Modern Management
9th edition
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 Objectives
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A definition of diversity and an understanding of its importance in the
corporate structure
An understanding of the advantages of having a diverse workforce
An awareness of the challenges facing managers within a diverse
workforce
An understanding of the strategies for promoting diversity in
organizations
Insights into the role of the manager in promoting diversity in the
organization
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DEFINING DIVERSITY
The Social Implications of Diversity
Majority and Minority Groups
Majority group:
Hold decision-making positions
Control resources and information
Access system rewards
Minority group:
Have fewer granted rights
Have lower status than majority
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ADVANTAGES OF DIVERSITY
IN ORGANIZATIONS
Gaining and Keeping Market Share
Cost Savings
Increased Productivity and Innovation
Better-Quality Management
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ADVANTAGES OF DIVERSITY
IN ORGANIZATIONS
Table 4.1
Advantages of a Diverse Workforce
• Improved ability to gain and keep market share
• Cost savings
• Increased productivity
• A more innovative workforce
• Minority and women employees who are more motivated
• Better quality of managers
• Employees who have internalized the message that “different” does not mean “less than’’
• Employees who are accustomed to making use of differing worldviews, learning styles, and
approaches in the decision-making process and in the cultivation of new ideas
• Employees who have developed multicultural competencies, such as learning to recognize, surface,
discuss, and work through work-related issues pertaining to global, cultural, or intergroup differences
• A workforce that is more resilient when faced with change
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CHALLENGES THAT MANAGERS FACE
IN WORKING WITH DIVERSE POPULATIONS
Changing Demographics
Five demographic issues for the twenty-first century:
Slowest growth since the 1930s
Average age rises and new entrant pool shrinks
More women enter workforce
Minorities make up larger share of new entrants
Immigrants represent largest share of increase
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% o f U. S. P O P U L A T I O N
CHALLENGES THAT MANAGERS FACE
IN WORKING WITH DIVERSE POPULATIONS
(Black females)
(Hispanic females **)
(Hispanic males)
(Black males)
(Asian females *)
(Asian males)
YEARS
* Includes Asians, Pacific Islanders,
American Indians and Alaska Natives
** No 1978 data available
for Hispanics
Percentages of U.S. population
over the age of 16 for selected minorities
Figure 4.1
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CHALLENGES THAT MANAGERS FACE
IN WORKING WITH DIVERSE POPULATIONS
Ethnocentrism and Other Negative Dynamics
Ethnocentrism and Stereotyping
Discrimination
Tokenism and Other Challenges
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CHALLENGES THAT MANAGERS FACE
IN WORKING WITH DIVERSE POPULATIONS
Negative Dynamics and Specific Groups
Woman
Gender Roles
The Glass Ceiling and Sexual Harassment
Minorities
Bicultural stress
Role conflict
Role overload
Older Workers
Stereotypes and Prejudices
Workers with Disabilities
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CHALLENGES THAT MANAGERS FACE
IN WORKING WITH DIVERSE POPULATIONS
WOMEN
• Gender-role
stereotypes—
expectations and
prejudices
• Limits to organizational
advancement (i.e., “glass
ceiling”)
• High expectations from
and scrutiny by other
women
CHALLENGES IN COMMON
• Discrimination in hiring, pay, and
promotions
• Pressure to conform to the majority
culture at the expense of one’s own
culture
• Hostile or stressful work environment:
— too high visibility
— too low visibility (e.g., tracked into
jobs with low responsibility, status,
or opportunity for advancement)
• Dynamics of tokenism
• Seen as representative spokesperson
for all members of one’s group
• Isolation or lower degree of social
acceptance
• Lack of opportunities for mentoring
and sponsorship
MINORITIES
• Racial stereotypes,
ethnocentrism, and
prejudices
• Bicultural stress
• High expectations
from and scrutiny by
other members of
one’s group
Negative dynamics confronting women and minorities in organizations
Figure 4.2
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STRATEGIES FOR PROMOTING
DIVERSITY IN ORGANIZATIONS
Hudson Institute’s Recommended Strategies
Major issues:
Stimulate balanced world growth
Accelerate productivity increases in service industries
Maintain dynamism of aging workforce
Reconcile conflicting needs of women, work, and families
Fully integrate minority workers into economy
Improve education and skills of all workers
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STRATEGIES FOR PROMOTING
DIVERSITY IN ORGANIZATIONS
Equal Employment and Affirmative Action
Organizational Commitment to Diversity
Ignoring Differences
Complying with External Policies
Enforcing External Policies
Responding Inadequately
Implementing Adequate Programs
Taking Effective Action
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STRATEGIES FOR PROMOTING
DIVERSITY IN ORGANIZATIONS
No diversity efforts:
• Noncompliance with affirmative action & EEOC
Diversity efforts based on:
• Compliance with affirmative action & EEOC policies
• Inconsistent enforcement & implementation (those who breach policies may not be sanctioned unless noncompliance
results in legal action)
• Support of policies is not rewarded; organization relies on individual managers’ interest or commitment
Diversity efforts based on:
• Compliance with & enforcement of affirmative action & EEOC policies
• No organizational supports with respect to education, training
• Inconsistent or poor managerial commitment
Diversity efforts based on:
• Narrowly defined affirmative action & EEOC policies combined with 1-shot education &/or training programs
• Inconsistent managerial commitment; rewards not tied to effective implementation of diversity programs & goal
achievement
• No attention directed toward organizational climate
Diversity efforts based on:
• Effective implementation of affirmative action & EEOC policies
• Ongoing education & training programs
• Managerial commitment tied to organizational rewards
• Minimal attention directed toward cultivating an inclusive & supportive organizational climate
Broad-based diversity efforts based on:
• Effective implementation of affirmative action & EEOC policies
• Organization-wide assessment & management’s top-down commitment to diversity
• Managerial commitment tied to organizational rewards
• Ongoing processes of organization assessment & programs for the purpose of creating an organizational climate that is
inclusive & supportive of diverse groups
Organizational diversity continuum
Figure 4.3
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STRATEGIES FOR PROMOTING
DIVERSITY IN ORGANIZATIONS
Pluralism
Jean Kim’s strategies for workforce diversity:
‘‘Golden Rule” Approach
Assimilation Approach
‘‘Righting-the-Wrongs” Approach
Culture-Specific Approach
Multicultural Approach
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THE ROLE OF THE MANAGER
Planning
Organizing
Influencing
Controlling
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THE ROLE OF THE MANAGER
Management Development and
Diversity Training
Basic Themes of Diversity Training
Focus of training programs:
Behavioral awareness
Acknowledgment of biases and stereotypes
Focus on job performance
Avoidance of assumptions
Modification of policy and procedure manuals
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THE ROLE OF THE MANAGER
Management Development and
Diversity Training (con’t)
Stages in Managing a Diverse Workforce
“Unconscious incompetence”
“Conscious incompetence”
“Consciously competent’’
“Unconscious competence”
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THE ROLE OF THE MANAGER
Table 4.2
Organizational Challenges and Supports
Related to Managing a Diverse Workforce
Organizational Challenges
Employee’s Difficulties in Coping with Cultural Diversity
• Resistance to change
• Ethnocentrism
• Lack of information and misinformation
• Prejudices, biases, and stereotypes
Reasons Employees Are Unmotivated to Understand Cultural
Differences
• Lack of time and energy and unwillingness to assume the
emotional risk necessary to explore issues of diversity
• Absence of social or concrete rewards for investing in diversity
work (e.g., lack of peer support and monetary rewards, unclear
linkage between multicultural competence and career mobility)
• Interpersonal and intergroup conflicts arising when diversity issues
are either ignored or mismanaged
Work Group Problems
• Lack of cohesiveness
• Communication problems
• Employee stress
Organizational Supports
Educational Programs and Training to Assist
Employees in Working Through Difficulties
Top-Down Management Support for Diversity
• Managers who have diversity skills and
competence
• Education and training
• Awareness raising
• Peer support
• Organizational climate that support diversity
• Open communication with manager about
diversity issues
• Recognition for employee development of
diversity skills and competencies
• Recognition for employee contributions to
diversity goals
• Organizational rewards for managers’
implementation of organizational diversity goals
and objectives
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THE ROLE OF THE MANAGER
Management Development and
Diversity Training (con’t)
Stages in Managing a Diverse Workforce (con’t)
Understanding and Influencing Employee Responses
Getting Top-Down Support
Top-down support organizations boast:
Skilled managers
Education and diversity training programs
Organization promotes diversity and fosters peer support
Open communication
Recognition for employees’ development
Recognition for employee contributions
Organizational rewards for managers’ implementation
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Chapter Four
Questions
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