MTOP Lecture 4 29th Sep 2010

8/8/2019 MTOP Lecture 4 29th Sep 2010

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44Chapter

Managing DiverseManaging DiverseEmployees in a DiverseEmployees in a Diverse

EnvironmentEnvironment


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Learning ObjectivesLearning Objectives

After studying the chapter, you should be able to:After studying the chapter, you should be able to:

Appreciate the increasing diversity of the workforceAppreciate the increasing diversity of the workforceand of the organization environment.and of the organization environment.

Grasp the central role that managers play in theGrasp the central role that managers play in theeffective management of diversity.effective management of diversity.

Understand why the effective management ofUnderstand why the effective management ofdiversity is both an ethical and a businessdiversity is both an ethical and a businessimperative.imperative.

Appreciate how perception and the use of schemasAppreciate how perception and the use of schemascan result in unfair treatment.can result in unfair treatment.


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Learning Objectives (contd)Learning Objectives (contd)

Appreciate the steps managers can take toAppreciate the steps managers can take toeffectively manage diversityeffectively manage diversity

Understand the two major forms of sexualUnderstand the two major forms of sexualharassment and how they can be eliminated.harassment and how they can be eliminated.


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Chapter OutlineChapter Outline

The Increasing Diversity of the Workforce andThe Increasing Diversity of the Workforce and

the Environmentthe Environment

AgeAge

GenderGender

Race and EthnicityRace and Ethnicity

ReligionReligion

Capabilities/DisabilitiesCapabilities/Disabilities

Socioeconomic BackgroundSocioeconomic Background

Sexual OrientationSexual Orientation


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Chapter Outline (contd)Chapter Outline (contd)

Management of DiversityManagement of Diversity

Critical Managerial RolesCritical Managerial Roles

The Ethical Imperative to Manage DiversityThe Ethical Imperative to Manage DiversityEffectivelyEffectively

Effectively Managing Diversity Makes GoodEffectively Managing Diversity Makes GoodBusiness SenseBusiness Sense

PerceptionPerception

Factors that Influence Managerial PerceptionFactors that Influence Managerial PerceptionPerception as a Determinant of Unfair TreatmentPerception as a Determinant of Unfair Treatment

Overt DiscriminationOvert Discrimination


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Chapter Outline (contd)Chapter Outline (contd)

How to Manager Diversity EffectivelyHow to Manager Diversity Effectively

Steps in Managing Diversity EffectivelySteps in Managing Diversity Effectively

Sexual HarassmentSexual Harassment

Forms of Sexual HarassmentForms of Sexual HarassmentSteps Managers Can Take to Eradicate SexualSteps Managers Can Take to Eradicate Sexual

HarassmentHarassment

Summary and ReviewSummary and Review


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The Increasing Diversity of theThe Increasing Diversity of theWorkforce and the EnvironmentWorkforce and the Environment

DiversityDiversity

Differences among people in age, gender, race,Differences among people in age, gender, race,ethnicity, religion, sexual orientation, socioeconomicethnicity, religion, sexual orientation, socioeconomic

background, and capabilities/disabilitiesbackground, and capabilities/disabilities

Diversity Concerns and IssuesDiversity Concerns and Issues

The ethical imperative for equal opportunityThe ethical imperative for equal opportunity

The illegality of unfair treatmentThe illegality of unfair treatmentDiversitys positive effect on organizationalDiversitys positive effect on organizationalperformanceperformance

The continuing bias toward diverse individualsThe continuing bias toward diverse individuals


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Sources of Diversity in the WorkplaceSources of Diversity in the Workplace

Figure 4.1Source:


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Workforce DiversityWorkforce Diversity

Glass CeilingGlass Ceiling

A metaphor alluding to the invisible barriers thatA metaphor alluding to the invisible barriers thatprevents minorities and women from beingprevents minorities and women from beingpromoted to top corporate positions.promoted to top corporate positions.

Figure 4.2

Source: Bureau ofLaborStatistics, Projections

from Current Population Survey, 19881998.

2008: Projected New Entrants

in the U.S. LaborForce


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Workforce Diversity: AgeWorkforce Diversity: Age

Aging U.S. PopulationAging U.S. Population

Median age in the United States is 35.3 years, upMedian age in the United States is 35.3 years, up2.5 years from 1990; 452.5 years from 1990; 45--54 age cohort contains54 age cohort contains37.7 million persons37.7 million persons

Federal Age Discrimination LawsFederal Age Discrimination Laws

19641964 Title VII of the Civil Rights Act of 1964Title VII of the Civil Rights Act of 1964

19671967 Age Discrimination in EmploymentActAge Discrimination in EmploymentAct

19781978 Pregnancy DiscriminationActPregnancy Discrimination Act19901990 Americans with Disabilities ActAmericans with Disabilities Act

19911991 Civil Rights ActCivil Rights Act

19931993 Family and Medical Leave ActFamily and Medical Leave Act


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Workforce Diversity: GenderWorkforce Diversity: Gender

Women in the Work PlaceWomen in the Work Place

U.S. workforce is 46% percent femaleU.S. workforce is 46% percent female

Womens median earnings are less than twoWomens median earnings are less than two--thirdsthirdsof the median earnings of men.of the median earnings of men.

Women hold only 12% of corporate officerWomen hold only 12% of corporate officerpositionspositions


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Workforce Diversity: Race and EthnicityWorkforce Diversity: Race and Ethnicity

1998 to 2008 Growth Rates for the U.S.1998 to 2008 Growth Rates for the U.S.

Working PopulationWorking Population

.0%

.5%

1.0%

1.5%

2.0%

2.5%

3.0%

3.5%

White Black Hispanic


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Workforce Diversity: ReligionWorkforce Diversity: Religion

Accommodation for Religious BeliefsAccommodation for Religious Beliefs

Scheduling of critical meetingsScheduling of critical meetings

Providing flexible time off for holy daysProviding flexible time off for holy days

Posting holy days for different religions on thePosting holy days for different religions on thecompany calendarcompany calendar


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Workforce Diversity: Capabilities andWorkforce Diversity: Capabilities and

DisabilitiesDisabilities Disability IssuesDisability Issues

Providing reasonable accommodations forProviding reasonable accommodations forindividuals with disabilitiesindividuals with disabilities

Promoting a nondiscriminatory workplacePromoting a nondiscriminatory workplaceenvironmentenvironment

Educating the organizationEducating the organizationabout disabilities and AIDSabout disabilities and AIDS


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Workforce Diversity: SocioeconomicWorkforce Diversity: Socioeconomic

BackgroundBackground Socioeconomic Background IssuesSocioeconomic Background Issues

Widening diversity in income levelsWidening diversity in income levels

Single mothers and the working poorSingle mothers and the working poor

Child and elder care for working parentsChild and elder care for working parents


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Workforce Diversity: Sexual OrientationWorkforce Diversity: Sexual Orientation

Sexual Orientation IssuesSexual Orientation Issues

Employment and workplace discriminationEmployment and workplace discrimination

Provision of domesticProvision of domestic--partner benefitspartner benefits


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Managers and the Effective ManagementManagers and the Effective Management

of Diversityof Diversity Critical Managerial RolesCritical Managerial Roles

InterpersonalInterpersonal

Figurehead

Figurehead

LeaderLeader

Liaison

Liaison

InformationalInformational

MonitorMonitor Disseminator Disseminator SpokespersonSpokesperson

DecisionalDecisional

EntrepreneurEntrepreneur Disturbance Handler Disturbance Handler

ResourceResource AllocatorAllocator Negotiator Negotiator


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The Ethical Imperative to ManagerThe Ethical Imperative to ManagerDiversity EffectivelyDiversity Effectively

Distributive JusticeDistributive Justice

A moral principle calling for the distribution ofpay,A moral principle calling for the distribution ofpay,raises, promotions, and other organizationalraises, promotions, and other organizational

resources to be based on meaningful contributionresources to be based on meaningful contributionthat individuals have made and notpersonalthat individuals have made and notpersonalcharacteristics over which they have no control.characteristics over which they have no control.


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WomenWomen--ofof--color Managers Cite Barriers tocolor Managers Cite Barriers toTheir AdvancementTheir Advancement

Figure 4.3

Source: 1999 Census of Women Corporate Officers and Top Earners and 1999 Census ofWomen Board of Directors ofFortune 1000, and Catalyst Women of Color in Corporate

Management: Opportunities and Barriers, 1999, www.catalystwomen.org, October 21, 2001.


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The Ethical Imperative to ManagerThe Ethical Imperative to ManagerDiversity Effectively (contd)Diversity Effectively (contd)

Procedural JusticeProcedural Justice

A moral principle calling for the use of fairA moral principle calling for the use of fairprocedures to determine how to distributeprocedures to determine how to distribute

outcomes to organizational members.outcomes to organizational members.


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Managing Diversity Effectively MakesManaging Diversity Effectively MakesGood Business SenseGood Business Sense

What a Diversity of Employees ProvidesWhat a Diversity of Employees Provides

A variety ofpoints of view and approaches toA variety ofpoints of view and approaches toproblems and opportunities can improve managerialproblems and opportunities can improve managerial

decision making.decision making.Diverse employees can provide a wider range ofDiverse employees can provide a wider range of

creative ideas.creative ideas.

Diverse employees are more attuned to the needsDiverse employees are more attuned to the needs

of diverse customers.of diverse customers.Diversity can increase the retention of valuedDiversity can increase the retention of valued

organizational members.organizational members.

Diversity is expected/required by other firmsDiversity is expected/required by other firms


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The process through which people select, organize,The process through which people select, organize,and interpret what they see, hear, touch, smell, andand interpret what they see, hear, touch, smell, andtaste to give meaning and order to the worldtaste to give meaning and order to the world

around them.around them.


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Factors that Influence Managerial PerceptionFactors that Influence Managerial Perception

SchemaSchema

An abstract knowledge structure that is stored inAn abstract knowledge structure that is stored in

memory and makes possible the interpretation andmemory and makes possible the interpretation and

organization of information about a person, event, ororganization of information about a person, event, orsituationsituation

Gender SchemaGender Schema

Preconceived beliefs or ideas about the nature ofPreconceived beliefs or ideas about the nature of

men and women, their traits, attitudes, behaviors, andmen and women, their traits, attitudes, behaviors, andpreferencespreferences


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Perception (contd)Perception (contd)

Perception as a Determinant of UnfairPerception as a Determinant of UnfairTreatmentTreatment

StereotypeStereotype

Simplistic and often inaccurate beliefs about theSimplistic and often inaccurate beliefs about the

typical characteristics of particular groups of peopletypical characteristics of particular groups of people

BiasBias

The systematic tendency to use information aboutThe systematic tendency to use information about

others in ways that result in inaccurate perceptionsothers in ways that result in inaccurate perceptions

Types of biases: similarTypes of biases: similar--toto--me, social status, salienceme, social status, salience


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Perception (contd)Perception (contd)

Overt DiscriminationOvert Discrimination

Knowingly and willingly denying diverse individualsKnowingly and willingly denying diverse individualsaccess to opportunities and outcomes in anaccess to opportunities and outcomes in anorganizationorganization

Unethical and illegalUnethical and illegal

Violation of the principles of distributive andViolation of the principles of distributive andprocedural justiceprocedural justice

Subjects firm to lawsuitsSubjects firm to lawsuits


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How to Manage DiversityHow to Manage Diversity

Steps in Managing Diversity EffectivelySteps in Managing Diversity Effectively

Secure top management commitmentSecure top management commitment

Strive to increase the accuracy ofperceptionsStrive to increase the accuracy ofperceptions

Increase diversity awarenessIncrease diversity awareness

Increase diversity skillsIncrease diversity skills

Encourage flexibilityEncourage flexibility

Pay close attention to how organizational membersPay close attention to how organizational members

are evaluatedare evaluatedConsider the numbersConsider the numbers


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How to Manage Diversity (contd)How to Manage Diversity (contd)

Steps in Managing Diversity Effectively (contd)Steps in Managing Diversity Effectively (contd)

Empower employees to challenge discriminatoryEmpower employees to challenge discriminatorybehaviors, actions, and remarksbehaviors, actions, and remarks

Reward employees for effectively managingReward employees for effectively managingdiversitydiversity

Provide training utilizing a multipronged, ongoingProvide training utilizing a multipronged, ongoingapproachapproach

Encourage mentoring of diverse employeesEncourage mentoring of diverse employees


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How to Manage Diversity (contd)How to Manage Diversity (contd)

MentoringMentoring

Aprocess by which an experienced member of anAprocess by which an experienced member of anorganization (the mentor) provides advice andorganization (the mentor) provides advice andguidance to an less experienced member (theguidance to an less experienced member (the

protg) and helps the less experienced memberprotg) and helps the less experienced memberlearn how to advance in the organization and in hislearn how to advance in the organization and in hisor her career.or her career.


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Sexual HarassmentSexual Harassment

Forms ofSexual HarassmentForms ofSexual Harassment

Quid pro quoQuid pro quo

Asking offorcing an employee to perform sexualAsking offorcing an employee to perform sexual

favors in exchange for some reward or to avoidfavors in exchange for some reward or to avoid

negative consequences.negative consequences.

Hostile work environmentHostile work environment

Telling lewd jokes, displaying pornography, makingTelling lewd jokes, displaying pornography, making

sexually oriented remarks about someones personalsexually oriented remarks about someones personal

appearance, and other sexappearance, and other sex--related actions that makerelated actions that makethe work environment unpleasant.the work environment unpleasant.


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Avoiding HarassmentAvoiding Harassment

Develop a zeroDevelop a zero--tolerance policy ontolerance policy onharassmentharassment

Communicate the policy to all; pointing outCommunicate the policy to all; pointing out

that these actions are unacceptable.that these actions are unacceptable. Implement a complaint system to investigateImplement a complaint system to investigate

allegationsallegationsiif there are problems, correctf there are problems, correct

them at once (reasonable).them at once (reasonable).

Provide harassment training to employees andProvide harassment training to employees andmanagers.managers.

Documents

MTOP Lecture 4 29th Sep 2010