1. Organizational Behavior : An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 14-1 Chapter 14 Managing Diversity

2. Organizational Behavior : An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 14-2 Objectives  Explain the broad definition of diversity  List the reasons why diversity is a business issue  Discuss ethnicity, gender, age, and culture in terms of workplace diversity  Define ethnocentrism

3. Organizational Behavior : An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 14-3 …Objectives  Provide examples of stereotyping and bias  Explain what happens to minority tokens in organizations  Understand how to design an inclusive workplace

4. Organizational Behavior : An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 14-4 Diversity Defined  Diversity –Differences and similarities with respect to ethnicity, race, culture, gender, age, functional background, educational background, lifestyle preferences, organizational tenure, personality, and ways of thinking

5. Organizational Behavior : An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 14-5 Why Is Diversity Important?  Increased variety of viewpoints  Ability to reach additional customers  Attracting and retaining the best talent  Decreased costs of turnover  Linkages to profitability

6. Organizational Behavior : An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 14-6 Aspects of Diversity  Ethnicity –By 2010, 34% of the U. S. workforce will be composed of non- Caucasians  Gender –Women make up 46% of the labor force and hold 50% of the managerial and professional positions  Age –By 2012, workers 55 and older will comprise 19.1% of the U. S. workforce  Culture –Increasing use of multinational teams and globalization of the workforce enhances the importance of culture

7. Organizational Behavior : An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 14-7 Barriers and Aids to Women’s Advancement in the Workplace  Women executives cite the following barriers to their advancement –Lack of general management or line experience –Exclusion from networks –Stereotyping and preconceptions about women’s roles and abilities  Women executives cite these reasons for their successful advancement –Consistently exceeding performance expectations –Successfully managing others –Developing a style male managers feel comfortable with –Expertise –Seeking out difficult, visible assignments

8. Organizational Behavior : An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 14-8 Generations and Their Work Expectations GenerationBornExpectations About Work Silent Generation 1922- 1945 Disciplined, hard-working, loyal, respect for authority Baby Boomers1946- 1964 Optimistic, competitive, active in social causes, focused on personal accomplishment, lack of respect for authority Generation X1965- 1967 Independent, resilient, adaptive, expect work to be fun, work well in multicultural settings Generation Y1977- 2000 Comfortable with high tech, desire feedback, respectful of bosses, expect balanced work and family life, want meaningful work

9. Organizational Behavior : An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 14-9 Culture  Provides ready-made solutions for basic human problems and a sense of identity  Limits ability to appreciate alternative behaviors  All cultures have positive and negative aspects  Best understood as a series of trade-offs

10. Organizational Behavior : An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 14-10 Ethnocentrism - Defined Ethnocentrism is defined as the exaggerated tendency to think the characteristics of one’s own group or race are superior to those of other groups or races  Everyone possesses a degree of ethnocentrism, but it must be curbed to work effectively with people from other groups or races

11. Organizational Behavior : An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 14-11 Developmental Model Of Intercultural Sensitivity (DMIS) This model is a taxonomy that describes how people react to cultural differences and develop intercultural competence

12. Organizational Behavior : An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 14-12 …Developmental Model of Intercultural Sensitivity (DMIS) Denial One's own culture is the only good one. Other cultures are criticized as inferior and differences are denigrated Defense One's own culture is the only real one. Other cultures are avoided and treated with disinterest Minimization Elements of one's own culture are viewed as universal. Other cultures assumed to be basically similar; cultural difference is overly simplified Ethnocentric Stages

13. Organizational Behavior : An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 14-13 …Developmental Model of Intercultural Sensitivity (DMIS) Adaptation One's worldview is expanded to include perspectives from another culture and learning to behave appropriately in that culture Acceptance One's own culture is just one of a number of equally complex worldviews. Other cultures are treated with respect and curiosity Integration The experience Of different cultural worldviews are incorporated into one’s identity Ethnorelative Stages

14. Organizational Behavior : An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 14-14 Stereotyping - Defined To stereotype is to assign identical characteristics to any people in a group regardless of the actual variation among members of the group  The prejudice that accompanies stereotypes prevents us from judging individuals fairly on their own merit

15. Organizational Behavior : An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 14-15 The Minority Experience  Minorities in both cultures and organizations often pay a high price for their “differentness”

16. Organizational Behavior : An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner What Happens to Tokens? Assimilation via stereotyping Contrast with majority Receive more attention Perceptual Tendency Role encapsulation Exaggerated, polarized differences Performance pressure Result 14 -16

17. Organizational Behavior : An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 14-17 Managing Diversity Effectively  Allows minorities and eccentric people to feel comfortable and contribute fully at work  Permits organizations to benefit from diverse viewpoints  Makes it easier to serve a diverse group of customers  Helps the organizations attract and retain high-quality minority employees

18. Organizational Behavior : An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 14-18 Characteristics of an Inclusive Organization Distribute organizational resources equitably Capitalize on advantages of diversity Fully integrated minority members in informal networks Widely shared ability to influence decisions Pluralistic organizational culture

19. Organizational Behavior : An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 14-19 Policies, practices, and procedures are flexible and responsive to needs of all employees Majority and minority members are equally identified with organizational goals Absence of prejudice and discrimination Minimum inter-group conflict among diverse groups …Characteristics of an Inclusive Organization

20. Organizational Behavior : An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 14-20 Steps to Creating an Inclusive Organization  Tangibly demonstrate top management commitment to diversity  Establish unambiguous, explicit, and focused qualifications criteria used in selection decisions and clearly communicate those criteria  Develop strategies to recruit a diverse workforce  Remove barriers to achievement and advancement

21. Organizational Behavior : An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 14-21 …Steps to Creating an Inclusive Organization  Encourage the development of a superordinate goal and a group identity  Establish appropriate training programs  Align organizational reward systems with recruiting, hiring, retaining, and advancing a diverse workforce  Monitor the effectiveness of diversity initiatives

22. Organizational Behavior : An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 14-22 Diversity/Intercultural Competencies  Tolerance of differences  Tolerance of ambiguity  Open-mindedness  Positive attitudes toward people and experiences  Patience  Personal self-awareness  Behavioral flexibility  Empathy  Interpersonal sensitivity  Good communication skills, including active listening  Ability to connect with others