1. Chapter 12 Managing Individuals and a Diverse Work Force

2. 2 What Would You Do? Diversity Problems at Denny’s Denny’s has paid $54 million in damages due to customer discrimination Advantica, which now owns Denny’s, wants to change the culture There are still reports of discrimination

3. 3 After discussing this section, you should be able to: Learning Objectives Diversity and Why It Matters 1. describe diversity and why it matters.

4. 4 Diversity: Differences That Matter Diversity Is Not Affirmative Action Diversity Makes Good Business Sense

5. 5 Diversity Is Not Affirmative Action Diversity May exist without a program Broad focus Not legally based Create a positive work environment Generally accepted Affirmative Action A purposeful, established program Narrow focus Legal requirement Compensate for past discrimination Controversial

6. 6 General Purpose of Diversity Programs To Create a positive work environment where no one is advantaged or disadvantagedno one is advantaged or disadvantaged “we” is everyone“we” is everyone everyone can do their best workeveryone can do their best work differences are respected and not ignoreddifferences are respected and not ignored everyone feels comfortableeveryone feels comfortable

7. 7 Been There, Done That Diversity is a business imperative Diversity training began in the ‘80s Products offered reflect their various customers Diversity at 7-Eleven

8. 8 Diversity Makes Good Business Sense Cost Savings Attracting and Retaining Talent Driving Business Growth

9. 9 After discussing this section, you should be able to: Learning Objectives Diversity and Individual Differences 2. understand the special challenges that the dimensions of surface-level diversity pose for managers. 3. explain how the dimensions of deep-level diversity affect individual behavior and interactions in the workplace.

10. 10 Surface-Level Diversity Age Race/Ethnicity PhysicalCapabilities Gender Surface- and Deep-Level Diversity Deep-Level Diversity Personality Attitudes Values/Beliefs Adapted from Exhibit 12.4

11. 11 Age Discrimination Treating people differently because of their age Performance does not decline with age It is more pervasive than manager think

12. 12 Gender Discrimination Treating people differently because of their gender Glass ceiling  invisible barrier that keeps women and minorities from advancing to the top of the organization Can be diminished by:  mentoring  stopping unintentional behavior

13. 13 Racial & Ethnic Discrimination Treating people differently because of their race or ethnicity Employment disparities do exist Legislation has lessened the problem Reduce by:  improving selection & promotion procedures  training managers

14. 14 Mental or Physical Disabilities Discrimination Disability is a mental or physical impairment that substantially limits one or more major life activities Stereotypes are a problem Reduce by:  educating  using assistive technology

15. 15 Deep-Level Diversity Are individual differences that can only be learned through interaction with others Big 5 Personality Dimensions Work-Related Personality Dimensions

16. 16 Big 5 Personality Dimensions Extraversion AgreeablenessConscientiousness Emotionalstability Openness to experience Personality Personality Personality Personality

17. 17 What Really Works? Conscientiousness: The Organized, Hard- Working, Responsible Personality Motivational Effort 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Probability of success71% Probability of success66% Job Performance

18. 18 Work-Related Personality Dimensions Authoritarianism Machiavellianism Type A/B Personality Dimension Self-Monitoring Locus of Control Affectivity

19. 19 Work-Related Personality Dimensions Authoritarianism  the extent to which an individual believes there should be power and status differences Machiavellianism  believe that virtually any type of behavior is acceptable if it leads to goal accomplishment

20. 20 Work-Related Personality Dimensions (cont’d) Type A/B personality dimension  the extent to which people tend toward impatience, hurriedness, and hostility  Type A personalities hard driving, competitive, and perfectionist  Type B personalities relaxed, easygoing, and patient

21. 21 Work-Related Personality Dimensions (cont’d) Self-monitoring  the ability to adjust one’s behavior to different situations Locus of control  Internal locus of control you control what happens to you  External locus of control things that happen to you are beyond your control

22. 22 Work-Related Personality Dimensions (cont’d) Affectivity  Positive affectivity consistently focusing on the positive aspects  Negative affectivity consistently focusing on the negative aspects  Mood linkage a phenomenon where one worker’s negativity spreads to others

23. 23 After discussing this section, you should be able to: Learning Objectives How Can Diversity Be Managed? 4. explain the basic principles and practices that can be used to manage diversity.

24. 24 Managing Diversity Diversity Paradigms Diversity Principles Diversity Training and Practices

25. 25 Managing Diversity Diversity Paradigms Diversity Principles Diversity Training and Practices

26. 26 Diversity Paradigms Discrimination and Fairness Access and Legitimacy Learning and Effectiveness  Organizational Plurality

27. 27 Benefits of the Learning and Effectiveness Paradigm Values Common Ground Makes a Distinction Between Individual and Group Differences Less Likely to Encounter Conflict, Backlash, and Divisiveness Brings Different Groups Together

28. 28 Diversity Principles Carefully and faithfully follow and enforce all equal employment opportunity laws Treat group differences as important but not special Tailor opportunities to individuals, not groups Reexamine, but maintain high standards Solicit negative and positive feedback Set high, but realistic goals

29. 29 Diversity Training and Practices Training Awareness Skills-based Training Awareness Skills-based Practices Diversity Audits Diversity Pairing Top Management Share Minority Experience Practices Diversity Audits Diversity Pairing Top Management Share Minority Experience

30. 30 What Really Happened? Diversity Problems at Denny’s Increased representation of minorities  Denny’s now makes 18 percent of its purchases with minority-owned firms  Minority workers now comprise 48 percent of its staff  The board of directors has 4 minority members Ranked best American company for minorities two years in a row by Fortune