© 2005 prentice-hall, inc. 10-1 chapter 10 managing diversity
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© 2005 Prentice-Hall, Inc.
10-1
Chapter 10Managing Diversity
© 2005 Prentice-Hall, Inc.
10-2
Learning Objectives
Define diversity Understand how different cultures view
diversity Explain Cox’s model of the multicultural
organization Discuss various ways of managing diversity
in organizations Describe unintended results of managing
diversity Consider how managing diversity can be a
competitive advantage
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Diversity
A range of individual differences , including those that are visible and those that are not
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How Different Cultures View Diversity
The United StatesFundamental tradition of valuing
equality and equal opportunity Legal basis for managing diversityMulticulturalism and valuing diversity
well established Concern with the “business case”
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How Different Cultures View Diversity
CanadaLegislation applies only to regulated
industriesSome comprehensive organizational
programs
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How Different Cultures View Diversity
JapanRelatively homogenous populationChanging legislation and employment
practices that affect women workers
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How Different Cultures View Diversity
GermanyHistory of guest workersMany asylum seekersEvolving treatment of womenRecognizes EU’s 6 core dimensions of
diversity
Cox’s Model of the Multicultural Organization
Dimension ofIntegration Monolithic Plural MulticulturalForm of AcculturationDegree of Structural IntegrationIntegration into Informal OrganizationDegree of Cultural Bias
Levels of Organizational IdentificationDegree of Intergroup Conflict
AssimilationMinimal
Virtually none
Both prejudice anddiscrimination against minority-culture groupsare prevalent
Large majority-minority gapLow
AssimilationPartial
Limited
Progress on bothprejudice anddiscrimination butboth continue toexist, especiallyinstitutionaldiscriminationMedium to largemajority-minority gapHigh
PluralismFull
Full
Bothprejudice anddiscriminationare eliminated
No majority-minority gapLow
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Creating an Organization That Can Manage Diversity
Organizational vision Top management commitment Auditing and assessment of needs Clarity of objectives Clear accountability Effective communication Coordination of activity Evaluation
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Techniques for Managing Diversity
Managing diversity training programs Core groups Multicultural teams Senior managers of diversity Targeted recruitment and selection
programs
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Techniques for Managing Diversity
Compensation and reward programs tied to achieving diversity goals
Language training Mentoring programs Cultural advisory groups Corporate social activities that
celebrate diversity
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Unintended Results of Managing Diversity
Programs that focus on encouraging certain groups may create feelings of unfairness or exclusion in others
Giving preferential treatment to certain groups may stigmatize their members
Increasing diversity without recognition and rewards for the new members can create organizational tension
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Managing Diversity for Competitive Advantage
Potential benefitsCostResource acquisitionMarketingCreativityProblem solvingOrganizational flexibility
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Managing Diversity for Competitive Advantage
Actual benefitsHR managers generally see
positive benefitsCan affect stock priceMay not have any impact on
corporate performance
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Convergence or Divergence?
Increasing domestic multiculturalism
Increasing globalization of organizations
Homogeneous populations may see managing diversity as unimportant or irrelevant
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Implications for Managers
Managing a diverse workforce an important part of an international manager’s job
Must understand the impact of diversity and know how to utilize
Realize different cultures view diversity differently and consider impact on manager