chapter12 managing individuals and a diverse work force
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Management 4th Edition written by Chuck WilliamsTRANSCRIPT
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Chapter 12Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved
Chapter 12
Prepared byDeborah Baker
Texas Christian University
Management4th Edition
Chuck Williams
ManagingIndividualsand a DiverseWork Force
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Chapter 12Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved
What Would You Do?
An employment discrimination suit against Wal-Mart revealed that women were consistently paid less than men in the same jobs
Pressure is building for Wal-Mart to address these issues, and it is affecting stockholder satisfaction
Wal-Mart Headquarters, Bentonville, Arkansas.
What should Wal-Mart do to address these issues? What should be the company promotion policy?What should be done about its pay structure?
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Chapter 12Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved
Predicted U.S. Population, by Race, 2005-2070
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Diversity and Why It Matters
After reading this section, you should be able to:
1. describe diversity and why it matters.
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Diversity: Differences That Matter
Diversity Is NotAffirmative Action
Diversity Is NotAffirmative Action
How to Build aBusiness Case
for Diversity
How to Build aBusiness Case
for Diversity
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Diversity Affirmative Action
Diversity Is Not Affirmative Action
May exist without a program
Broad focus Not legally based Create a positive work
environment Generally accepted
1.11.1
A purposeful, established program
Narrow focus Legal requirement Compensate for past
discrimination Controversial
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Affirmative Action
1.11.1
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Affirmative Action Programs
The purpose of affirmative action programs is to…
compensate for past discrimination compensate for past discrimination
prevent ongoing discrimination prevent ongoing discrimination
provide equal opportunities to all, regardless of race, color, religion, gender, or national origin
provide equal opportunities to all, regardless of race, color, religion, gender, or national origin
1.11.1
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To create a positive work environment where…
General Purpose of Diversity Programs
no one is advantaged or disadvantaged no one is advantaged or disadvantaged
“we” is everyone. “we” is everyone.
everyone can do his or her best work. everyone can do his or her best work.
differences are respected and not ignored. differences are respected and not ignored.
everyone feels comfortable. everyone feels comfortable.
Adapted from Exhibit 12.2
1.11.1
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Diversity Makes Good Business Sense
Cost SavingsCost Savings
Attracting and Retaining TalentAttracting and Retaining Talent
Driving Business GrowthDriving Business Growth
1.21.2
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Diversity Makes Good Business Sense
Cost SavingsCost Savings
Reduces turnover
Decreases absenteeism
Avoids expensive lawsuits
1.21.2
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Chapter 12Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved
Diversity Makes Good Business Sense
Attracting and Retaining TalentAttracting and Retaining Talent
Attracts better and more diverse job applicants
Have higher stock market performance
Encourages workers to stay
1.21.2
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Diversity Makes Good Business Sense
Driving Business GrowthDriving Business Growth
Improves understanding of the marketplace
Improves quality of problem solving
1.21.2
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Diversity and Individual Differences
After reading these sections, you should be able to:
2. Understand the special challenges that the dimensions of surface-level diversity poses for managers.
3. Explain how the dimensions of deep-level diversity affect individual behavior and interactions in the workplace.
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Adapted from Exhibit 12.3
Surface and Deep-Level Diversity
Surface-Level DiversitySurface-Level DiversityAgeAge
Race/Race/EthnicityEthnicity
GenderGender
Deep-Level DiversityDeep-Level Diversity
PersonalityPersonality AttitudesAttitudes
Values/BeliefsValues/Beliefs
PhysicalPhysicalCapabilitiesCapabilities
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Surface-Level Diversity
Race/EthnicityRace/EthnicityMental orPhysical
Disabilities
Mental orPhysical
Disabilities
Age Gender
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Age
Treating people differently because of their age
Performance does not decline with age
Older employees show better judgment, and are less likely to quit, show up late, or be absent
Age discrimination is more pervasive than managers think
2.12.1
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Gender
Treating people differently because of their gender
Glass ceiling invisible barrier that keeps
women and minorities from advancing to the top of the organization
Can be diminished by: mentoring stopping unintentional
behavior
2.22.2
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Gender
2.22.2Exhibit 12.4
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Gender
2.22.2Exhibit 12.5
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Race / Ethnicity
Treating people differently because of their race or ethnicity
Employment disparities do exist Legislation has lessened the problem Reduce by:
eliminating unclear selection and promotion criteria
training managers who make hiring and promotion decisions
2.32.3
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Mental or Physical Disabilities
Disability is a mental or physical impairment that substantially limits one or more major life activities
Disability discrimination means treating people differently because of their disabilities
Reduce by: educating to address incorrect stereotypes committing to reasonable workplace
accommodations recruiting qualified workers with disabilities
2.42.4http://www.usdoj.gov/crt/ada/adahom1.htmWeb Link
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Reasonable Accommodationsfor Disabled Workers
Adapted from Exhibit 12.6
Physical changesPhysical changes
Quieter workspaceQuieter workspace
Training and other written materialsTraining and other written materials
TTYs for use with telephones, computer hardware and software
TTYs for use with telephones, computer hardware and software
Time off for treatmentTime off for treatment
2.42.4
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Socio-Economics & Diversity
Can the model of surface- and deep-level diversity accommodate socio-economic difference as a metric? Why or why not?
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Incorporating Religion into the Mix
Amric Singh filed a lawsuit against Manhattan’s police department claiming he was fired for wearing a turban on the job.
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Deep-Level Diversity
“Big Five”Dimensions
of Personality
“Big Five”Dimensions
of Personality
Other Work-RelatedAspects ofPersonality
Other Work-RelatedAspects ofPersonality
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Big Five Dimensions of Personality
ExtraversionExtraversion
Emotional Stability Emotional Stability
AgreeablenessAgreeableness
ConscientiousnessConscientiousness
Openness to ExperienceOpenness to Experience3.13.1
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What Really WorksConscientiousness
Motivational Effort10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
probability of success 71%
Job Performance10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
probability of success 66%
3.13.1
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Work-Related Personality Dimensions
AuthoritarianismAuthoritarianism
Machiavellian TendenciesMachiavellian Tendencies
Type A/B PersonalityType A/B Personality
Locus of ControlLocus of Control
Positive / Negative AffectivityPositive / Negative Affectivity
3.23.2
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Work-Related Personality Dimensions
Authoritarianism the extent to which an individual believes
there should be power and status differences
Machiavellianism believe that virtually any type of behavior is
acceptable if it leads to goal accomplishment
3.23.2
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Work-Related Personality Dimensions
Type A/B personality dimension the extent to which people tend toward
impatience, hurriedness, and hostility
Type A personalities• hard driving, competitive, perfectionist,
angry, unable to relax Type B personalities
• Easygoing, patient, able to relax, engage in leisure activities
3.23.2
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Work-Related Personality Dimensions
Locus of control: the degree to which people believe that their actions influence what happens to them
Internal locus of control
(what happens to you
is under your control) External locus of control
(what happens to you
is beyond your control)
3.23.2
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Work-Related Personality Dimensions
Affectivity: the stable tendency to experience positive or negative moods and to react in a generally positive or negative way.
Positive affectivity
• consistently focusing on the positive aspects Negative affectivity
• consistently focusing on the negative aspects Mood linkage
• a phenomenon where one worker’s negativity spreads to others
3.23.2
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How Can Diversity Be Managed?
After reading these sections, you should be able to:
4. explain the basic principles and practices that can be used to manage diversity.
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Managing Diversity
DiversityTraining and
Practices
DiversityTraining and
Practices
DifferentDiversity
Paradigms
DifferentDiversity
Paradigms
DiversityPrinciples
DiversityPrinciples
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Diversity Paradigms
DiscriminationandFairness
DiscriminationandFairness
AccessandLegitimacy
AccessandLegitimacy
Learning AndEffectiveness
Learning AndEffectiveness
Acceptance and celebration of differences
Acceptance and celebration of differences
Integrating deep-level differences into organization
Integrating deep-level differences into organization
Equal opportunityFair treatmentRecruitment of minoritiesStrict compliance with laws
Equal opportunityFair treatmentRecruitment of minoritiesStrict compliance with laws
DIVERSITYPARADIGM
DIVERSITYPARADIGM FOCUSFOCUS
4.14.1
Adapted from Exhibit 12.7
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Organizational Plurality
A work environment where:
All members are empowered to contribute in a way that maximizes the benefits to the organization, customers, themselves
The individuality of each member is respected by not segmenting or polarizing people based on their membership in a group
4.14.1
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Benefits of the Learning and Effectiveness Diversity Paradigm
Values common groundValues common ground
Makes a distinction between individual andgroup differences
Makes a distinction between individual andgroup differences
Less likely to encounter conflict, backlash,and divisiveness
Less likely to encounter conflict, backlash,and divisiveness
Focuses on bringing different talent andperspectives together
Focuses on bringing different talent andperspectives together
4.14.1
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Diversity Principles
1. Carefully and faithfully follow and enforce all equal employment opportunity laws
2. Treat group differences as important, but not special
3. Tailor opportunities to individuals, not groups
4. Reexamine, but maintain, high standards
5. Solicit negative as well as positive feedback
6. Set high but realistic goals
4.24.2
Adapted from Exhibit 12.9
http://www.eeoc.govWeb Link
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Diversity Training and Practices
Training Practices
Awareness Training
Skills-BasedDiversity Training
Diversity Audits
Diversity Pairing
Minority Experiences
4.34.3