Managing a Diverse Workforce

Managing a Diverse Workforce - 3/27/2008 MANAGING...

Info iconThis preview shows pages 1–5. Sign up to view the full content.

View Full Document Right Arrow Icon
3/27/2008 1 MANAGING INDIVIDUALS AND A DIVERSE WORK FORCE Management 3303 March 18, 2008 Brittney Barbre Desmond Daigle Travis McCaddon Michael Pawalowski Lauren Pelham Diversity and Why it Matters A variety of demographic, cultural, and personal differences among an organization’s employees and customers. Variety Diversity: Differences that Matter Affirmative action: Purposeful steps taken by an organization to create employment opportunities for minorities and women. The main difference: Affirmative Action concerns gender and race Diversity concerns demographic and cultural differences The important difference: Affirmative Action is required by law for private employers with 15 or more employees, while diversity is not.
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
3/27/2008 2 General Purpose of Diversity Programs Create positive work environment where no one is advantaged or disadvantaged Where “we” is everyone Where everyone can do their best work Where differences are respected and not ignored Where everyone feels comfortable Despite affirmative action’s overall success in making workplaces much fairer than they used to be, many people argue that some affirmative action programs unconstitutionally offer better treatment to females and minorities at the expense of other employees. Jake Weiss, a white worker in New York, expressed a typical complaint when he said “It used to be if you were white, you got everything in America and that wasn’t right. But now [with affirmative action], all that’s left for people like me are the crumbs.” Diversity Makes Good Business Sense Helps companies with cost savings by reducing turnovers Helps companies save money by helping them avoid discrimination lawsuits (which have quadrupled since 1995) Helps companies attract and retain talented workers Drives business growth by enabling them to understand their diverse customer needs Helps companies grow through higher-quality problem solving
Background image of page 2
3/27/2008 3 SURFACE-LEVEL DIVERSITY Desmond Daigle SURFACE-LEVEL DIVERSITY | The immediately observable traits that would categorize a person into certain groups. Although not always intentional, this could lead to discrimination. 4 CATEGORIES OF SURFACE-LEVEL DISCRIMINATION | Age | Gender | Race | Physical Disabilities
Background image of page 3

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
3/27/2008 4 AGE DISCRIMINATION | 17,000-20,000 age discrimination cases are filed with the EEOC every year. | A survey from the AARP states that 2/3 of 10,000 people felt that they had been wrongly discharged because of their age. | “older workers v. younger workers” WHAT CAN COMPANIES DO? | Train managers to make hiring and promotion decisions based on qualifications. | Monitor the extent at which older employees receive training. Ensure that both older and younger employees
Background image of page 4
Image of page 5
This is the end of the preview. Sign up to access the rest of the document.

This note was uploaded on 05/01/2008 for the course MGT 3303 taught by Professor Bell during the Spring '08 term at Texas State.

Page1 / 20

Managing a Diverse Workforce - 3/27/2008 MANAGING...

This preview shows document pages 1 - 5. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online