ob - diversity
DESCRIPTION
Partially based on the Kreitner/Kinicki (2009, McGraw Hill/Irwin) textbook with updated data from the U.S. Census Bureau, Gallop and others.TRANSCRIPT
DiversityDiversity
BUSA 220BUSA 220
Organizational BehaviorOrganizational Behavior
Professor WallaceProfessor Wallace
What does Diversity mean to you?
• Diversity: The
differences and
similarities that exist
among all human beings.
• Stand up, then sit down
if what I suggest doesn’t
apply to you.
• Once sitting, if
something new applies,
stand back up.
The 4 Layers of Diversity
Source: L Gardenswartz and A Rowe, Diverse
Teams at Work: Capitalizing on the Power of
Diversity (New York: McGraw-Hill, 1994), p.
33
Evaluate
• Sam is a 55 year-old, male
Sales Manager for XYZ
corporation. He likes to
drive fast cars and is
Native American. Which
layer of diversity has not
been mentioned about
Sam?
A. Personality
B. Internal
C. External
D. Organizational
Affirmative Action
• Goal: Prevent
discrimination (Never
required to hire
unqualified people)
• Have affirmative action
programs been good for
society?
– A=Yes, B=No
• Are affirmative action
programs still necessary?
– A=Yes, B=No
Competitive Advantage
• How can managing
diversity be a
competitive advantage?
• Workforce diversity
mirrors consumer and
B2B diversity.
• Diversity is required for
innovation and
competitive advantage.
• Lower turnover, and less
chance of lawsuits.
Gender – Race – Age – Sex
• Women – The glass ceiling is an
invisible barrier blocking
women and minorities from
top management positions.
Break it by: • Consistently exceeding
performance expectations
• Developing a style with
which male managers are
comfortable,
• Seeking out difficult or
challenging assignments, and
• Having influential mentors.
Year % Year % Year %
1951 63.9 1970 59.4 1992 70.8
1953 61.3 1972 57.9 1994 72.0
1956 63.3 1974 58.8 1996 73.8
1957 63.8 1976 60.2 1998 73.2
1958 63.0 1978 59.4 2000 73.3
1959 61.3 1980 60.2 2002 76.6
1960 60.7 1982 61.7 2003 75.5
1961 59.2 1984 63.7 2005 77.0
1963 58.9 1986 64.3 2006 76.9
1964 59.1 1988 66.0 2007 77.8
1966 57.6 1990 71.6 2008 77.1
1968 58.2 1991 69.9 2009 77.0
Source: Nat'l Committee on Pay Equity
Gender – Race – Age – Sex
Race/Gender $ Ratio
White Men $47,814 100.0 %
White Women 35,151 73.5
Black Men 34,480 72.1
Black Women 30,398 63.6
Hispanic Men 27,490 57.5
Hispanic Women
24,738 51.7
All Men $42,210 88.2
All Women $32,649 68.3
Wage Gap 77.4%
Source: Pew Research Source: 2007 U.S. Census
PepsiCo Chairman & CEO
Indra K. Nooyi –
• President and CEO (2006).
Chairman (2007).
• Directed global strategy and
led its restructuring:
– Divested restaurants into YUM!
Brands, Inc.,
– Acquired Tropicana and merged
with Quaker Oats that brought
the vital Quaker and Gatorade
businesses to PepsiCo.
– Merger with PepsiCo's anchor
bottlers, and the acquisition of
Wimm-Bill-Dann.
PepsiCo under Nooyi’s Leadership
PepsiCo under Nooyi’s Leadership
Annual Category 2007 2008 2009 2010
Revenue
and
Income
Net Revenues 39.5B 43.3B 43.2B 57.8B
Cost of Goods Sold 16.7B 18.8B 18.5B 24.4B
Depreciation And Amortization 1.4B 1.5B 1.6B 2.3B
Operating
Expenses
Gross Income 21.4B 22.9B 23.1B 31.1B
General Expenses 14.1B 15.4B 15.0B 22.8B
Research And Development 364.0M 388.0M 414.0M 488.0M
Total Operating Expenses 32.2B 35.8B 35.2B 49.5B
Age & the Workforce
Hiring Older
Workers Punctuality
Lower Turnover
Less Workplace
Politics Role
Models
Better Customer
Service
Gender – Race – Age – Sex
Retirees to Workers Percentages (%)
Generational Differences
Gender – Race – Age – Sex
Is someone’s personal sexual or
relationship choices anyone else’s
business? What’s the impact?
Global Competition
Source: OECD PISA 2009
Survey Says: Degree to Work?
1. Graduates may be technically
competent, lack teamwork,
critical thinking, and analysis
skills
2. Less graduates in technical
fields such as science, math,
and engineering.
3. High school graduates
working in entry-level
positions do not possess
necessary basic skills
(national high-school
graduation rate is 75%)
Source: U.S. Census Bureau Statistical Abstract 2012
Self Development is Crucial
• Gender, race or age:
– Be exceptionally competent &
seek out mentors
– Build social capital
– Assist work/life balance by
delegating housework
– Improve negotiating skills
– Take credit for accomplishments
– Create a partnership with spouse to
be mutually supportive
– Balance need to be assertive and
communal
Organizational Diversity
Two Theories:
• Social categorization
theory
– Similarity leads to
liking and attraction
• Information/Decision-
Making Theory
– Diversity leads to
better task-relevant
processes and
decision-making
Diversity Process Model
Diversity Conflict
• Gender
• Race
• Age
Diversity
• Individual
• Team
• Organizational
Conflict • Satisfaction?
• Turnover?
• Productivity?
Outcomes?
Workplace Diversity – A Choice
• Demographic Faultline
– Hypothetical dividing lines
that may split a group into
subgroups based on one or
more attributes
• Positive Diversity
– If members were open-
minded, discussed and
shared information, and
displayed integrative
behavior, individual, team
and organizational
outcomes improve
The Absence of Diversity
• Whether in work, school,
church or family, what
types of discrimination
have you seen or
participated in (even
unwillingly?
Encouraging Diversity
•What can our organizations do?
•What can you do to improve yourself?
Thomas’s Action Options
• Include/Exclude Emphasis on including more
diverse employees, using
minority-owned companies
as vendors
• Deny - That race, color, or
gender have any impact on
decisions
• Assimilate - All diverse
people will learn to fit in..
• Suppress - Squelching or
discouraging differences or
new ideas
• Isolate – Removing
individuals from authority.
• Tolerate – Acknowledge
but don’t value or accept.
• Build Relationships - Good relationships can
overcome differences
• Foster Mutual
Adaptation - Creating
positive relationships with
others. This means being
willing to accept differences
and accepting change.
Thomas’s Action Options
• Include/Exclude Emphasis on including more
diverse employees, using
minority-owned companies
as vendors
• Deny - That race, color, or
gender have any impact on
decisions
• Assimilate - All diverse
people will learn to fit in.
• Suppress - Squelching or
discouraging differences or
new ideas
• Isolate – Removing
individuals from authority.
• Tolerate – Acknowledge
but don’t value or accept.
• Build Relationships - Good relationships can
overcome differences
• Foster Mutual
Adaptation - Creating
positive relationships with
others. This means being
willing to accept differences
and accepting change.
Diversity – Your Choice