4-1 copyright © 2005 prentice-hall chapter 4 valuing diversity management: a skills approach, 2/e...

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Copyright © 2005 Prentice-Hall

Chapter 4 Chapter 4 Valuing DiversityValuing Diversity

Management: A Skills Approach, 2/eManagement: A Skills Approach, 2/eby Phillip L. Hunsakerby Phillip L. Hunsaker


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Learning ObjectivesLearning Objectives• Explain How Diversity Strengthens

Organizations• Encourage and Support Diversity to Meet

Organizational Needs• Be Creative and Flexible in Dealing with

Difficulties Faced by Diverse Employees• Be Accountable by Recruiting Broadly and

Selecting Employees Fairly• Assist Diverse Employees through Training and

Orientation• Break Down Barriers Standing in the Way of

Appreciating Diversity

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ConceptsConcepts• Understanding and Managing

Those Who Are Dissimilar from Us and From Each Other

• Understanding How Cultural Diversity Affects Expectations and Behavior

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DiversityDiversity

• Refers to the vast array of physical and cultural differences that constitute the spectrum of human differences

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Core Dimensions of DiversityCore Dimensions of Diversity

• Age

• Ethnic Heritage

• Gender

• Mental/Physical Abilities

• Race

• Sexual Orientation

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Secondary Dimensions Secondary Dimensions

• First language

• Religion

• Education

• Work style

• Income

• Military experience

• Work experience

• Geographical location

• Family status

• Communication style

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The Diversity WheelThe Diversity Wheel

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The challenge for managers is to recognize that each person can bring value and strengths to the workplace based on his/her own unique combination of diversity characteristics.

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Changing WorkforceChanging Workforce

The United States is Facing:

• A Shrinking Labor Pool

• An Aging Workforce

• More Women in the Workforce

• Increasing Numbers of Immigrants

• Globalization of Business

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If managers fail to accept and

promote diversity as a valuable asset, they will pay

the

price of decreased work effort

and low performance.

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Workers who

believe their differences are valued

are likely to be more loyal,

productive, and

committed.

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A firm with a reputation for providing opportunities will have a competitive advantage in the labor market.

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DiversityDiversity

• Promotes creativity and innovation

• Enhances organizational flexibility

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Differences Between Affirmative Differences Between Affirmative Action and Managing DiversityAction and Managing Diversity

Affirmative Action• Government Mandated• Legally Driven• Quantitative• Problem Focused• Assumes Assimilation• Internally Focused• Reactive

Managing Diversity• Voluntary• Productivity Driven• Qualitative• Opportunity Focused• Assumes Integration• Proactive• Internally/Externally

Focused

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How OrganizationsHow OrganizationsPromote DiversityPromote Diversity

• Affirmative Action• Diversity

Management Programs

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How OrganizationsHow OrganizationsPromote DiversityPromote Diversity

• Fairness and Justice

• Decision-making and Performance

• Flexibility

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How Managers Can Promote How Managers Can Promote DiversityDiversity

• Accountability

• Development

• Recruitment

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Diversity Diversity Accountability PracticesPractices

1. Top management’s personal intervention2. Internal advocacy groups3. Emphasis on EEO statistics, profiles4. Inclusion of diversity in performance evaluation5. Inclusion of diversity in promotion criteria6. Inclusion of diversity in management succession

planning7. Work and family policies8. Policies against racism, sexism9. Internal audit or attitude survey10.Active affirmative action committee

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Diversity Diversity Development Practices Practices

1. Diversity training programs2. Networks and support groups3. Development programs for all high-potential

managers4. Informal networking activities5. Job rotation6. Formal/Informal mentoring program7. Early development programs for all high-potential

new hires8. Internal training9. Recognition events

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Diversity Diversity Recruitment Practices Practices

1. Targeted recruitment of non-managers2. Key outside hires3. Extensive public exposure on diversity4. Corporate image as progressive5. Partnerships with educational institutions6. Recruitment incentives7. Internships8. Publications that highlight diversity9. Targeted recruitment of managers10.Partnerships with non-traditional groups

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What Can the IndividualWhat Can the IndividualManager Do?Manager Do?

• Demonstrate Acceptance of Diversity

• Communicate Diversity Goals

• Sensitize Employees to Diversity Issues

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What Can IndividualWhat Can IndividualManagers Do?Managers Do?

• Encourage and Support Diversity

• Recruit Broadly and Select Fairly

• Provide Orientation and Training for Minorities

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What Else Can IndividualWhat Else Can IndividualManagers Do?Managers Do?

• Be Creative and Flexible When Dealing with Diversity Problems

• Motivate According to Individual Needs

• Reinforce Positive and Minimize Negative Employee Differences

4-1 copyright © 2005 prentice-hall chapter 4 valuing diversity management: a skills approach, 2/e...

Documents

support diversity

cultural diversity

profilesinclusion of

businessif managers

cultural differences

labor market

low performance

sexisminternal audit