay Act of 1963
Age Discrimination in Employment Act of 1967
Vocational Rehabilitation Act of 1973
Vietnam-Era Veterans’ Readjustment Assistance Act of 1972 and 1974 (amended in 1980)

8. Laws Affecting Employment Opportunity (2 of 2)
Pregnancy Discrimination Act of 1978
Americans with Disabilities Act of 1990
Family and Medical Leave Act of 1992

9. EEO and Affirmative Action
Equal Employment Opportunity (EEO)
Primarily concerned with racism and prejudice
Directs attention to laws that guide recruiting, selecting, compensating, promoting, and evaluating employees
Affirmative Action (AA)
Planned special efforts to recruit, hire, and promote women and members of minority groups
Concept established for organizations by:
Executive Order of 1965
Executive Order of 1967

10. Pre-employment Inquiries
Every question asked should be job related
Have a purpose for using the information
Only ask legal questions you plan to use in your selection process
Information should relate to bona fide occupational qualifications
Any general question that you ask should be asked of all candidates

11. The Legally Protected Minorities People with Religious Disabilities
Alcohol and
Drug Abuse
And Testing
AIDS and AIDS
Testing
Sexual
Orientation
Religious
Beliefs
People with
Disabilities
Minorities
Break-even Analysis
identifies profit or loss at various sales volumes
Return on Investment
measures productivity of assets
Marginal Analysis
compares the additional cost in a particular decision rather than average cost
Game Theory
mathematical models that analyze multi-party decision contexts
Linear Programming
for optimally solving resource allocation problems
Queuing Theory
for calculating waiting lines 5

12. The Legally Protected: Women and Sexual Harassment
Women are a legally protected group
Sexual harassment is one of the most sensitive areas of discrimination
The most frequent harassment targets Include:
new employees
people who are on probation in their jobs
the young and experienced

13. The EEOC Definition of Sexual Harassment: (1 of 2)
The Equal Employment Opportunity Commission (EEOC) defines sexual harassment as:
Unwelcome sexual advances, requests for sexual favors, and other unwanted verbal or physical conduct of a sexual nature constitute sexual harassment when:
submission to such conduct is made either explicitly or implicitly a term or condition of an individual’s employment,

14. The EEOC Definition of Sexual Harassment: (2 of 2)
submission to or rejection of such conduct by an individual is used as the basis for employment decisions affecting such individual, or
such conduct has the purpose or effect of unreasonably interfering with an individual’s work performance or creating an intimidating, hostile, or offensive environment

15. Areas Defined by the Courts as Harassment:
Indirect
Harassment
Physical
Conduct
Visual
Coercion
Favoritism
Unwelcome
Sexual
Advances
Break-even Analysis
identifies profit or loss at various sales volumes
Return on Investment
measures productivity of assets
Marginal Analysis
compares the additional cost in a particular decision rather than average cost
Game Theory
mathematical models that analyze multi-party decision contexts
Linear Programming
for optimally solving resource allocation problems
Queuing Theory
for calculating waiting lines 5

16. Sexism Sexism – refers to discrimination based on sex
Sexism limits the opportunities of both women and men to choose the lifestyles and careers that best suit their abilities and interests
Men and women face discrimination when they pursue careers traditionally held by the opposite sex
Culture promotes differences in males and females

17. Married Couple Families with Children Under 18
Women in the Work Force
Married Couple Families with Children Under 18

18. Women in the Work Force: Mothers in the Work Force by Age of Child

19. Women in the Work Force Do men and women get the same pay?
Comparable worth
Myths about women managers
The glass ceiling
Sexist language and behavior

20. Family Sex Roles are Changing
Marriage and family agreements
Fathers roles are changing
Mothers roles are changing
Parenting

21. Work and Family Balance
Employees are being asked to work longer hours and to work more days each week
Heavy overtime is straining families
Both genders are feeling conflict between work and family
Men and women want a better balance between work and family

22. Managing Diversity
Managing diversity emphasizes helping ALL employees:
meet their work-life needs, or
improving the quality of work life
Many organizations believe that providing family-friendly benefits helps motivate employees to work harder

23. Organizations with more extensive work-family policies have higher levels of perceived performance

24. Managing Diversity: Flexible Work Arrangements (1 of 2)
Telecommuting
Telecenters
Mobile work
Flextime
Work-life, cafeteria, benefits
Childcare
Onsite and nearby centers

25. Managing Diversity: Flexible Work Arrangements (2 of 2)
Work-life balance classes
Tuition reimbursement
Paying all or part of educational expenses
Employee assistance programs

26. Global Diversity: Multinational Companies
Multinational company (MNC) – conducts a large part of its business outside the country of its headquarters
MNCs link many cultures
Effective human relations vary globally
Expatriates – people who live and work in a country other than their native country
Often experience culture shock

27. Global Diversity: Cross-Cultural Relations
Diversity in customs
Diversity in attitudes toward time
Diversity in work ethics
Diversity in pay
Diversity in laws and politics
Diversity in ethics
Diversity in participative management

28. Handling Complaints Model
Step 1. Listen to the complaint and paraphrase it
Step 2. Have the complainer recommend a solution
Step 3. Schedule time to get all the facts and / or make the decision
Step 4. Develop and implement a plan, and follow-up

29. Handling Customer Complaints
Step 1. Admit you made a mistake
Step 2. Agree that it should not have happened
Step 3. Tell the customer what you are going to do about it
Or ask what the customer recommends you do about it
Step 4. Take the action to make it up to the customer
Step 5. Take precautions to prevent the mistake in the future