Diversity Master.pdf

DIVERSITY By RASHED TURABI

Outline

• What is workplace diversity, and why is it important? o Demographic & cultural differences

among individuals o Aptitude and ability differences

among individuals o Cultural and Personal Norms and

Values · o The Personal Values Questionnaire

• Cultural Sources of Misunderstanding o Prejudice, Self-fulfill ing Prophecies

and Stereotyping o Communicating and Dealing in a

Cross Cultural Environment o Group Exercise: Can You

Communicate o Tips and Suggestions for Managers

~ Meirc Training & Consulting

• Cultural Conflicts o Sources of Cultural Conflict o Cultural Norms Affecting

Conflict o Managing Conflicts of

Cultural Nature o Case Study o Tips & Suggestions for

managers

Managing Diversity (Carrefour) - 11 Diversity by Rashed Turabi Page 1 of 83

Rules for the Day ...

• Confine discussion to the topic at hand

• Own your views

• Respect views of others

• A void blame and attack

• Examine biases

• Honor confidentiality

~ Meirc Training & Consulting Managing Diversity (Carrefour) - 13 Diversity by Rashed Turabi Page 2 of 83


!-

Different does not mean right or wrong!

Different does not mean less than!

Managing Diversity (Carrefour) - 14

Diversity by Rashed Turabi Page 3 of 83

I Group Discussion

1. What is workforce diversity, and why is it important?

2. What are cultural differences among individuals, and why are they important?

3. What does managing diversity and individual differences involve, and why is it important?

G Meirc Training & Consulting Managing Diversity (Carrefour) - 15


I Workforce Diversity

Workforce diversity refers to the similarities and differences in individual characteristics such as age, gender, ethnic heritage, physical abilities, disabilities and race among the employees of

an organization.

0 Meirc Training & Consulting Managing Diversity (Carrefour) - 16


I Managing Diversity

• Is the ability of an organization to: o Recognize and manage these similarities

and differences;

o Understand how the social environment affects employees' beliefs about work; and

o Have the communication skills (as an organization) to develop confidence and self-esteem in members of diverse work groups.

~ Meirc Training & Consulting Managing Diversity (Carrefour) - 17


I Managing Diversity

Creating a setting where everyone feels valued and accepted and while groups

retain their own characteristics, they will shape and be shaped by organization.



I Cultural Influences on Organization

I Political/ Legal Setting > I Ethnic Background > I Religion > 0 Meirc Training & Consulting

Societal Culture

Customs

Language

Carrefour Culture

Personal Values

Ethics

Attitudes Behavior

Managing Diversity (Carrefour)- 19


I Culture: DNA of Behavior

• Culture is "a set of beliefs and values about what is desirable and undesirable in a community of people and a set of formal or informal practices to support these values."



I Attitudes: Root of Behavior

• Attitudes: are strong beliefs or feelings toward people, things, and situations. o Attitudes are more important to

employers than any other single factor.

o Attitudes are acquired primarily through experience.

o Attitudes are not visible.


I Attitudes & Behaviors: The Relationship

• Behaviors: are the visible manifestations of an individual under natural (unsupervised) circumstances;

• They are the result of attitude;

• Influencing behavior is short termed o Forcing people to come on time through a punching-in

system

• Influencing attitude is long-lasting o Coaching people on the value and importance of time.


L-



Unknown to others

Behavior

Attitude


Known to others

Unknown to others

Behavior

Values, Standards, Judgment

Att.ltu de ································· ···············~·················

Motives, Ethics, Beliefs.


Behavior

Cultural Values

ll I ~ Easy to I!· Influence 11 Short Term

Difficult to I nfluence

Long Te~m

' ..................................................................... .

Personal Values

Very Difficult to Influence Las tin


Behaviors

-"• I

Wor-k Habits and Practices I·

Time and Time Consciousness

Sense of Self & Space

Beliefs .and Attitudes

Relationships

...------....... Communication and Language


I The 2 Main Customers: High vs. Low Context Cultures

• High-Context o Establish social trust first

o Value personal relations and goodwill

o Negotiations slow and ritualistic • East, Middle East

• Far east, South America

• Low-Context o Get down to business first

o Value expertise and performance

o Agreement by specific, legalistic contract

o Negotiations as efficient as possible • North European

• North American

versus



l1. Sense of Self & Space

• The distance a person likes to keep between him/herself and others;

o Physical: Personal space

o Psychological: Degree of formality • Greetings (Hand shake, bow, hug, kiss, nose rub)

• Salutations (Good morning, Hi, Assalamu Alaykum)

• Pronouns (You vs. Vous et Tu)



Interpersonal Distance Zones for Business Conversations

* 12.0

U) cu c 0 ............

"'-' N Q)

- ~ ta c c 0 Q) U) u &.. c cu ro

"'-' Q. (/)

&.. "'0 cu ............ ..., c 4.0 .....

* 1.5

* 0

0 Meirc Training & Consulting

Arab Asia+ Latin America

North America + Northern Europe



I Suggestions for Managers

• Say good morning and good-bye to each employee every day;

• Introduce new employees to their co-workers formally;

• Be careful of using first names, especially with older co-workers;

• Ask people what they prefer being called; • Guard against being overly familiar with co

workers.



l2. Communication and Language

• Non-verbal elements o Gestures, facial expressions, tone of

voice, and intonation patterns. For example:

• Eye contact: o "Look at me when I'm talking to you!"

• A sign of respect and obedience in some cultures

• A sign of disrespect and arrogance in others!

0 Meirc Training & Consulting Managing Diversity (Carrefour) - 31 Diversity by Rashed Turabi Page 20 of 83

Communication and Language

Verbal

( Direct ) ( Indirect ) ( Europe ) ( East ) ( N. America ) Middle East



Some Stories

• A bank's customer service rep assists a limited-English-speaking customer in filling out a form. In an attempt to put the customer at ease, he smiles and speaks in a lighthearted manner. He is shocked when the customer calls from home a few minutes later to complain about being laughed at and treated disrespectfully.

• An engineering manager asks why the Asian engineers who he supervises smile so much.

• A visiting professional from Germany being taken around on a city tour by his American counterpart (an outgoing Texan) is quite impressed. He notices that each time they enter a shop or see a group of people, the Texan says, "Hi. How y'all doin' today?". At the end of the day, the German says, "I am amazed at how many friends you have!"



• When there is a barrier, assume confusion;

• Don't take the nod or 'Yes" to mean the individual agrees or understands;

• Guard against smiles and laughter;

• A void smiling when o giving instructions

o having serious discussions • Feedback, appraisals.

• Be careful not to "think out loud" o Employees may act on your "thoughts"!



13. Dress and Appearance

• "Don't judge a book by its cover!"

• Clothing (color and style) o A pin-striped suit or a pineapple barong tagalog? A bright

silk dress or a dark gabardine suit?

• Hair dos and covers o Afros, pony tails, Mohawks, gelled, straight combed?

• Accessories o Gold, silver, rings, bracelets, pendants?

• Bodyodor o Lack of hygiene or good hygiene but a special diet?



I Some Stories

• One client discounted a qualified candidate because he was wearing an ear ring.

• In many mainstream western cultures, hair for men must be above the collar;

• For Hindus, hair should never be cut and men should cover theirs with a turban.

• Muslim men are encouraged by religion to grow their beards and women must cover their hair in front of strangers.




• Before reacting to another's appearance, stop to consider the meaning;

• When making assessments about job applicants, consider their cultural norms regarding dress;

• Teach people the cultural rules required in your organization regarding dress and grooming;

• Remember: body scent is not necessarily a sign of poor hygiene!


'--


.. Diversity by Rashed Turabi Page 26 of 83

14. Food and Eating Habits

• Muslims are prohibited from consuming pork~~........._ and alcohol; in France and Italy, those two ~ IIIIW___) .....

• are parts of their staple and in some Asian · · cultures, pork is replaced by a dog, a cat or a horse!

• Cultural norms influence food preferences; o Chopsticks, fork & knife or by hand?

o Burping, belching, and picking the teeth • Unacceptable in west and a sign of respect for

some Asian cultures: It actually means, "My compliments to the chef!"




• When planning catered meals or snacks for meetings and group gatherings, include a variety;

• A void serving items that can be offensive to some staff members;

• When choosing restaurants for business, keep individual dietary restrictions and preferences in mind;

• Provide well-ventilated I outdoor eating areas for staff.



[._ .

·~~ • "Time is money" versus 'Manana' and L ==!J

'lnshallah'- punctuality versus elasticity!

o In some cultures, time is used to accomplish tasks; in other cultures to develop relationships.

o Schedules in some cultures depend on priorities and in some on the "Will of God".




• Recognize that differences in time consciousness are cultural- they are not a sign of laziness;

• Allow time in your schedule for the development of relationships;

• Make it a point to spend some time each week with each of your employees;

• Explain the reasons for deadlines and schedules;

• Explain the part promptness plays in performance appraisals.



I 6. Relationships

• Next of kin in some cultures means the nuclear group of parents and siblings; in other cultures, it is the clan.

• Many western cultures believe in egalitarian democracies (after a certain age); in the East and Middle east, the hierarchy and pecking order disappears only with death!


Suggestions for Managers

• Recognize that family responsibility and loyalty to kin will be a prime value for many workers, equal to and sometimes higher than work itself;

• Allow employees to discuss important decisions with family members before they give you a final answer;

• Recognize the informal leadership older members may hold in the work unit. Consult with them and seek their cooperation;

• Show respect to older employees by addressing them first and giving them formal authority when appropriate;

• Recognize that as a boss, you are seen by some as the J'head of the family" and as such, they may come and seek your advice and counsel about problems in and out of work.



I 7. Values and Norms

• Individualism versus collectivism o In goals and targets;

o I & Me versus We & US

• Competition versus Cooperation and Equality o In feedback and appraisals

• Openness and transparency versus Pivacy o Family and financial matters, personal

experiences, thoughts and feelings; • Off-the-cuff versus delayed response.


Comparisons in Values & Norms

• In the west, loyalty is to abstract principles such as truth and justice; in the east it is to individuals and groups.

• In the Middle East self and behavior are one; "/ am my behavior and my behavior is me." o Titles and performance are personal: Junior titles are

insulting and appraisals are criticism of people NOT performance!

• In the Far East criticism of performance leads to "Joss of face" which results in dishonor: o Respect must be preserved at all costs. It is redeemable

only by suicide!


t.___




• Consider giving rewards and feedback to the whole grouJ) rather than to individuals;

• Structure tasks to require teamwork rather than individual action;

• Consider the face-losing potential of any actions you are planning.

• Seek out ways to achieve your objectives while avoiding diminishing employees.



I 8. Beliefs and Attitudes

• Beliefs and attitudes are at the root of human behavior: o What you believe in greatly influences how you

behave.

o Understanding some of these beliefs- especially the powerful ones is essential in managing diversity.



I Attitudes towards Religion

• Religions are powerful influencers of beliefs and attitude - in spite of the law! o In the US, the "Constitution" mandates the separation of

church and state, yet most public holidays are Christian!

• 'Holy' days are different between Muslims (Jum'a), Jews (Sabbath) and Christians (Sunday). o Scheduling important work assignments on these days

may not be culturally sensitive.



I Attitudes towards Women

• Also a big cultural divider: o In some groups, it is accepted that women work

outside the home, in others, it is a sign of male deficiency!

o For some, being bossed by a woman is unthinkable and for others being served by a man is as well.

o In some cultures, secretarial, customer service and nursing jobs are dominated by women. Why?



I Attitudes towards Authority

• In Asia and the Middle East, juniors (school, work, family) don't question seniors- not so in the West. · o Children don't talk back to parents;

o Housekeepers can only resiJond to their employers with, 11Yes Sir or Yes Madam!''




• Find our what religious holidays staff members celebrate - especially minorities. o A void scheduling meetings, training programs or

important work-group activities on such days whenever possible.

• Help newcomers understand the reasons behind shared decision making processes and the need for suggestions and input from employe.es.



19. Mental Processes and Learning

• Do you prefer Poker (West) or Chess (East)? o Problem solving and analytical thinking differ with

cultural diversity.

• Do you learn best by seeing, hearing or experiencing? o Don't assume that hands-on training is better than

classroom teaching!


l-



I The 3 Learning Modalities

Visual Learn best by:

Reading textbooks, instructions, handouts

Watching models, demonstrations, films

Looking at maps, charts, diagrams, outlines, pictures, color codes


Learning Style

Auditory L~arn best by:

Listening to lectures, audiotapes, speakers

Talking, presenting, teaching, reading aloud, singing

Repeating oral instructions

Discussing in small groups, one-on-one

.-

Kinesthetic Learn best by:

Building, designing, . modeling

Moving, hand signals, · activities

Physical interaction, counting on fingers,

Disassembling and assembling




• Make it visual

• Show and tell

• Usetheifmnguage

• Take it easy

• Keep it simple

• Say it again

• Assume confusion

• Get help

G Meirc Training & Consulting

• Empathize - put yourself in their shoes

• Smile - but don't laugh

• Ask them for suggestions

• Ask them about their preferred learning style and

• Be flexible in your training approaches.



l10. Work Habits and Practices

• Some cultures revere work; others only do so if it is the "White Collar'' type! o The west loves to tinker with their hands, the East believes that

inputting your data into the computer is demeaning!

• Work-related rewards are also culture-sensitive; o A promotion to management might be considered a reward for

one culture and a punishment to another.

• Initiative is also an interesting work practice; o For some it is quintessential and its absence indicates laziness or

indifference; for others its presence is dangerous and it is often referred to as audacity and brashness!



Suggestions for Managers

• Get to know your employees - as persons - and find out what place work plays in their lives. o Find out what gives them satisfaction on the job;

• Be sensitive to employees' perception about the status of certain kinds of work. o Explain the reasons for each assignment and its importance overall;

• Talk to employees to find out what is rewarding to them;

• Understand that taking initiative and making independent decisions may be difficult for some employees. o Take time to coach them in that direction.



Comparing Cultural Norms and Values

Aspects of Mainstream West Other Cultures Culture

Sense of self and Informal Formal space Handshake Bows, hugs & kisses

Communication Explicit, direct communication Implicit, indirect communication and language Emphasis on content - meaning Emphasis on context- meaning found

found in words between the lines

Dress and "Dress for success" Dress seen as a sign of position, wealth appearance Wide range in accepted dress and prestige

Religious rules

Food and eating Eating as a necessity- fast food Eating as a social experience habits Religious rules

Time and time Linear and exact time consciousness Elastic and relative time consciousness consciousness Value on promptness: time = money Time spent on enjoyment of relationships

Relationships, Focus on nuclear family Focus on extended family family, friends Responsibility for self Loyalty and responsibility to family

Value on youth, age seen as Age given status and respect handicap


Comparing Cultural Norms and Values

Aspects of Mainstream West Other Cultures Culture

Values and norms Individual orientation Group orientation Independence Conformity

Preference for direct confrontation of Preference for harmony conflict

Beliefs and Egalitarian Hierarchical attitudes Challenging of authority Respect for authority and social order

Individuals control their destiny Individuals accept their destiny

Gender quality Different roles for men and women

Mental processes Linear, logical, sequential Lateral, holistic, simultaneous and learning style Problem-solving focus Accepting of life's difficulties

Work habits and Emphasis on task Emphasis on relationships practices Reward based on individual Rewards based on seniority,

achievement relationships,

Work has intrinsic value Work is a necessity of life


L


1

l1 0 Ways to Learn about Other Cultures

1. Ask the employee: o "What are the biggest differences between your

culture and mine?"

o "What does it mean in your culture when ... ?"

o "How do you ... in your culture?"

2. Ask colleagues from other cultures;

3. Tap community resources;

4. Read about different cultures; o Even fiction will give you an insight.

~ Meirc Training & Consulting Managing Diversity (Carrefour)- 61


5. Observe without judgment;

6. Share in staff meetings what new discoveries you have made about other cultures;

7. Conduct focus groups;

B. Use employee or customer survey information;

9. Experiment with new methods;

1 o. Spend time in other cultures.


- -Managing Diversity (Carrefour) - 62


Cultural Sources of Misunderstanding

No. We are I!J ~~ better//

Weare better//


I Ethnocentrism: A Cultural Fallacy

• Ethnocentrism: the belietthat one's native country, culture, language,and modes of behavior are superior to all others. o The 3rd world? Who is is 1st and who is 2nd?

o The Japanese concept of gaijin?

o Heathens?



Stereotypes

• Stereotypes are beliefs about an individual's traits and characteristics based on beliefs about his or her group's traits and characteristics o Often, these beliefs are inaccurate, outdated,

or based on prejudice;

o At times, these beliefs about the group's characteristics are relatively accurate on average, but ignore individual variations within the group



I Prejudices

• Prejudices are judgments about others that reinforce beliefs (stereotypes) about superiority and inferiority; they can lead to an exaggerated assessment of the worth of one group and a diminished assessment of the worth of others.



I Self-Fulfilling Prophecies

• Key Principles: o We form certain expectations of people or events o We communicate those expectations with various

cues. o People tend to respond to these cues by adjusting

their behavior to match them. o The result is that the original expectation becomes

true.

• This creates a circle of self-fulfilling prophecies.



I An Example

Supervisor expects employee to be late (due to stereotyping)

I I

The original expectation becomes true!

The supervisor thinks: til was right all along!"


-

Supervisor communicates - - - this expectation (formally

---

or informally)

I I

Employee adjusts behavior to meet

supervisor's expectation

Managing Diversity (Carrefour) - 68 Diversity by Rashed Turabi Page 55 of 83

I Helping Others Acculturate

1. Explain the reasons

2. Show employees the benefits

3. Suggest resources

4. Spend non-work time together

5. Talk about differences openly



Cultural Conflicts


I Conflict Myths

• Conflict can always be avoided.

• Conflict always occurs because of a misunderstanding. ;

• Conflict is always a sign of poor interpersonal relationship.

• Conflict can always be resolved.

• Conflict is always bad.



I What is Conflict?

Conflicts are differences of ...

••• when at least one party believes, perceived or real, that their right to satisfy their needs or interests have been denied, and feels the need

to win at any expense.


-Diversity by Rashed Turabi Page 59 of 83

~--- """' ~ . ---

I Cultural Attitudes Towards Conflict

Is positiv.e

It speeds up reform

It creates energy


c 0 N F L I c T

High Context Cultures

Is a bad thing

It is not desirable

It is embarrassing and demeaning

It must be avoided or worked out quietly

(or in writing!)



I Organizational Cultural Conflicts

To which extent should organizational policies and

practices (the Carrefour Way) be modified or abandoned to

accommodate the different styles


1-

and values of diverse employees?

Managing Diversity (Carrefour)- 74


2 Approaches

~ Lessens overt cultural conflict I!

I Universal> Standardized

~ I I Management Culturally Insensitive Practices

© ® ~I Rigid & Task oriented I ~I Wins Loyalty & Commitment I

Flexible

I ~I I Adaptable> Management Endangers Identity

Practices

© ® ~ Lessens organizational control



I Conflict Management Styles

C/) C/) (].) t::

COMPETING COLLABORATING (PRINCIPLED)

~ :: I•

~ ==:::::~I:COMPROMISE t=-::; =~ =-=-=~ ' 1: (J) C/) I•

C/) I•

~

AVOIDANCE & WITHDRAWAL IACCOMMODA TitNG

.._ ____ Cooperation----0 Meirc Training & Consulting Managing Diversity (Carrefour) - 76

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I Competing Style

• Debating & arguing

• Using rank or influence

• Asserting opinions & feelings aggressively

• Standing ground

• Stating position clearly & firmly

• Lack of feedback

• Reduced learning

• Surrounded by "Yes" people

• ·Increased ill will

I "Ifs my way ... or the highway!'



I Collaborating Style

• Finding creative solution • Can be time wasting

• Gathering data • Can cause missed opportunities

• Merging perspectives Others may take advantage •

• Gaining commitment

• Improving relationships

I "Lefs both get our ends meet." I


L-



I Compromising Style

• Moving stalled negotiations

• Offering temporary solutions

• Good when facing time constraints

• Protecting relationships

• Lose focus on important . ISSUeS

• Emphasis on gamesmanship

• Nobody gets what they need of want

"If you give ... r II give!'



I Avoiding Style

• Prefer not to have authority

• Like to buy time

• Want to protect relationships

• Want to gather more information

• Lose more often than not

• Others don't know what's important for your

• Increase problems

• ·Reflects weakness

I "I II think about it tomorrow!' I 0 Meirc Training & Consulting Managing Diversity (Carrefour) - 80


I Accommodating Style

• Creating good will • Get taken advantage of

• Keeping the peace • Not listened to

• Retreating • Limited influence

• Putting others in debt • Seen as weak

"How may I be of service?''

0 Meirc Training & Consulting Managing Diversity (Carrefour)- 81


I Tips for Managers

• Don't assume there's one conflict-handling intention that is always best. o Use competition when quick, decisive action is vital

o Use collaboration to find an integrative solution

o Use avoidance when an issue is trivial

o Use accommodation when you find you're wrong

o Use comEJromise when goals are important and resources are scarce.


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J


• Manage Your Emotions o A void taking action when angry or frustrated.

• Select a mutually acceptable time and place to discuss a conflict o Make sure the other person is ready to receive

you and your message.

• Plan your message o Identify your goal, and determine the outcome you

would like.

0 Meirc Training & Consulting Managing Diversity (Carrefour}- 83 Diversity by Rashed Turabi Page 70 of 83

• Monitor nonverbal messages o Speak calmly, use eye contact, maintain a natural

facial expressio11;.

• A void personal attacks, name-calling, emotional overstatement o Keep the focus on the issue at hand.

• Use self-talk to manage self feelings o They affect the emotional response.


(.__



I The Dilemma!

Respect Employees' Differences

and Individuality


HR Strategies

and Programs

Sustain Organizational Commitment

Create Shared Vision and

Organizational Identity




L--



Raheed Turabi

Cross-Out

I Pluralism

• Mixed management men1bership o Active steps to fully involvE~ all people who differ

from the dominant group.

o Requires training and orie11tation programs that increase awareness of cultural differences and build skills for working togE~ther.



I Full Structural Integration

• Minority group members o serving at all levels, o performing all functions, and o working in all work groups.


'----

\ \ \ I



I Informal Networks

• Mentoring programs, • Special social events, and

• support groups for minorities.


/ /

I I I

' ' ' -Managing Diversity (Carrefour) - 89


I Absence of Prejudice &

Discrimination • Equal opportunity seminars, • In-house focus groups, and

• Diversity (bias reduction) training.


l--


.... .. Diversity by Rashed Turabi Page 77 of 83

I Shared Goal Setting

• When different groups participate fully in determining organizational direction and deciding how to meet its goals, they better understand the organization and their places in it.



I Surveys & Feedback

• Employee surveys; • Customer surveys; • 360° feedback, and • Special training in conflict resolution.



Appendix •


I Why Western Expatriates Fail on Foreign Assignments


I..-

• Manager's spouse cannot adjust to new physical or cultural surroundings;

• Manager cannot adapt to new physical or cultural surroundings;

• Family problems;

• Manager is emotionally immature;

• Manager cannot cope with foreign duties,·

• Manager is not technically competent;

• Manager Jacks proper motivation for foreign assignment.



[__

I Why Global Managers Succeed on Foreign Assignments


• Global Perspective: Focus on global business; • Cultural Responsiveness: Become familiar

with many cultures; • Appreciate Cultural Synergies: Learn

multicultural dynamics; • Cultural Adaptability: Live and work effectively

in different cultures; • Cross-Cultural Communication: Daily cross

cultural interaction; • Cross-Cultural Collaboration: Multicultural

teamwork; • Acquire Broad Foreign Experience: Series of

foreign career assignments.



THANKYOU

Documents

Diversity Master.pdf