Chapter TwoChapter Two

Managing Diversity:Managing Diversity:Releasing Every Employee’s Releasing Every Employee’s

PotentialPotential

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Chapter Two OutlineChapter Two Outline

Defining DiversityDefining Diversity- Dimensions of Diversity- Dimensions of Diversity- Affirmative Action and Valuing Diversity- Affirmative Action and Valuing Diversity

Building the Business Case for Managing DiversityBuilding the Business Case for Managing Diversity- Increasing Diversity in the Workforce- Increasing Diversity in the Workforce- Managing Diversity: A Competitive Advantage- Managing Diversity: A Competitive Advantage

Organizational Practices Used to Effectively Manage Organizational Practices Used to Effectively Manage DiversityDiversity- R. Roosevelt Thomas, Jr.’s Generic Action Options- R. Roosevelt Thomas, Jr.’s Generic Action Options- Ann Morrison Identifies Specific Diversity- Ann Morrison Identifies Specific Diversity

Initiatives Initiatives Barriers and Challenges to Managing DiversityBarriers and Challenges to Managing Diversity

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Primary and Secondary Dimensions of Primary and Secondary Dimensions of DiversityDiversity

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First language

Age

Gender

Ethnic heritage

Race

Mental/ physical abilities and characteristics

Sexual orientation

Military

experience

Religion

Income

Work

experience

Geographic location

Education

Wor

k st

yle

Organizational role and level

Family

status

Com

municatio

n style

Primary dimensions

Secondary dimensions

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Education

Education

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First language

Age

Gender

Ethnic heritage

Race

Mental/ physical abilities and characteristics

Sexual orientation

Military

experienceR

eligionIncom

e

Work

experience

Geographic location

Education

Wor

k st

yle

Organizational role and level

Family

status

Com

munication

style

Comparison of Affirmative Action, Comparison of Affirmative Action, Valuing Diversity, and Managing Valuing Diversity, and Managing

DiversityDiversity

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Who Who ConceptualConceptualFocusFocus DriverDriver BenefitsBenefits FoundationFoundation

AffirmativeAffirmative AchievingAchieving LawsLaws TargetedTargeted AssimilationAssimilationActionAction equalityequality groupsgroups modelmodel

ValuingValuing AppreciationAppreciation EthicsEthics All All DiversityDiversityDiversityDiversity of differencesof differences employeesemployees modelmodel

ManagingManaging Building skillsBuilding skills CorporateCorporate TheThe SynergySynergyDiversityDiversity and changingand changing strategystrategy organizationorganization modelmodel

policiespolicies and alland allemployeesemployees

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Implications of Increasing Implications of Increasing DiversityDiversity

Progressive human resource programmes needed to Progressive human resource programmes needed to attract and retain the best workersattract and retain the best workers

Educational mismatches create lack of skilled entry-Educational mismatches create lack of skilled entry-level workers and underemployed college graduateslevel workers and underemployed college graduates

Career plateauing increases for younger workersCareer plateauing increases for younger workers

Managerial initiatives are needed to adapt to an agingManagerial initiatives are needed to adapt to an aging

workforceworkforce

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Competitive Advantages of Competitive Advantages of Managing DiversityManaging Diversity

Lower Costs and Improved Employee Lower Costs and Improved Employee AttitudesAttitudes

Improved Recruiting EffortsImproved Recruiting Efforts Increased Sales and Market ShareIncreased Sales and Market Share Increased Creativity and InnovationIncreased Creativity and Innovation Increased Group Problem-Solving and Increased Group Problem-Solving and

ProductivityProductivity

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Generic Action Options for Generic Action Options for Managing DiversityManaging Diversity

Include/ExcludeInclude/Exclude DenyDeny AssimilateAssimilate SuppressSuppress IsolateIsolate TolerateTolerate Build RelationshipsBuild Relationships Foster Mutual AdaptationFoster Mutual Adaptation

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Specific Diversity InitiativesSpecific Diversity Initiatives Accountability PracticesAccountability Practices - Pertain to treating diverse - Pertain to treating diverse

employees fairly employees fairly- Create administrative procedures - Create administrative procedures aimed at integrating diverse aimed at integrating diverse employees into management ranks employees into management ranks

Development PracticesDevelopment Practices - Pertain to preparing diverse - Pertain to preparing diverse employees for greater employees for greater responsibility and advancement responsibility and advancement- Training programmes, networks - Training programmes, networks and support groups, and and support groups, and

mentoring mentoring are frequently used are frequently used Recruitment PracticesRecruitment Practices - Pertain to attracting qualified - Pertain to attracting qualified

diverse employees at all levels diverse employees at all levels

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Barriers and Challenges to Barriers and Challenges to Managing DiversityManaging Diversity

Inaccurate stereotypes and prejudiceInaccurate stereotypes and prejudice EthnocentrismEthnocentrism Poor career planningPoor career planning Unsupportive and hostile work environmentUnsupportive and hostile work environment Lack of political savvy by diverse workersLack of political savvy by diverse workers Balancing career and family issuesBalancing career and family issues Fears of reverse discriminationFears of reverse discrimination Diversity not seen as a priorityDiversity not seen as a priority Outdated performance appraisal and reward systemsOutdated performance appraisal and reward systems Resistance to changeResistance to change

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