WEEK 6:

THE MANAGER AS A PERSON – II

MANAGİNG DIVERSITY

BUSN 107 – 31.10.2012

Values

Values => The conscious, affective desires or wants of people that guide their behavior

Guiding principles in an individual’s life, shaping their view of the world

Linked to attitudes in that a value serves as a way of organizing attitudes.

Values

Values

Value System => a hierarchy based on a ranking of an individual’s values in terms of their intensity

I. Terminal Values: A lifelong goal or objective that an individual

seeks to achieve; desirable end-states of existence

II. Instrumental Values: A mode of conduct that an individual seeks to

follow; means of achieving one’s terminal goals

Attitudes

Attitudes => A collection of feelings and mental state of readiness Evaluative statements or judgements

concerning objects, people or events.

Implications for managers: Define predispositions toward the world Provide emotional basis of interpersonal

relations and identifications with others Some are persistent and some are subject to

change

Attitudes isn’t everything, but it’s close.

New York Times headline, August 6, 2006

Why Should Managers Be Interested in Employees’ Attitudes?

Attitudes give warnings of potential problems and they influence behavior

Employees with positive attitudes towards work perform better on the job

The Components of AttitudesCognitive = evaluationMy supervisor gave apromotion to a coworker whodeserved it less than me. Mysupervisor is unfair

Affective = feelingI dislike my supervisor!

Behavioral = actionI am looking for another

work; I’ve complained about my supervisor who would listen

Negative attitude towards

supervisor

Important Job Attitudes:

Job satisfaction Organizational commitment Perceived organizational support Job involvement Employee engagement

Important Job Attitudes

Job Satisfaction A collection of feelings and beliefs that

managers and employees have about their jobs

It results from the perception of the job based on following factors:

Pay, job, promotion opportunities, work environment and conditions, organizational policies and procedures, supervisors, co-workers

How to create satisfied employees?

Management is able to control each of these:

Mentally challenging workOpportunities to use their skills and

abilities; varieties of tasks, freedom and feedback

Equitable rewards

Pay systems employees perceive as just, unambigious and in line with their expectations

How to create satisfied employees? Management is able to control each of

these:

Supportive working conditionsSafe and comfortable working

environment

Supportive coworkersSocial interaction, friendly and

supportive managers and coworkes

Job Satisfaction In Close

US workers job satisfaction relatively high (Gallup Poll, 2008): http://www.gallup.com/poll/109738/us-work

ers-job-satisfaction-relatively-high.aspx

US job satisfaction struggles to recover to 2008 levels (Gallup Poll, 2011): http://www.gallup.com/poll/147833/job-sati

sfaction-struggles-recover-2008-levels.aspx

Important Job Attitudes

Organizational Commitment The degree to which a manager/employee

identifies with the organization and its goals and wishes to maintain membership there –loyalty to the org.

Committed managers are loyal to their firms and less likely to quit

Leads to a strong organizational culture Helps managers perform their figurehead and

spokesperson roles

Attitudes - Performance Relationship:

Job Satisfaction

Org. Commitment

Job Performan

ce

Organizational Culture

Organizational Culture Shared set of beliefs, expectations,

values, norms, and work routines that influence how members of an organization relate to one another and work together to achieve organizational goals

Organizational Culture

In strong organizational cultures, the majority of people within the organization agree on organizational goals

In weak organizational cultures, the majority of people within the organization disagree on organizational goals

Factors that Maintain and Transmit Organizational Culture:

Diversity of the Workforce and the Environment Diversity

Differences among people in age, gender, race, ethnicity, religion, sexual orientation, socioeconomic background, and capabilities/disabilities

Diversity of the Workforce and the Environment

Reasons why diversity is an important concern:

The ethical imperative for equal opportunity and fair and just treatment

Effectively managing diversity can improve organizational effectiveness

The continuing unfair treatment toward diverse individuals as a result of biases, stereotypes and overt discrimination

Sources of Diversity in the Workplace:

Workforce Diversity: Gender Women in the Work Place in US:

U.S. workforce is 46.5 % percent female Women’s weekly median earnings are

$572 compared to $714 for men. Women hold only 16% of corporate

officer positions

Workforce Diversity: Gender World Economic Forum: The Global

Gender Gap Report 2012 http://www.weforum.org/issues/global-ge

nder-gap

Workforce Diversity: Gender Turkey in Gender Gap Report:

Workforce Diversity: Gender Turkey in Gender Gap Report:

Solving Diversity-Related Problems

Think about the last time:

(1) you were treated unfairly because you differed from a decision maker on a particular dimension of diversity, or

(2) observed someone else being treated like this

Managing Diversity Effectively Critical Managerial Roles:

Conveying it as a valued goal and objective Enabling diverse employees to coordinate

and cooperate in the organization Using authority and status to influence and

persuade others Commitment and reward for the support of

diversity Showing confidence in the abilities and

talents of diverse employees

Managing Diversity Effectively Two Moral Principles for Managing

Diversity:

Distributive Justice => Fair distribution of pay, promotions and other organizational resources based on meaningful contributions

Procedural Justice => Use of fair procedures to determine how to distribute outcomes to organizational members

Perceptions as a Determinant of Unfair Treatment Perception

The process through which people select, organize and interpret what they see, hear, touch, smell and taste to give meaning and order to the world around them

Inaccurate perception leads managers to bad decisions and inapproporiate actions; unfair treatment towards diverse employees

Perceptions as a Determinant of Unfair Treatment Managers’ perceptions likely to

differ because of their differences in: Personality, values, attitudes and moods Past experiences: acquired knowledge about

people, events and situations

Pre-existing schemas => abstract knowledge structures Gender schemas Race and ethnicity schemas

Perceptions as a Determinant of Unfair Treatment Stereotype: Simplistic and often inaccurate

beliefs about the typical characteristics of particular groups of people

Biases: Systematic tendency to use information about others in ways that result in inaccurate perceptions Similar-to-me effect, social status effect,

salience effect Overt Discrimination: Knowingly and

willingly denying individuals access to opportunities and outcomes in an organization

Steps in Managing Diversity Effectively Secure top management commitment Increase the accuracy of perceptions Increase diversity awareness Encourage flexibility Pay close attention to how employees evaluated Consider the numbers in terms of diversity Empower employees to challenge discriminatory

behaviors Reward employees for effectively managing

diversity Provide training and mentoring on diversity

Next Week

Read from your course book:

Chapter 4: Ethics and Social Responsibility