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

2. 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.

3. 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.

4. Components of a Diversified Workforce
Figure 11.1

5. 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

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

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

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

9. Sexual Harassment Quid pro quo harassment Hostile environment
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

10. Basic Components of an Effective Sexual Harassment Policy
Table 11.3

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

12. 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.

13. 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.

14. Multicultural Organizations
An organization that values cultural diversity and seeks to utilize and encourage it.

15. 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.