bateman.Chap011.2 - Managing The Diverse Workforce...

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Unformatted text preview: Managing The Diverse Workforce Workforce Question of the Day Mr. Yoshimi Inaba took over Toyota USA in 2009 and was charged with turning the company around by restoring it to profitability. Among other challenges, Mr. Inaba had to bridge the cultural gap between American and Japanese cultures. Then came the problems with Toyota brakes and acceleration. Senior management in Japan wanted to save face, make decisions in secret and find others to blame for the perceived safety issues. • • • What challenges does Mr. Inaba face? What is corporate culture and how is Toyota culture displayed here? What factors of diversity caused a clash between Toyota and American regulators? Introduction Introduction The number of racial and ethnic minorities is increasing as a faster rate than non­minority populations Managers unable to manage diversity will be at a competitive disadvantage Managing diversity • Managing a culturally diverse workforce by recognizing common to specific groups of employees while dealing with such employees as individuals and supporting, nurturing, and utilizing their differences to the organization’s advantage Which is it Which Woman without her man is nothing A. Woman, without her, man is nothing B. Woman without her man, is nothing Components of a Diversified Workforce Diversity: A Brief History Diversity: Most immigrants to the U.S. from late 1800s to early 1900s were non­English speaking from Italy, Poland, Ireland, and Russia It was considered poor business practice for white Protestant­dominated insurance companies to hire Irish, Italians, Catholics, or Jews It was not until the 1960s that the struggle for acceptance by various ethnic and religious groups had on the whole succeeded Components of a Diversified Workforce Workforce 11­7 Figure 11.1 Diversity Today Diversity Diversity • Differences that include religious affiliation, age, disability status, military experience, sexual orientation, economic class, educational level, lifestyle, gender, race, ethnicity, and nationality 11­8 GENDER GENDER An increasing number of women in the workplace balancing multiple work­life demands The glass ceiling is an invisible making it difficult for women and minorities to move beyond a certain level • Comparable Worth – different jobs of equal worth, same pay Sexual harassment • Conduct of a sexual nature that has negative consequences for employment • Quid pro quo harassment­­Submission to or rejection of sexual conduct is used as a basis for employment decisions • Hostile environment­­Occurs when unwelcome sexual conduct has the purpose or effect of unreasonably interfering with job performance or creating an intimidating, hostile, or offensive working environment Top 30 Companies for Executive Women Women 11­10 Table 11.2 Question Question A (n) ___________ is an invisible barrier making it difficult for women and minorities to move beyond a certain level in the corporate hierarchy. A.Organization chart B.Glass ceiling C.Glass limit D.Personnel limit 11­11 Characteristics of Future Worker’s Characteristics Minorities and immigrants • The term “minority” may soon be outdated due to changes in population demographics • Immigrants to the U.S. are an increasingly important part of the workforce • Troubling pay discrepancies persist between white and non­ white population groups Mentally and physically disabled people • • • Americans with Disabilities –“reasonable accommodation” The largest unemployed minority in the U.S. & growing Assistive technologies make it easier for companies to comply with the Americans with Disabilities Act Education level • The future service and technology economy will require an increasingly educated workforce Sexual Orientation: no Federal Law The Age of the Workforce The The median age of workers is rising while the number of young workers is growing only slightly The Bureau of Labor Statistics projects that entry­level workers will be in short supply by 2020 70% of workers between 45­70 intend to work in retirement (no mandatory retirement age) To prevent an exodus of talent, employers need strategies to help retain and attract skilled older workers Employers must also compete for talented young workers Utilizing Older Employees Utilizing Table 11.6 11­14 Managing Diversity versus Affirmative Action Affirmative Affirmative action • Special efforts to recruit and hire qualified members of groups that have been discriminated against in the past. 11­15 Competitive Advantage through Diversity and Inclusion Diversity 11­16 Challenges of Diversity and Inclusion Inclusion 11­17 Monolithic Organizations Monolithic Monolithic organizations have a low degree of structural integration­­employing few women, minorities, or other groups that differ from the majority­­and thus have a homogeneous employee population • Norms set by white majority • Lack of social equality Pluralistic Organizations Pluralistic Pluralistic organizations have a relatively diverse employee population which makes and effort to involve employees from different gender, racial, or cultural backgrounds • A diverse employee population • Involves employees from different genders & races & cultures • More heterogeneous Multicultural Organizations Multicultural Multicultural organizations value cultural diversity and seek to utilize and encourage it Creates SYNERGY – all employees contribute at their maximum with minimum intergroup conflict Question #2 Question A ___________ organization is an organization that values cultural diversity and seeks to utilize and encourage it. A. Multi­spatial B. Multidimensional C. Multicultural D. Multi­temporal 11­21 Challenges Challenges Stereotyping: Perceived beliefs about a group of people Pygmalion effect: High expectations lead to high performance Golem effect: Low expectations lead to low performance Retaining Employees Retaining 11­23 How Organizations can Cultivate a Diverse Workforce Diverse Secure top management’s leadership and commitment Assess the organization’s progress toward goals Attract employees • Actively recruit diverse employees • Accommodate work and family needs • Support alternative work arrangements Train employees in diversity • Awareness building • Skill building Retain employees • Offer support groups • Offer mentorship programs • Provide avenues of career development and promotion • Systems accommodation • Accountability ...
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This note was uploaded on 01/13/2012 for the course 620 300 taught by Professor Gordon during the Fall '10 term at Rutgers.

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