RICHARD L. DAFT

CHAPTER 12

chapter 12 Learning Outcomes
• Understand the pervasive demographic changes occurring in the domestic and global marketplace and how corporations are responding.
• Understand how the definition of diversity has grown to recognize a broad spectrum of differences among employees, and appreciate the dividends of a diverse workforce.
• Recognize the complex attitudes, opinions, and issues that employees bring to the workplace, including prejudice, discrimination, stereotypes, and ethnocentrism.
• Recognize the factors that affect women’s opportunities , including the glass ceiling, the opt-out trend, and the female advantage.
• Explain the five steps in developing cultural competence in the workplace.
• Describe how diversity initiatives and training programs help create a climate that values diversity.
• Understand how multicultural teams and employee network groups help organizations respond to the rapidly changing and complex workplace.
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chapter 12
 As a manager, your day-to-day behavior will send signals about your biases and values
 Some of our biases are active while others are unknown
 Today’s workplace is a mosaic of diverse people
 To capitalize on a diverse consumer base, workplaces need to be diverse
 Diversity is no longer just “the right thing to do”. It is a business imperative
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chapter 12
• Diversity in the United States
– Aging Workforce
– Growth in Hispanic and Asian Workers
– Minority Purchasing Power
– Growth in Foreign-born Population
• Global Diversity
– The aging population is a global phenomenon
– Social and cultural differences are creating challenges
– The meaning of diversity differs around the world
– National cultures are intangible, pervasive, and difficult to comprehend
– Global businesses have global customers, employees, suppliers, and stockholders
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Learning. All rights reserved.

chapter 12
Copyright ©2010 by South-Western, a division of Cengage
Learning. All rights reserved.
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chapter 12
Copyright ©2010 by South-Western, a division of Cengage
Learning. All rights reserved.
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chapter 12
• Diversity is all of the ways in which people are different
• Companies are embracing a more inclusive definition of diversity
– Spectrum of differences: how employees approach work, interact, approach work, derive satisfaction and define who they are…
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Learning. All rights reserved.

chapter 12
Copyright ©2010 by South-Western, a division of Cengage
Learning. All rights reserved.
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chapter 12
 Better use of employee talent
 Increased understanding of the marketplace
 Enhanced breadth of understanding in leadership positions
 Increased quality of team problem solving
 Reduced costs associated with high turnover, absenteeism, and lawsuits
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chapter 12
• Stereotypes are often based on folklore, media portrayals, and other unreliable sources of information
• Stereotypes contain negative connotations
• Stereotypes assume that all members of a group have the same characteristics
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chapter 12
Difference Between Stereotyping and Valuing Cultural Differences
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chapter 12
• Title VII of the Civil Rights Act of 1964
• The Equal Pay Act of 1963
• The American with Disabilities Act
• The Age Discrimination in Employment Act
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chapter 12
• The belief that one’s own group or subculture is inherently superior
• Barrier to embracing diversity
• Ethnocentric views produce a monoculture
– A culture that accepts one way of doing things and one set of values and beliefs
• The goal of cultural diversity is pluralism
– Organization accommodates several subcultures
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chapter 12
• Glass Ceiling.
An invisible barrier that separates women from top management positions.
• Opt-Out Trend.
Many women are deciding to get off the fast track to top management before hitting the glass ceiling.
• The Female Advantage.
The idea that women are better managers because of their more collaborative, less hierarchical relationship-oriented approach.
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chapter 12
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Learning. All rights reserved.
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chapter 12
• Successful diversity plans leads to a workforce that demonstrates cultural competence
• A culture that values and nurtures its diverse employees
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chapter 12
 Changing Structures and Policies
 Expanding Recruitment Efforts
 Establishing Mentor Relationships
 Accommodating Special Needs
 Providing Diversity Skills Training
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chapter 12
• Sexual harassment creates an unhealthy and unproductive work environment
• Sexual Harassment is illegal, violation of Civil Rights Act
• 150% increase in sexual harassment filings in US
• Companies are creating awareness programs
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chapter 12
• Multicultural Teams
– Teams of diverse national, racial, ethnic, and cultural backgrounds
– Greater potential for enhanced creativity and innovation
– Strategic in global marketplace
– More difficult to manage
• Employee Network Groups
– Based on social identity: gender, race
– Organized by employees
– Focus on concerns of employee group
– Reduce social isolation through networking, training and professional development
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