1. © Mujtaba, 2007 Workforce Diversity Management Dr. Bahaudin G. Mujtaba

2. © Mujtaba, 2007 Workforce Diversity Management (Bahaudin G. Mujtaba, 2007) Chapter 1 – Diversity: What is it? Chapter 2 – Diversity Management in Academia Chapter 3 – Socialization and Stereotypes Chapter 4 – Discrimination in Practice Chapter 5 – Technology, Gender and Appreciative Inquiry Chapter 6 – Affirmative Action Chapter 7 – Culture and Management Chapter 8 – Generational and Spiritual Diversity Chapter 9 – Managing for Diversity in Public Agencies Chapter 10 – Organizational Learning and Knowledge Chapter 11 – Power and Leadership Chapter 12 – Gender and Management Hierarchy Chapter 13 – Teamwork and Synergy Chapter 14 – Listening and Conflict Management Skills Chapter 15 – Training Programs: Preparation and Evaluation Chapter 16 – Diversity: The Engine for Success

3. © Mujtaba, 2007 Gender and Coaching Women throughout the world tend to face certain biases, stereotypes, and the glass ceiling in the workplace as they attempt to reach higher in the hierarchy of management. Coaching as one solution for women, minorities, and underachievers of all backgrounds. Coaching is a process that takes time, practice, planning, and collaboration with the employee. It is hypothesized that small successes lead to huge results, and underachievers can eventually have the self-confidence to achieve high level organizational goals, as well as significant personal achievements through effective coaching and fair development and promotion opportunities.

4. © Mujtaba, 2007 Individuals at all levels of the organization are expected to deal with gender differences and solve problems generated by lack of understanding these differences. These gaps are often created by societal conditionings, lack of awareness, a not- caring attitude, and the changing environment in the workforce. While problems are often perceived as being negative, they can give rise to opportunities for restructuring or new methods of doing things better, faster, and more competitively.

5. © Mujtaba, 2007 Aristotle said it first over thousands of years ago, and the same principle and concept still holds true today: You get a good adult by habituating a good child to doing the right thing. Praise for truth-telling and sanctions for fibbing well, in time, make him or her “naturally” honest. Abstract knowledge of right and wrong no more contributes to character than knowledge of physics contributes to cycling (Michael Levine, NY Times, 1989).

6. © Mujtaba, 2007 Males and Females Males learn to compete (through competition in sports, their domineering personalities, etc.) which is related to conflict and one best method of doing things or one final winner. Whereas females learn to be compassionate and caring as they grow. Boys spend 50% of their time moving from one thing to another; they do something, learn from it and move on to something else. Boys do what they are told and when the coach asks to “go to the right,” boys don’t say “oh coach, I was thinking about going straight, what are your thoughts about it?” Most girls prefer to be involved in the entire decision-making process.

7. © Mujtaba, 2007 Girls and Boys Girls learn not to take risks and be careful. They learn to avoid conflict and be nice. They learn to develop relationships. While women will talk to ten other people about a friend that they are not happy with because they did something wrong or unproductive, they often do not initially mention it to the person/friend which caused it because females, during their childhood years, have learned to develop a relationship and not destroy it. Boys will usually confront the person and get it over with regardless of future consequences to the person or the relationship. Generally, girls attempt to negotiate a win/win situation, while men attempt to get a win/lose situation.

8. © Mujtaba, 2007 The integration and understanding of female leadership traits can improve the ethical climate of a firm by bringing more sensitivity, caring treatment of customers, more creative approaches to problem solving, more effective relationship-building skills, creating greater trust in interpersonal affairs, and being supportive and understanding of supervisory style. Women in the workforce are often wrongly and stereotypically viewed as less decisive, slower to make decisions, or even naive at times. The best approach might be to combine the best traits of each sex at various levels of management in the organization to have a balance of both sides. This will enable individuals to help each other by developing strong solutions to their daily challenges; and they could learn from each other in the process.

9. © Mujtaba, 2007 Change is something that will take time to process with differences in what others believe, but the perceptions of how a woman might or might not succeed can only be truly evaluated when she is given a chance to either prove herself to what might be perhaps one of the best changes to be made to a company.

10. © Mujtaba, 2007 Women and Management Women are evaluated negatively when they adopt a stereotypically male leadership style and occupy traditionally male-dominated positions. Relatively more women are in management positions today in Western countries than there were ten years ago. However, there are still relatively few women in top management, and in some organizations, even in middle management. Even when women in Western countries do advance to top- management positions, special attention is often focused on the fact that they are women.

11. © Mujtaba, 2007 Guidelines for Women in Business Request what you want. Speak out. Speak up with confidence. Toot your own horn. Don’t expect to make friends. Accept uncertainty. Take calculated risks. Be an “imposter.” Think one task at a time. Don’t anguish. Follow the team leader. It is not always necessary to assume responsibility without authority. Sit at the table. Laugh and enjoy your work.

12. © Mujtaba, 2007 It’s what is inside that makes a difference! Learn well, take chances, and remember that together we can move the world!

13. © Mujtaba, 2007 Reference Mujtaba, B. G. (2007). Workpalce Diversity Management: Challenges, Competencies and Strategies. ISBN: 1-59526-548-1. Llumina Press; website; www.llumina.com; (phone: 866-229-9244 or: 954-726-0902).www.llumina.com

14. © Mujtaba, 2007