Personal Reflection Paper

Module 13: Developing Diversity (Chapter 11)

Lecture 1:  Developing Leadership Diversity

Lecture Objectives

• Define “Diversity” and “Workforce Diversity” • Contrast traditional vs inclusive models of diversity • Describe challenges faced by minorities in organizations • Discuss ways to encourage and support diversity to need organizational needs

• Review the role of 

Diversity Differences among people in terms of age,  ethnicity, gender, race, or other dimensions

Workforce Diversity Workforce made up of people with different  human qualities or who belong to various 

cultural groups

Diversity

• Civil Right Act, Title VII  • Equal Pay Act • Age Discrimination Act • Americans with Disabilities Act • Executive Orders 11246 and 11478 • Vietnam Era Veteran’s Readjustment Act

Traditional vs. Inclusive Models of  Diversity

Source: Based on Anthony Oshiotse and Richard O’Leary, “Coming Creates an Inclusive Culture to Drive Technology Innovation and Performance,” Global Business and Organizational Excellence 26, no 3(March/April 2007), pp. 7–21

Changing Attitudes Toward Diversity

• Factors contributing to increased acceptance:

 Globalization  Demographic changes   Changes in society and social values

Value of Organizational Diversity

• Diversity of thought aids in achieving high performance

• Broader and deeper base of ideas, opinions, and experiences

• Financial competitiveness

• Helps meet the needs of diverse customers

Challenges

• Belief that one’s own culture and subculture are inherently  superior to other cultures

Ethnocentrism

• Adverse feeling or opinion formed without regard for the facts

Prejudice

Challenges

• Treating people differently based on prejudicial attitudes  and stereotypes • Unconscious bias theory ‐ People’s decisions are  influenced by unconscious prejudice

Discrimination

• Invisible barrier that separates women and minorities from  top leadership positions • Glass walls ‐ Invisible barriers to lateral movement within  the organization

Glass ceiling

Domestic Responsibilities – High  Achieving Men and Women

Source: National Parenting Association, as reported in Sylvia Ann Hewlett, “Executive Women and the Myth of Having It All,” Harvard Business Review (April 2002), pp. 66–73

Women as Leaders

Female managers rate high on:  Interpersonal skills   Task behavior  Communication  Being an idealized influence  Providing inspirational motivation  Goal accomplishment  Offering intellectual stimulation  Being more individually considerate

Interactive Leadership

• Develop personal relationships with followers • Share power and information • Empower employees • Strive to enhance others’ feelings of self‐worth

Global Diversity and  Sociocultural Environment

• Globalization has caused managers to confront  broader range of issues

• Social and cultural differences have the ability to  cause conflict

If the World were 100 People

50 would be female 50 would be male

If the World were 100 People

60 Asians  15 Africans  14 people from the Americas  11 Europeans 

If the World were 100 People

12 would speak Chinese 5 would speak Spanish  5 would speak English  3 would speak Arabic  3 would speak Hindi 3 would speak Bengali 3 would speak Portuguese 2 would speak Russian 2 would speak Japanese 62 would speak other languages

If the World were 100 People

33 Christians  22 Muslims  14 Hindus  7 Buddhists  12 people who practice other religions  12 people who would not be aligned with a religion

If the World were 100 People

1 would be dying of starvation 15 would be undernourished 21 would be overweight

87 would have access to safe drinking water  13 people would have no clean, safe water to drink

If the World were 100 People

83 would be able to read and write 17 would not 7 would have a college degree 22 would own or share a computer

If the World were 100 People

83 would be able to read and write 17 would not 7 would have a college degree 22 would own or share a computer

Erickson, Vonk & Meadows, 2012

Hofstede’s Dimensions of Culture 

Power distance

Individualism versus collectivism

Masculinity versus femininity

Uncertainty avoidance

Time orientation

Hofstede’s Dimensions of Culture 

• Power distance (status and authority differences between a superior and  a subordinate)

• Individualism versus collectivism (the extent to which persons define  themselves as individuals rather than as members of  a group)

• Masculinity versus femininity (assertive, competitive, success‐driven  values versus quality of life, relationship‐oriented values in society)

• Uncertainty avoidance (preference for structured rather than  unstructured situations)

• Time orientation (emphasizing long‐term values such as thrift and  persistence versus short‐term values such as fulfilling social obligations)

Complete:

Leader’s Self‐Insight 11.3

Self‐Assessments “Social Values”

Example: Leaders as Experts?

Source: André Laurent, “The Cultural Diversity of Western Conceptions of Management,” International Studies of Management and Organization 13, no. 1–2 (Spring-Summer, 1983), pp. 75–96. Adapted from ADLER, International Dimensions of Organizational Behavior, 5E

Stages of Personal Awareness

Source: Based on M. Bennett, “A Developmental Approach to Training for Intercultural Sensitivity,” International Journal of Intercultural Relations 10 (1986), pp. 179–196

Employee Affinity Groups  (AKA Diversity Networks/Resource Groups)

• Based on social identity, to focus on concerns of  employees from that group

 Enable them to make greater contributions to the organization

• Helps employees be more effective and reduces  members’ social isolation

 Includes senior leaders in group event and contributes to  organizational effectiveness

Minority Sponsorship

• Strong support from a powerfully positioned  executive 

 Willing to put his or her reputation on the line to  promote an individual’s career advancement

 Sponsors expect high performance and strong  commitment in return

‐ Denise Young‐Smith, VP HR

VIDEO

“Apple ‐ Diversity ‐ Inclusion         inspires innovation”

“Fundamental Five”

ARCHITECT Building the TEAM

Module 12: Leading Teams – accomplishing challenging work together

Module 13: Developing Diversity – benefitting from everyone’s strengths

“Less Me and More We”

GUARDIAN Establish TRUST

“Give Respect, Receive Trust”

NAVIGATOR Clarifying PURPOSE

“Keep the Main Thing, the Main Thing”

COACH Strengthening PEOPLE “You Can’t Do It All”

ARCHITECT Building the TEAM

“Less Me and More We”

Online Check for Module 13