Unformatted text preview: Managing Diverse
Chapter 14 Valuing Diversity
Diversity in the population, the workforce , and the marketplace is a fact of life no manager can afford to ignore today.
At 3Com Corporation’s sprawling modem factory near Chicago, 65 different national flags are displayed, each representing the origin of at least one person who has worked at the plant.
. Valuing Diversity
The 1200 employees at 3Com speak more than 20 different languages.
Such astonishing diversity is becoming typical in many companies Valuing Diversity A typical manager, schooled in traditional management training, easily could make some mistakes. For example, to reward a Vietnamese employee’s high performance, her manager promoted her, placing her at the same level as her husband, who also worked at the factory. Rather than to be pleased , the worker became upset and declined the promotion because Vietnamese husbands are expected to have a higher status than their wives. Valuing Diversity A manager, having learned that a friendly pat on the arm or back would make workers feel good, took every chance to touch his subordinates. His Asian employees hated being touched, and thus started avoiding him, and several asked for transfers. A manager declined a gift offered by a new employee, an immigrant who wanted to show gratitude for her job. He was concerned about ethics and explained the company’s policy about not accepting gifts. The employee was so insulted she quit. These issues related to cultural diversity are difficult and real. Attitudes toward Diversity
Ethnocentrism – the belief that one’s own Ethnocentrism – the belief that one’s own group or subculture is inherently superior to other groups or cultures. Viewing one’s own culture as the best culture is a natural tendency among most people.
Monoculture – a culture that accepts only Monoculture – a culture that accepts only one way of doing things and one set of values and beliefs. Attitudes toward Diversity
Ethnorelativism the belief that groups and subcultures are inherently equal.
Pluralism – the organization accommodates several subcultures, including employees who would otherwise feel isolated and ignored The changing workplace
The single biggest challenge facing companies is the changing composition of the workforce. Studies project that in the
twenty-first century Asian Americans,
African Americans, and Hispanics will
make up 85 percent of U.S population
growth and constitute about 30 percent of
the total workforce
the The changing workplace
Now , already more than 30 percent of New York City’s residents are foreign born. Miami is twothirds HispanicAmerican; Detroit is two
thirds AfricanAmerican; and San
Francisco is onethird Asian
American. The Glass Ceiling The Glass Ceiling is an invisible barrier that separates women and minorities from top management positions. Evidence of the glass ceiling is the distribution of women and minorities, who are clustered at the bottom levels of the corporate hierarchy. A recent study shows that 97 percent of the top managers in the US are white,and at least 95 percent of them male. Women and minorities also earn substantially less . Black , male employees earn 25 percent less than their counterparts earn. As women move up the career ladder, the wage gap widens; at the level of vicepresident, a woman’s average salary is 42 percent less than her male Diversity Awareness Training Many organizations provide special training,called diversity awareness training , to help people become aware of their own cultural boundaries, their prejudices and stereotypes, so they can learn to work and live together. People vary in their sensitivity and openness to other cultures. The continuum ranges from a
total lack of awareness to a complete
understanding and acceptance of people’s
differences Stages of Diversity Awareness Denial – the lowest level of awareness: Parochial view of the world No awareness of cultural differences In extreme cases , may claim other cultures are subhuman
Defense: Perceives threat against one’s comfortable worldview Uses negative stereotyping Assumes own culture superior Stages of Diversity Awareness
Minimizing Differences: Hides or trivialized cultural differences Focuses on similarities among all peoples Acceptance: Accepts behavioral differences and underlying differences in values Recognizes validity of other ways of thinking and perceiving the world Stages of Diversity Awareness Adaptation: Able to empathize with those of other cultures Able to shift from one cultural perspective to another Integration – the highest level of Awareness: Multicultural attitude – enables one to integrate differences and adapt both cognitively and behaviorally Benefits of Valuing Diversity Finally , diversity within the organization provides a broader and deeper base of experience for problem solving, creativity, and innovation. For example, research shows that
heterogeneous teams produce more
innovative solutions to problems than do
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This note was uploaded on 06/05/2011 for the course MANAGMENT 25 taught by Professor Fu during the Spring '11 term at Asbury.
- Spring '11