Summarize 4 chapters
Faisal07
culturaldivch10.ppt
© 2011 SAGE Publications, Inc.
Managing Diversity: Toward a Globally Inclusive Workplace 2e
Michalle Mor Barak
Diversity Management: Toward a Globally Inclusive Workplace
Michàlle Mor Barak, Ph.D.
Chapter 10:
Diversity Management – Paradigms, Rationale, and Key Elements
Cultural Styles and Relational Schemas
Now the Star-Belly Sneetches
Had bellies with stars.
The Plain-Belly Sneetches
Had none upon thars.
Those stars weren’t so big. They were really so small
You might think such a thing wouldn’t matter at all
But because they had stars, all the Star-Belly Sneetches
Would brag, “We’re the best kind of Sneetch on the beaches”
With their snoots in the air, they would sniff and they’d snort
“We’ll have nothing to do with the Plain-Belly sort!”
And whenever they met some, when they were out walking,
They’d hike right on past them without even talking.
Dr. Seuss, 1961. The Sneetches and Other Stories (p. 3-4)
Defining Diversity Management
Defining Diversity Management
Diversity management refers to the voluntary organizational actions that are designed to create greater inclusion of employees from various backgrounds into the formal and informal organizational structures through deliberate policies and programs.
Mor Barak, 2005
Defining Diversity Management
“To highlight this notion of mixture, consider a jar of red jelly beans and assume that you will add some green and purple jelly beans. Many would believe that the green and purple jelly beans represent diversity. I suggest that diversity instead is represented by the resultant mixture of red, green and purple jelly beans. When faced with a collection of diverse jelly beans, most managers have not been addressing diversity but, instead, have been addressing how to handle the last jelly beans added to the mixture.
The true meaning of diversity suggests that if you are concerned about racism, you include all races; if you’re concerned about gender, you include both genders; or if you’re concerned about age issues, you include all age groups. In other words, the mixture is all inclusive”
(Thomas, 1996 pp. 146-7).
From Equal Rights Laws to Affirmative/Positive Action to Diversity Management
Diversity Management
“Imagine your organisation is a giraffe house. Equal opportunity has been very effective widening the door of the giraffe house to let the elephant in, but home won’t be best for the elephant unless a number of major modifications are made to the inside of the house. Without these changes the house will remain designed for giraffes and the elephant will not ‘feel at home’”
(Krautil, 1995, p.22)
HR Approach to Diversity Management
HR Approach to Diversity Management
Based on Kossek and Sobel, 1996
Diversity Enlargement
Diversity Sensitivity
Cultural Audit
Strategy for Achieving Organizational Outcomes
HR Approach to Diversity Management
Diversity Enlargement
Goal Change organizational culture
through changing the
composition of the workforce
Strategy Recruiting employees
from diverse backgrounds
Assumptions New hires will change
the culture by their mere
presence – no need
for additional intervention
HR Approach to Diversity Management
Diversity Sensitivity
Goal Overcome adversity and promote
Productive communication and Collaboration and improve communication
Strategy Training to increase
sensitivity to differences
Assumptions Increased sensitivity to
differences will affect performance
HR Approach to Diversity Management
Cultural Audit
Goal Identify obstacles faced by employees of diverse background and modify company practices accordingly
Strategy Audit current practices through surveys and focus groups and generate changes to address these deficiencies
Assumptions Problems are caused by the dominant cultural group in the organization and need
to be addressed by that group
HR Approach to Diversity Management
Strategies for Achieving Organizational Outcomes
Goal Achieving organizational goals
through diversity management
Strategy Integrating diversity management with HR Policy areas and other company strategic choices
Assumptions Diversity management practices have to be
linked to desired individual and organizational outcomes
Impetus for Implementing Diversity Management
Impetus for Implementing Diversity Management
Slogan
Argument
“Diversity is a reality that is here to stay.”
The pool of current and future employees is becoming more diverse, and businesses have no choice but to adapt to the new realities
“Diversity management is the right thing to do.”
Companies have an obligation to promote social justice and implement principles of compensatory justice through their policies and programs.
“Diversity makes good business sense.”
Diversity management can give companies a competitive advantage in the global economy.
