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MODULE 6 DIVERSITY AND GLOBAL CULTURES. “There are new faces in the neighborhood”. What should we know about diversity in the workplace? What should we know about diversity among global cultures?. DIVERSITY AND GLOBAL CULTURES Diversity In The Workplace MODULE GUIDE 6.1.

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module 6 diversity and global cultures
MODULE 6DIVERSITY AND GLOBAL CULTURES

“There are new faces in the neighborhood”

  • What should we know about diversity in the workplace?
  • What should we know about diversity among global cultures?
diversity and global cultures diversity in the workplace module guide 6 1
DIVERSITY AND GLOBAL CULTURESDiversity In The WorkplaceMODULE GUIDE 6.1
  • People of color increasing percent of workforce
  • Hispanics fastest-growing minority group in workforce
  • Minorities highly represented in lower-wage service-sector jobs
  • More workers from nontraditional families
  • Average age of workers rising
  • Religious diversity of workers increasing
  • More women working
  • There is a business case for diversity.
  • Inclusive organizational cultures value and support diversity.
  • Organizational subcultures can create diversity challenges.
  • Minorities and women suffer diversity bias in many situations.
  • Managing diversity should be top leadership priority.
diversity in the workplace business case for diversity
DIVERSITY IN THE WORKPLACEBusiness Case For Diversity
  • Arguments in the Business Case for Diversity
    • Cultural diversity builds strength for dealing with global markets.
    • Ethnic diversity builds strength for dealing with diverse customers.
    • Diverse work teams are high in creativity and innovation.
    • Diverse workforces attract new highly talented members.
  • To be successful in working with and gaining value from diversity requires a sustained, systemic approach and long-term commitment.
  • Success is facilitated by a perspective that considers diversity to be an opportunity for everyone in an organization to learn from each other how better to accomplish their work and an occasion that requires a supportive and cooperative organizational culture as well as group leadership and process skills that can facilitate effective group functioning.
diversity in the workplace organizational culture
DIVERSITY IN THE WORKPLACEOrganizational Culture
  • Inclusivity
    • How open the organization is to someone who can do the job
  • Culture
    • A shared set of beliefs, values and patterns of behavior common to group of people
  • Multicultural Organization
    • Organization based on pluralism and operates with respect for diversity
  • Organizational Subcultures
    • Groupings of people based on shared demographics and job identities
  • Ethnocentrism
    • The belief that one’s sub-cultural group or membership is superior to all others
diversity in the workplace organizational culture1
DIVERSITY IN THE WORKPLACEOrganizational Culture
  • Characteristics of a Multicultural Organization
    • Pluralism
      • Members of minority and majority cultures influence key values and policies.
    • Structural integration
      • Minority-culture members are well represented at all levels and in all responsibilities.
    • Informal network integration
      • Mentoring and support groups assist career development of minority-culture members.
    • Absence of prejudice and discrimination
      • Training and task force activities support goal of eliminating culture-group biases.
    • Minimum inter-group conflict
      • Members of minority and majority cultures avoid destructive conflicts.
diversity in the workplace the glass ceiling1
DIVERSITY IN THE WORKPLACEThe Glass Ceiling
  • The Conundrum of the Glass Ceiling
  • In 1995

• Women held 45.7% of America’s jobs.

• Women held .7% of CEO jobs.

• Women held 5% of top management jobs.

• Women managers earned 68% the pay of males.

  • In 2005

• Women held 46.5% of America’s jobs.

• Women held .7% of CEO jobs.

• Women held 8% of top management jobs.

• Women managers earned 72% the pay of males.

diversity in the workplace managing diversity
DIVERSITY IN THE WORKPLACEManaging Diversity
  • Managing Diversity
    • Building an inclusive work environment that allows everyone to reach their potential
diversity and global cultures diversity among global cultures module guide 6 2
DIVERSITY AND GLOBAL CULTURESDiversity Among Global CulturesMODULE GUIDE 6.2
  • Culture shock comes from discomfort in cross-cultural situations.
  • Cultural intelligence is the capacity to adapt to foreign cultures.
  • The “silent” languages of cultures include context, time, and space.
diversity among global cultures types of cultures
DIVERSITY AMONG GLOBAL CULTURESTypes of Cultures
  • Low-context
    • Emphasize communication via spoken or written words
  • High-context
    • Rely on unspoken or situational cues as well as spoken or written words in communication
  • Monochronic
    • People tend to do one thing at a time
  • Polychronic
    • People accomplish many different things at once
diversity among global cultures hofstede s five value differences
DIVERSITY AMONG GLOBAL CULTURESHofstede’s Five Value Differences
  • Power Distance
    • The degree to which a society accepts unequal distribution of power
  • Uncertainty Avoidance
    • The degree to which a society tolerates risk and uncertainty
  • Individualism-collectivism
    • The degree to which a society emphasizes individuals and their self-interests
  • Masculinity-femininity
    • The degree to which a society values assertiveness and materialism
  • Time Orientation
    • The degree to which a society values short term or long term goals
management tips
MANAGEMENT TIPS
  • Stages of adjustment to a new culture

• Confusion—First contacts with the new culture leave you anxious, uncomfortable, and in need of information and advice.

• Small victories—Continued interactions bring some “successes,” and your confidence grows in handling daily affairs.

• Honeymoon—A time of wonderment, cultural immersion, and even infatuation, with local ways viewed positively.

• Irritation and anger—A time when the “negatives” overwhelm the “positives,” and the new culture becomes a target of your criticism.

• Reality—A time of rebalancing; you are able to enjoy the new culture while accommodating its less desirable elements.