1. Chapter 13
Managing Diversity

2. The Changing Workplace
The differences people bring to the workplace are valuable
The workforce is changing as organizations build cohesive teams:
Three-generation workforce
Aging workers
Growth in number of Hispanic and Asian workers
Women outnumbering men
Growth in foreign-born population
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3. 13.1 Leaders in Corporate Diversity
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4. 13.2 Milestones in the History of Corporate Diversity
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5. 13.3 Projected Changes in U.S. Labor Force; 2008 to 2018
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6. Diversity on a Global Scale
Social and cultural differences can create difficulties
Europe has very complex social and cultural systems
National cultures are intangible, pervasive, and difficult to comprehend
It is imperative to understand local cultures
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7. Managing Diversity Today diversity is defined broadly:
Race
Gender
Age
Lifestyle
Disability
Inclusive model includes all ways in which employees are different (i.e. spiritual beliefs)
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8. 13.4 Traditional vs. Inclusive Models of Diversity
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9. 13.5 Dividends of Workplace Diversity
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10. Factors Shaping Personal Bias
Prejudice – different is deficient
Discrimination – acting on prejudicial attitudes
Stereotypes – rigid, exaggerated, and irrational beliefs
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11. 13.6 Stereotyping versus Valuing Cultural Differences
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12. Ethnocentrism
Your group or subculture is inherently superior to other groups and cultures
Ethnocentrism makes diversity challenging
Business world and assumptions still somewhat homogeneous
Organizations are shifting from a monoculture view to pluralism and ethnorelativism
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13. The Female Advantage
There is organization advantage to hiring, retaining, and promoting women
Men still have higher wages and faster promotions than women, but
Women have “the female advantage” because they are more collaborative, less hierarchical, and relationship-oriented
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14. 13.7 Performance Comparison of Companies w/ Women in Top Management
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15. Factors Affecting Women’s Careers
Glass Ceiling – an invisible barrier that separates women from top management positions
Opt-Out Trend – women are voluntarily leaving the workforce for various reasons
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16. 13.8 The Wage Gap
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17. Cultural Competence
Managers struggle to create culture that values and nurtures diverse employees
Organizations must reduce obstacles for disadvantaged employees
Managers must have the ability to interact effectively with people of different cultures
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18. 13.9 Five Steps to Develop Diversity
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19. Diversity Initiatives and Programs
Changing Structures and Policies
Expanding Recruitment Efforts
Establishing Mentor Relationships
Accommodating Special Needs
Providing Diversity Skills Training
Increasing Awareness of Sexual Harassment
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20. New Diversity Initiatives
Companies believe that diversity initiatives help maintain competitive advantage, and
Improving morale
Decreasing interpersonal conflict
Facilitating progress in new markets
Increasing creativity
Multicultural teams and employee network groups are two new approaches to diversity
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21. 13.10 The Most Common Diversity Initiatives
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