This is a Heading Example

4-1

Chapter 4Valuing DiversityChapter 4Valuing Diversity

Management: A Skills Approach, 2/eby Phillip L. HunsakerManagement: A Skills Approach, 2/eby Phillip L. Hunsaker

4-2

Learning ObjectivesLearning Objectives

•Explain How Diversity StrengthensOrganizations

•Encourage and Support Diversity to MeetOrganizational Needs

•Be Creative and Flexible in Dealing withDifficulties Faced by Diverse Employees

•Be Accountable by Recruiting Broadly andSelecting Employees Fairly

•Assist Diverse Employees through Training andOrientation

•Break Down Barriers Standing in the Way ofAppreciating Diversity

4-3

ConceptsConcepts

•Understanding and ManagingThose Who Are Dissimilar fromUs and From Each Other

•Understanding How CulturalDiversity Affects Expectationsand Behavior

4-4

DiversityDiversity

•Refers to the vast array of physical andcultural differences that constitute thespectrum of human differences

4-5

Core Dimensions of DiversityCore Dimensions of Diversity

•Age

•Ethnic Heritage

•Gender

•Mental/Physical Abilities

•Race

•Sexual Orientation

4-6

Secondary DimensionsSecondary Dimensions

•First language

•Religion

•Education

•Work style

•Income

•Military experience

•Work experience

•Geographicallocation

•Family status

•Communicationstyle

4-7

The Diversity WheelThe Diversity Wheel

4-8

The challenge for managers is torecognize that each person canbring value and strengthsto the workplace basedon his/her own uniquecombination ofdiversitycharacteristics.

4-9

Changing WorkforceChanging Workforce

The United States is Facing:

•A Shrinking Labor Pool

•An Aging Workforce

•More Women in the Workforce

•Increasing Numbers ofImmigrants

•Globalization of Business

4-10

If managers fail to accept and

promote diversity as a valuable asset,they will pay the

price of decreasedwork effort and lowperformance.

4-11

Workers who

believe their differences are valuedare likely to be more loyal,productive, and committed.

4-12

A firm with areputation forprovidingopportunities willhave acompetitiveadvantage in thelabor market.

4-13

DiversityDiversity

•Promotes creativity and innovation

•Enhances organizational flexibility

4-14

Differences Between AffirmativeAction and Managing DiversityDifferences Between AffirmativeAction and Managing Diversity

Affirmative Action

•Government Mandated

•Legally Driven

•Quantitative

•Problem Focused

•Assumes Assimilation

•Internally Focused

•Reactive

Managing Diversity

•Voluntary

•Productivity Driven

•Qualitative

•Opportunity Focused

•Assumes Integration

•Proactive

•Internally/ExternallyFocused

4-15

How OrganizationsPromote DiversityHow OrganizationsPromote Diversity

•Affirmative Action

•DiversityManagementPrograms

4-16

How OrganizationsPromote DiversityHow OrganizationsPromote Diversity

•Fairness andJustice

•Decision-makingand Performance

•Flexibility

4-17

How Managers Can PromoteDiversityHow Managers Can PromoteDiversity

•Accountability

•Development

•Recruitment

4-18

Diversity PracticesDiversity Accountability Practices

1.Top management’s personal intervention

2.Internal advocacy groups

3.Emphasis on EEO statistics, profiles

4.Inclusion of diversity in performance evaluation

5.Inclusion of diversity in promotion criteria

6.Inclusion of diversity in management successionplanning

7.Work and family policies

8.Policies against racism, sexism

9.Internal audit or attitude survey

10.Active affirmative action committee

4-19

Diversity PracticesDiversity Development Practices

1.Diversity training programs

2.Networks and support groups

3.Development programs for all high-potentialmanagers

4.Informal networking activities

5.Job rotation

6.Formal/Informal mentoring program

7.Early development programs for all high-potentialnew hires

8.Internal training

9.Recognition events

4-20

Diversity PracticesDiversity Recruitment Practices

1.Targeted recruitment of non-managers

2.Key outside hires

3.Extensive public exposure on diversity

4.Corporate image as progressive

5.Partnerships with educational institutions

6.Recruitment incentives

7.Internships

8.Publications that highlight diversity

9.Targeted recruitment of managers

10.Partnerships with non-traditional groups

4-21

What Can the IndividualManager Do?What Can the IndividualManager Do?

•DemonstrateAcceptance ofDiversity

•CommunicateDiversity Goals

•SensitizeEmployees toDiversity Issues

4-22

What Can IndividualManagers Do?What Can IndividualManagers Do?

•Encourage andSupport Diversity

•Recruit Broadly andSelect Fairly

•Provide Orientationand Training forMinorities

4-23

What Else Can IndividualManagers Do?What Else Can IndividualManagers Do?

•Be Creative and Flexible When Dealingwith Diversity Problems

•Motivate According to Individual Needs

•Reinforce Positive and MinimizeNegative Employee Differences