© 2005 prentice-hall, inc. 10-1 chapter 10 managing diversity

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© 2005 Prentice-Hall, Inc. 10-1 Chapter 10 Managing Diversity

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Page 1: © 2005 Prentice-Hall, Inc. 10-1 Chapter 10 Managing Diversity

© 2005 Prentice-Hall, Inc.

10-1

Chapter 10Managing Diversity

Page 2: © 2005 Prentice-Hall, Inc. 10-1 Chapter 10 Managing 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

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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