Management & Organization Behavior class Three different Discussions
Managing the Diverse Workforce
Chapter Eleven
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Learning Objectives
LO 1 Describe how changes in the U.S. workforce make diversity a critical organizational and managerial issue
LO 2 Distinguish between affirmative action and managing diversity
LO 3 Explain how diversity, if well managed, can give organizations a competitive edge
LO 4 Identify challenges associated with managing a diverse workforce
LO 5 Define monolithic, pluralistic, and multicultural organizations
LO 6 List steps managers and their organizations can take to cultivate diversity
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Managing Diversity
Managing diversity
Managing a culturally diverse workforce by recognizing the characteristics common to specific groups of employees while dealing with such employees as individuals and supporting, nurturing, and utilizing their differences to the organization’s advantage.
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Diversity: A Brief History
Most immigrants to the U.S. from late 1800s to early 1900s were non-English speaking from Italy, Poland, Ireland, and Russia
It was considered poor business practice for white Protestant-dominated insurance companies to hire Irish, Italians, Catholics, or Jews
It was not until the 1960s that the struggle for acceptance by various ethnic and religious groups had on the whole succeeded
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Diversity: A Brief History
When the Women’s Rights Movement was launched in Seneca Falls in 1848, most occupations, colleges, and professional schools were off limits to women
Women could not vote and lost all property rights once they were married
Until the Civil Rights Act of 1964, women:
Were excluded from certain jobs
Needed a male cosigner for a bank loan
Were not issued credit cards if they were married
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Diversity: A Brief History
The most difficult struggle faced America’s nonwhite minorities
Racial segregation remained for 100 years after the end of the Civil War
Blacks suffered voting right suppression and discrimination in education, employment, and housing
Brown v. Board of Education (1954) declared segregation unconstitutional setting the stage for the Civil Rights Act of 1964
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Components of a Diversified Workforce
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Figure 11.1
Diversity Today
Diversity
Differences that include religious affiliation, age, disability status, military experience, sexual orientation, economic class, educational level, lifestyle, gender, race, ethnicity, and nationality
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Diversity Today
Managing diversity means not just tolerating or accommodating all sorts of differences, but supporting, nurturing, and utilizing these differences to the organization’s advantage
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Examples of Diversity Programs in S&P 100 Companies
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Figure 11.2
Gender Issues
Women make up about 47 percent of the workforce.
The overall labor force participation rate of women rose throughout the 1970s
Almost 60 percent of marriages are dual-earner marriages.
One of every four married women in two-income households earns more than her husband does
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Question
A(n) ___________ is an invisible barrier making it difficult for women and minorities to move beyond a certain level in the corporate hierarchy.
Organization chart
Glass ceiling
Glass limit
Personnel limit
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The correct answer is b – glass ceiling. See next slide.
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Gender Issues
Glass ceiling
an invisible barrier that makes it difficult for women and minorities to move beyond a certain level in the corporate hierarchy
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The A-List: Top Women Executives
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Table 11.1
Gender Issues
Sexual harassment
Conduct of a sexual nature that has negative consequences for employment
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Sexual Harassment
Quid pro quo harassment
Submission to or rejection of sexual conduct is used as a basis for employment decisions
Is the behavior pervasive and destructive ?
Hostile environment
Occurs when unwelcome sexual conduct has the effect of unreasonably interfering with job performance or creating an intimidating or hostile, working environment
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Top 10 Companies for Executive Women
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Table 11.2
Basic Components of an Effective Sexual Harassment Policy
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Table 11.3
Minorities and Immigrants
Black, Asian, and Hispanic workers are about one-fifth of the labor force in the United States.
Asian and Hispanic workforces are growing the fastest in the United States, followed by the African American workforce.
By 2020, more than 18 percent of the workforce is expected to be people of Hispanic origin.
In 2012, the census bureau estimated that a majority of children under age 1 in the United States were members of racial or ethnic minority groups
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Minorities and Immigrants
Four states (California, Hawaii, New Mexico, and Texas) and the District of Columbia have become majority minority, meaning a majority of the population consists of members of racial and ethnic minorities.
Foreign-born workers make up more than 16 percent of the U.S. civilian labor force.
Close to half of these workers are Hispanic, and nearly one-fourth are Asian
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Executives of Color: Selected Examples
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Table 11.4
Mentally and Physically Disabled People
The largest unemployed minority in the U.S.
The share of the population with a disability is growing
Assistive technologies make it easier for companies to comply with the Americans with Disabilities Act
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The Age of the Workforce
The median age of workers is rising substantially while the number of young workers is growing only slightly
The Bureau of Labor Statistics projects that entry-level workers will be in short supply in the future
70% of workers between 45-74 intend to work in retirement
To prevent an exodus of talent, employers need strategies to help retain and attract skilled older workers
Employers must also compete for talented young workers
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Utilizing Older Employees
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Table 11.6
Managing Diversity versus Affirmative Action
Affirmative action
Special efforts to recruit and hire qualified members of groups that have been discriminated against in the past.
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Competitive Advantage through Diversity and Inclusion
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Ability to Attract and Retain
Motivated Employees
Better Perspective on a Differentiated Market
Ability to Leverage Creativity and Innovation in Problem Solving
Enhancement of Organizational Flexibility
Challenges of Diversity and Inclusion
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Unexamined Assumptions
Lower Cohesiveness
Communication Problems
Mistrust and Tension
Stereotyping
Beyond Affirmative Action: Key Practices to Leverage Employee Differences
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Table 11.7
Multicultural Organizations
Monolithic organization
An organization that has a low degree of structural integration—employing few women, minorities, or other groups that differ from the majority—and thus has a highly homogeneous employee population.
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Diversity Assumptions and Their Implications for Management
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Table 11.8
Multicultural Organizations
Pluralistic organization
An organization that has a relatively diverse employee population and makes an effort to involve employees from different gender, racial, or cultural backgrounds.
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Question
A ___________ organization is an organization that values cultural diversity and seeks to utilize and encourage it.
Multi-spatial
Multidimensional
Multicultural
Multi-temporal
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The correct answer is c – multicultural. See next slide
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Multicultural Organizations
Multicultural organization
An organization that values cultural diversity and seeks to utilize and encourage it.
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How Organizations Can Cultivate a Diverse Workforce
Securing top management’s leadership and commitment
Assessing the organization’s progress toward goals
Attracting employees
Training employees in diversity
Retaining employees
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Attracting Employees
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Recruitment
Accommodating Work and Family Needs
Alternative Work Arrangements
Guidelines for Diversity Training
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Table 11.9
Retaining Employees
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Support Groups
Mentoring
Career Development and Promotions
Accountability
Systems Accommodation
Question
___________ are higher-level managers who help ensure that high-potential people socialized into the norms and values of the organization.
Trainers
Mentors
HR specialists
Employee coaches
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The correct answer is b - mentors. See next slide
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Retaining Employees
Mentors
Higher-level managers who help ensure that high-potential people are introduced to top management and socialized into the norms and values of the organization.
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Video: Dream Dinners
How would you describe the diversity of Dream Dinners’ management team?
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