1. Chapter 4 Valuing Diversity
Management: A Skills Approach, 2/e by Phillip L. Hunsaker
Copyright © 2005 Prentice-Hall
Copyright © 2005 Prentice-Hall

2. Copyright © 2005 Prentice-Hall
Learning Objectives
Explain How Diversity Strengthens Organizations
Encourage and Support Diversity to Meet Organizational Needs
Be Creative and Flexible in Dealing with Difficulties Faced by Diverse Employees
Be Accountable by Recruiting Broadly and Selecting Employees Fairly
Assist Diverse Employees through Training and Orientation
Break Down Barriers Standing in the Way of Appreciating Diversity
Copyright © 2005 Prentice-Hall

3. Copyright © 2005 Prentice-Hall
Concepts
Understanding and Managing Those Who Are Dissimilar from Us and From Each Other
Understanding How Cultural Diversity Affects Expectations and Behavior
Copyright © 2005 Prentice-Hall

4. Copyright © 2005 Prentice-Hall
Diversity
Refers to the vast array of physical and cultural differences that constitute the spectrum of human differences
Copyright © 2005 Prentice-Hall

5. Core Dimensions of Diversity
Age
Ethnic Heritage
Gender
Mental/Physical Abilities
Race
Sexual Orientation
Copyright © 2005 Prentice-Hall

6. Copyright © 2005 Prentice-Hall
Secondary Dimensions
First language
Religion
Education
Work style
Income
Military experience
Work experience
Geographical location
Family status
Communication style
Copyright © 2005 Prentice-Hall

7. Copyright © 2005 Prentice-Hall
The Diversity Wheel
Copyright © 2005 Prentice-Hall

8. Copyright © 2005 Prentice-Hall
The challenge for managers is to recognize that each person can bring value and strengths to the workplace based on his/her own unique combination of diversity characteristics.
Copyright © 2005 Prentice-Hall

9. Copyright © 2005 Prentice-Hall
Changing Workforce
The United States is Facing:
A Shrinking Labor Pool
An Aging Workforce
More Women in the Workforce
Increasing Numbers of Immigrants
Globalization of Business
Copyright © 2005 Prentice-Hall

10. Copyright © 2005 Prentice-Hall
If managers fail to accept and
promote diversity as a valuable asset, they will pay the
price of decreased work effort and low performance.
Copyright © 2005 Prentice-Hall

11. Copyright © 2005 Prentice-Hall
Workers who
believe their differences are valued are likely to be more loyal, productive, and committed.
Copyright © 2005 Prentice-Hall

12. Copyright © 2005 Prentice-Hall
A firm with a reputation for providing opportunities will have a competitive advantage in the labor market.
Copyright © 2005 Prentice-Hall

13. Copyright © 2005 Prentice-Hall
Diversity
Promotes creativity and innovation
Enhances organizational flexibility
Copyright © 2005 Prentice-Hall

14. Differences Between Affirmative Action and Managing Diversity
Government Mandated
Legally Driven
Quantitative
Problem Focused
Assumes Assimilation
Internally Focused
Reactive
Managing Diversity
Voluntary
Productivity Driven
Qualitative
Opportunity Focused
Assumes Integration
Proactive
Internally/Externally Focused
Copyright © 2005 Prentice-Hall

15. How Organizations Promote Diversity
Affirmative Action
Diversity Management Programs
Copyright © 2005 Prentice-Hall

16. How Organizations Promote Diversity
Fairness and Justice
Decision-making and Performance
Flexibility
Copyright © 2005 Prentice-Hall

17. How Managers Can Promote Diversity
Accountability
Development
Recruitment
Copyright © 2005 Prentice-Hall

18. Diversity Accountability Practices
Top management’s personal intervention
Internal advocacy groups
Emphasis on EEO statistics, profiles
Inclusion of diversity in performance evaluation
Inclusion of diversity in promotion criteria
Inclusion of diversity in management succession planning
Work and family policies
Policies against racism, sexism
Internal audit or attitude survey
Active affirmative action committee
Copyright © 2005 Prentice-Hall

19. Diversity Development Practices
Diversity training programs
Networks and support groups
Development programs for all high-potential managers
Informal networking activities
Job rotation
Formal/Informal mentoring program
Early development programs for all high-potential new hires
Internal training
Recognition events
Copyright © 2005 Prentice-Hall

20. Diversity Recruitment Practices
Targeted recruitment of non-managers
Key outside hires
Extensive public exposure on diversity
Corporate image as progressive
Partnerships with educational institutions
Recruitment incentives
Internships
Publications that highlight diversity
Targeted recruitment of managers
Partnerships with non-traditional groups
Copyright © 2005 Prentice-Hall

21. What Can the Individual Manager Do?
Demonstrate Acceptance of Diversity
Communicate Diversity Goals
Sensitize Employees to Diversity Issues
Copyright © 2005 Prentice-Hall

22. What Can Individual Managers Do?
Encourage and Support Diversity
Recruit Broadly and Select Fairly
Provide Orientation and Training for Minorities
Copyright © 2005 Prentice-Hall

23. What Else Can Individual Managers Do?
Be Creative and Flexible When Dealing with Diversity Problems
Motivate According to Individual Needs
Reinforce Positive and Minimize Negative Employee Differences
Copyright © 2005 Prentice-Hall