MODULE 6

DIVERSITY AND GLOBAL CULTURES

“There are new faces in the neighborhood”

• What should we know about diversity in the workplace?

• What should we know about diversity among global cultures?

DIVERSITY AND GLOBAL CULTURES

Diversity In The Workplace

MODULE GUIDE 6.1

People of color increasing percent of workforce Hispanics fastest-growing minority group in workforce Minorities highly represented in lower-wage service-

sector jobs More workers from nontraditional families Average age of workers rising Religious diversity of workers increasing More women working There is a business case for diversity. Inclusive organizational cultures value and support

diversity. Organizational subcultures can create diversity

challenges. Minorities and women suffer diversity bias in many

situations. Managing diversity should be top leadership priority.

DIVERSITY IN THE WORKPLACE

Business Case For Diversity

Arguments in the Business Case for Diversity Cultural diversity builds strength for dealing with global markets. Ethnic diversity builds strength for dealing with diverse customers. Diverse work teams are high in creativity and innovation. Diverse workforces attract new highly talented members.

To be successful in working with and gaining value from diversity requires a sustained, systemic approach and long-term commitment.

Success is facilitated by a perspective that considers diversity to be an opportunity for everyone in an organization to learn from each other how better to accomplish their work and an occasion that requires a supportive and cooperative organizational culture as well as group leadership and process skills that can facilitate effective group functioning.

DIVERSITY IN THE WORKPLACE

Organizational Culture

Inclusivity How open the organization is to someone who can do the job

Culture A shared set of beliefs, values and patterns of behavior

common to group of people Multicultural Organization

Organization based on pluralism and operates with respect for diversity

Organizational Subcultures Groupings of people based on shared demographics and job

identities Ethnocentrism

The belief that one’s sub-cultural group or membership is superior to all others

DIVERSITY IN THE WORKPLACE

Organizational Culture

Characteristics of a Multicultural Organization Pluralism

Members of minority and majority cultures influence key values and policies.

Structural integration Minority-culture members are well represented at all levels and in

all responsibilities. Informal network integration

Mentoring and support groups assist career development of minority-culture members.

Absence of prejudice and discrimination Training and task force activities support goal of eliminating

culture-group biases. Minimum inter-group conflict

Members of minority and majority cultures avoid destructive conflicts.

DIVERSITY IN THE WORKPLACE

The Glass Ceiling

DIVERSITY IN THE WORKPLACE

The Glass Ceiling

The Conundrum of the Glass Ceiling

In 1995 • Women held 45.7% of America’s jobs. • Women held .7% of CEO jobs. • Women held 5% of top management jobs. • Women managers earned 68% the pay of males.

In 2005 • Women held 46.5% of America’s jobs. • Women held .7% of CEO jobs. • Women held 8% of top management jobs. • Women managers earned 72% the pay of males.

DIVERSITY IN THE WORKPLACE

Managing Diversity

Managing DiversityBuilding an inclusive work environment that

allows everyone to reach their potential

DIVERSITY AND GLOBAL CULTURES

Diversity Among Global CulturesMODULE GUIDE 6.2

Culture shock comes from discomfort in cross-cultural situations.

Cultural intelligence is the capacity to adapt to foreign cultures.

The “silent” languages of cultures include context, time, and space.

DIVERSITY AMONG GLOBAL CULTURES

Types of Cultures

Low-context Emphasize communication via spoken or written

words High-context

Rely on unspoken or situational cues as well as spoken or written words in communication

Monochronic People tend to do one thing at a time

Polychronic People accomplish many different things at once

DIVERSITY AMONG GLOBAL CULTURES

Hofstede’s Five Value Differences

Power Distance The degree to which a society accepts unequal distribution of

power Uncertainty Avoidance

The degree to which a society tolerates risk and uncertainty Individualism-collectivism

The degree to which a society emphasizes individuals and their self-interests

Masculinity-femininity The degree to which a society values assertiveness and

materialism Time Orientation

The degree to which a society values short term or long term goals

DIVERSITY AMONG GLOBAL CULTURES

Hofstede’s Five Value Differences

DIVERSITY AMONG GLOBAL CULTURES

Project Globe

MANAGEMENT TIPS

Stages of adjustment to a new culture • Confusion—First contacts with the new culture leave you

anxious, uncomfortable, and in need of information and advice.

• Small victories—Continued interactions bring some “successes,” and your confidence grows in handling daily affairs.

• Honeymoon—A time of wonderment, cultural immersion, and even infatuation, with local ways viewed positively.

• Irritation and anger—A time when the “negatives” overwhelm the “positives,” and the new culture becomes a target of your criticism.

• Reality—A time of rebalancing; you are able to enjoy the new culture while accommodating its less desirable elements.