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Diversity Management Processes

Diversity Management Processes. Chapter 12. Diversity. Dominate group Stereotypes Value differences rather than minimizing or ignoring them Preloaded with people’s perceptions and biases-multiracial, multicultural, multiethnic-usually deals with differences Heterogeneous not homogeneous.

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Diversity Management Processes

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  1. Diversity Management Processes Chapter 12

  2. Diversity • Dominate group • Stereotypes • Value differences rather than minimizing or ignoring them • Preloaded with people’s perceptions and biases-multiracial, multicultural, multiethnic-usually deals with differences • Heterogeneous not homogeneous

  3. Dimensions of Diversity • Those important characteristics that impact individuals’ values, opportunities, & perceptions of self and others at work (Loden, 1996) • Age, ethnicity, race, sex, gender, sexual orientation, mental/physical ability/disability, socio-economics, education, religion, language, military experience, family status, work experience, communication style

  4. Diversity cont. • Thomas (1996) refers to any mixture of items characterized by differences and similarities-not synonymous with differences. “ To highlight this notion of mixture, visualize a jar of red jelly beans; now image adding some green and purple jelly beans. Many would believe that the green and purple jelly beans represent diversity. I suggest that the diversity instead is represented by the resultant mixture of red, green, and purple jelly beans

  5. By the Numbers • By 2050, US population = 24% Hispanic, 15% African American, & 15% Asian • Today, number of women (35-44) in workplace = 17.1million (increase of 50% in last 20 yrs) • Today 75% of women(25-34) are now in workforce • 53%-Hispanics are the fastest growing minority in US

  6. By the Numbers • Today, white males make up only 43% of workforce (projected that the % will go down by at least 20% over the next decade) • Today women occupy 36% of the management positions in US…< 3% of the top execs in Fortune 500 companies are women (lower for people of color) • 1 out of 8 = how many Black households make more than $50,000/year

  7. Three Explanations? Actual differences- person centered • based on sex/ethnicity- people are different in behaviors, skills and attitudes • Rationale • Innate • Socialization • Educational background • Cultural values • Socio-economic • Literature does not support sex difference and little has been done with minorities

  8. Differences? Systematic/relational barriers- situation centered • Certain organizational characteristics and structures impede women and minorities from achieving 1. Limited access or exclusion from informal communication networks 2. Women & minorities have difficulty establishing mentor-protege relationships 3. Tokenism 4. Highly visible representatives 5. Pressure of visibility and stereotypes

  9. Differences? Discrimination- gender and cultural biases - Prejudice- negative attitude toward an organization member based on culture or group identity - Discrimination- observable behaviors based on prejudice Research suggests that both exist in organizations & may not be decreasing in today’s workplace

  10. Differences • Relational Barriers in Org. Systems • Women and minorities experiences limited access to or exclusion from informal networks • Women and minorities do not have optimal experiences with mentor-protégé relationships • Women and minorities experience tokenism • Women and minorities encounter situations that hamper their opportunity for advancement

  11. The Multicultural Organization-Know… • The multicultural organization-p. 224 • Dimensions for describing a multicultural organization-p. 225 • Opportunities realized through diversity-p. 227 • Challenges realized through diversity-p. 228

  12. Diverse organization: challenges • Avoiding negative impacts of diversity management programs • Affirmative action (victimized, stigmatized, injustice) • Sexual Harassment = sexual discrimination • Balancing work and home • “family friendly” programs: on-site day care, job sharing, family leave program NOT A PERFECT WORLD!

  13. Managing cultural diversity • Know “spheres of activity” (p.232) • Involves both attitude and action • Mangers and employees must view diversity as a challenge and an opportunity • Mangers and employees must become knowledgeable about the needs of diverse organizational members • Specific action must be taken to ensure an educated and enlightened workforce • Starts with individuals

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