Managing the Diverse Workforce Chapter Eleven Mc GrawHillIrwin

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Managing the Diverse Workforce Chapter Eleven Mc. Graw-Hill/Irwin Copyright © 2011 by The Mc.

Managing the Diverse Workforce Chapter Eleven Mc. Graw-Hill/Irwin Copyright © 2011 by The Mc. Graw-Hill Companies, Inc. All rights reserved.

Managing Diversity Managing diversity § Managing a culturally diverse workforce by recognizing the characteristics

Managing Diversity Managing diversity § Managing a culturally diverse workforce by recognizing the characteristics 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. 11 -2

Components of a Diversified Workforce Figure 11. 1 11 -3

Components of a Diversified Workforce Figure 11. 1 11 -3

Expansion of Diversity Programs in U. S. Companies Figure 11. 2 11 -4

Expansion of Diversity Programs in U. S. Companies Figure 11. 2 11 -4

Gender Issues Glass ceiling § an invisible barrier making it difficult for women and

Gender Issues Glass ceiling § an invisible barrier making it difficult for women and minorities to move beyond a certain level in the corporate hierarchy 11 -5

Gender Issues Sexual harassment § Conduct of a sexual nature that has negative consequences

Gender Issues Sexual harassment § Conduct of a sexual nature that has negative consequences for employment. 11 -6

Sexual Harassment Quid pro quo harassment § Submission to or rejection of sexual conduct

Sexual Harassment Quid pro quo harassment § Submission to or rejection of sexual conduct is used as a basis for employment decisions Hostile environment § Occurs when unwelcome sexual conduct has the effect of unreasonably interfering with job performance or creating an intimidating or hostile, working environment 11 -7

Basic Components of an Effective Sexual Harassment Policy Table 11. 3 11 -8

Basic Components of an Effective Sexual Harassment Policy Table 11. 3 11 -8

Utilizing Older Employees Table 11. 6 11 -9

Utilizing Older Employees Table 11. 6 11 -9

Competitive Advantage through Diversity and Inclusion Ability to Attract and Retain Motivated Employees Better

Competitive Advantage through Diversity and Inclusion Ability to Attract and Retain Motivated Employees Better Perspective on a Differentiated Market Ability to Leverage Creativity and Innovation in Problem Solving Enhancement of Organizational Flexibility 11 -10

Challenges of Diversity and Inclusion Unexamined Assumptions Mistrust and Tension Stereotyping Lower Cohesiveness Communication

Challenges of Diversity and Inclusion Unexamined Assumptions Mistrust and Tension Stereotyping Lower Cohesiveness Communication Problems 11 -11

Diversity Assumptions and Their Implications for Management Table 11. 7 11 -12

Diversity Assumptions and Their Implications for Management Table 11. 7 11 -12

Multicultural Organizations Multicultural organization § An organization that values cultural diversity and seeks to

Multicultural Organizations Multicultural organization § An organization that values cultural diversity and seeks to utilize and encourage it. 11 -13

Guidelines for Diversity Training Table 11. 8 11 -14

Guidelines for Diversity Training Table 11. 8 11 -14

Retaining Employees Mentors § Higher-level managers who help ensure that highpotential people are introduced

Retaining Employees Mentors § Higher-level managers who help ensure that highpotential people are introduced to top management and socialized into the norms and values of the organization. 11 -15