五3408655249

五3408655249 - CHAPTER FIVE MANAGING...

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CHAPTER FIVE MANAGING DIVERSE EMPLOYEES IN A MULTI-CULTURAL ENVIRONMENT OVERVIEW OF CHAPTER The effective management of diversity means much more than hiring employees from diverse backgrounds. It also includes learning to appreciate and respond appropriately to the needs, attitudes, beliefs, and values that diverse people bring to an organization. Correcting misconceptions about why and how various employee groups differ and finding the most effective way to utilize the skills and talents of diverse employees are also part of the manager’s responsibility. This chapter explores the increasing diversity in today’s environment and the how it can be proactively managed within the organization. It also explores why sometimes well- intentioned managers inadvertently treat one group of employees different from another and the actions managers can take to ensure that diversity within the organization is respected. LEARNING OBJECTIVES 1. Appreciate the increasing diversity of the workforce and of the organization environment. 2. Grasp the central role that managers play in the effective management of diversity. 3. Understand why the effective management of diversity is both an ethical and a business imperative. 4. Appreciate how perception and the use of schemas can result in unfair treatment. 5. Appreciate the steps managers can take to effectively manage diversity. 6. Understand the two major forms of sexual harassment and how they can be eliminated. A MANAGER’S CHALLENGE: DIVERSITY IN THE BOARDROOM AND ON THE POLICE FORCE Although the effort to diversify the workplace is underway in many companies, progress has been slow. Women comprise only approximately 10% of board of directors of the S& P 1500 and minorities comprise only about 8.8%. Wellpoint Health Networks of Thousand Oaks, California, however, has succeeded in diversifying its nine member board, which includes four women and one minority group member. At Wellpoint, and also Nike, female board members have helped the company to strengthen its connection with the female component of its target market. At the lower rungs of organizations, it is questioned why certain jobs, such as construction and law enforcement, tend to be dominated by men. In some nontraditional jobs, it is sometimes assumed that women are underrepresented because of their physical size and strength. Women currently comprise less than 15% of the 880,000 members of police forces through the nation. In Boston, San Francisco, and Detroit, women serve as the Chief of Police, although traditionally it was assumed that a woman could never rise to the top leadership position. Jones, Contemporary Management, Fourth Edition 97
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CHAPTER FOUR MANAGING DIVERSE EMPLOYEES IN A DIVERSE ENVIRONMENT Excluding women from serious consideration for irrelevant reasons will hopefully decline as more and more executives recognize that diversity makes good business sense. LECTURE OUTLINE
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This note was uploaded on 10/25/2010 for the course MGMT 321 taught by Professor Spears,m during the Fall '08 term at Winthrop.

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五3408655249 - CHAPTER FIVE MANAGING...

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