Managing Diversity

MANAGING DIVERSITY (PART 1)

MGMT 201
Discussed by: Aileene A. Hermosilla
Maylani J. Saludaga
 OBJECTIVES
1. Understand the pervasive demographic changes occurring in the
domestic and global marketplace and how corporations are responding.
2. Understand how the definition of diversity has grown to recognize a
broad spectrum of differences among employees, and appreciate the
dividends of a diverse workforce.

Managing Diversity
3. Recognize the complex attitudes, opinions, and issues that employees
bring to the workplace, including prejudice, discrimination, stereotypes,
and ethnocentrism.
4. Recognize the factors that affect women’s opportunities, including the
glass ceiling, the opt-out trend, and the female advantage.
5. Explain the five steps in developing cultural competence in the
workplace.
6. Describe how diversity initiatives and training programs help create a
climate that values diversity.
7. Understand how multicultural teams and employee network groups help
organizations respond to the rapidly changing and complex workplace.
MANAGING DIVERSITY
 Part 1 (A. Hermosilla)
 The Changing Workplace
 Diversity in the U.S
 Diversity in the Philippines
 Diversity on Global Scale
Traditional & Inclusive Models of Diversity

Managing Diversity

 Advantages of Workplace Diversity
 Factors Shaping Personal Bias
 Prejudice, Discrimination, Stereotypes, Ethnocentrism
 Factors Affecting Woman’s Career
 Part 2 (M. Saludaga)
 Cultural Competence
 Process of Implementing Diversity Plan
 Diversity Initiatives and Programs
 Changing Structures & Policies, Recruitment, Mentoring
 Accommodating Special Needs, Diversity Skills Training
 Increasing Awareness of Sexual Harassment
 New Diversity Initiatives
 Multicultural Teams
 Employee Network Groups
What do we mean by
diversity in the thought

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process?

Lets find out…..

 Managing Diversity
Select a card mentally….
Don’t just look at it,
concentrate on it
and memorize it…
 Managing Diversity
Your card isn't there….

Isit magic?
Did I really read your mind?
Well, things are not always as
they appear……

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We need to look at the actual
picture behind the visible one…

Want to see how?

 Managing Diversity
 None of the
 These were
cards were
the original
dealt on the
cards…
second hand.
 Did you consider the real and the bigger
picture when selecting the card?

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 This happens because most of the times
we think of our own objectives and miss
out the big picture.
 Don’t just hear what the person,
while interacting, wants to say,
but listen and understand his
point of view…
For that…

We need to diversify our horizons…

Managing Diversity
Diversity is not just in age,
gender, race…, it actually lies in
your thinking, your thought
process.
 INTRODUCTION
 Demographic changes in population have
transformed today’s society, creating a cultural
mosaic of diverse people.
 To capitalize on those opportunities,

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organizations have recognized that their
workplaces need to reflect the diversity in the
marketplace.
 Today’s organizations recognize that diversity
is no longer just the right thing to do; it is a
business imperative and perhaps the single
most important factor of the twenty-first
century for organization performance.

 INTRODUCTION
 Companies that ignore diversity will have a
hard time competing in a multicultural global
environment.
 “Diversity is the bridge between the

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workplace and the marketplace.”(Ted Childs)
 “To succeed in business, you need to have a
diverse workforce that can create great
customer value”
 “With a diverse workforce, you also need great
diversity strategies and programs.”
(“Understanding Workplace Diversity Issues”, PDI July 31, 2011 by Cecilia Ernie)
 THE CHANGING WORKPLACE

CHANGES RESHAPING THE WORKPLACE

DIVERSITY ISSUES IN THE U.S.

1. Aging workforce
Baby boomer turns 60 every 7 seconds

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
 Increase in average age of workforce
2. Growth in Hispanic & Asian workers.
 Greatest increase in employment
3. Minority purchasing power.
 $1.5trillion annual purchasing power
4. Growth in foreign-born population.
 1 in 8 people in US was born in another country
 THE CHANGING WORKPLACE

CHANGES RESHAPING THE WORKPLACE

DIVERSITY ISSUES IN THE PHILIPPINES
1. (8) major languages and more than 100 sublanguages and
dialects.
2. In 2002, there are 5.2 million poor families. Only about thirty (30)
families (out of approximately 15 million families) own ninety

Managing Diversity
(90%) percent of the national wealth.
3. Roughly, about 13 out of every 100 Filipino families are
considered as core poor in 2000.
4. Seven (7) million Filipinos are working in 100 countries all over
the world.
5. Some women have been trapped in employment situations that
are difficult, abusive and unprotected.
6. Issues and concerns of Filipino migrant workers in various
regional and international locations.
7. Invention of job requirements that have the effect of unfairly
excluding applicants who don’t belong to their breed.
8. Growth in foreign-born population.
http://unpan1.un.org/intradoc/groups/public/documents/UN/UNPAN012415.pdf
DIVERSITY ON A GLOBAL SCALE
 “Being Global means that our customers
are diverse. Our stockholders are diverse.
 The population which is available to us,

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our productivity, creativity, innovation,
and people who supply us are diverse.
 There is no way we can run a business
effectively without deep understanding
and accommodating all of these
elements.”
- (Honeywell, Kraft General Foods)
WHAT IS DIVERSITY?

all the ways

in which

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people differ.
 Traditional vs.

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Inclusive Models
of Diversity
TRADITIONAL MODEL OF DIVERSITY

RACE

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AGE GENDER

DIVERSITY

DISABILITY LIFESTYLE

PAY
LEVEL
INCLUSIVE MODEL OF DIVERSITY

PERSONALITY
RACE
GENDER

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NATIONALITY LIFEST
YLE

PAY
POSITION
LEVEL

DIVERSITY
MILITARY FUNCTION
EXPERIENCE

COMPETENCY
WORK
STYLE

INCOME
LANGUAGE
PARENT
DIVIDENDS OF WORKPLACE DIVERSITY
 1. Better use of employee talent
 2. Increased understanding of the marketplace

 3. Enhanced breadth of understanding in

leadership positions

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 4. Increased quality of team problem solving

 5. Reduced costs associated with high

turnover, absenteeism, and lawsuits
 6. Bring fresh ideas, skills & perspectives

 7. Respond to business opportunities more

rapidly and creatively
DIVERSITY AS AN ASSET
Stimulates Creativity and
Innovation
Better service to diverse

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customers
Better problem solving
Greater system flexibility
Better Image
Effective & Happy Workforce
FACTORS SHAPING PERSONAL BIAS
 Managers should reduce barriers and eliminate
obstacles for disadvantaged people.
 Managers should create a positive, productive
environment for all employees.
Managers need to start with an understanding of

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
the complex attitudes, opinions, and issues.
 These include several factors that
shape personal bias:
 Prejudice,
 Discrimination,
 Stereotypes,
 Ethnocentrism.
FACTORS SHAPING PERSONAL BIAS

1. Prejudice
-tendency to view people who are different as being
deficient.

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2. Discrimination
- if someone acts out their prejudicial attitudes toward
people who are the targets of their prejudice
Ex.: 1. Paying a woman less than a man for the
same work is gender discrimination.
2. Mistreating people because they have a different
ethnicity is ethnic discrimination.
FACTORS SHAPING PERSONAL BIAS

Biases in the workplace

1. a lack of choice assignments
2. the disregard by a subordinate of a

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minority manager’s directions,
3. the ignoring of comments made by
women and minorities at meetings.
3. Stereotyping
 A major component of prejudice is a rigid,
exaggerated, irrational belief associated
with a particular group of people.
MANAGING DIVERSITY
is defined as planning and
implementing organizational
systems and practices to manage

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people so that the potential
advantages of diversity are
maximized while its potential
disadvantages are minimized.
MANAGING DIVERSITY
 Managers should eliminate harmful stereotypes
 Managers should value differences
-they recognize cultural differences and

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-see the differences with an appreciative attitude.
 Learn about cultural patterns & typical beliefs
 Managers should shed stereotypes while still
appreciating the differences among people.
 2 WAYS OF THINKING
These two different ways of thinking are described
below:
 (1)Stereotypesare often based on
folklore, media portrayals, and

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other unreliable sources of
information. (2)In contrast,
legitimate cultural differences
are backed up by systematic
research of real differences.
 2 WAYS OF THINKING
These two different ways of thinking are described
below:
 (1) Stereotypes contain negative
connotations. (2) On the other hand,

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managers who value diversity view
differences as potentially positive
or neutral.
EXAMPLE: The observation that Asian
males are typically less aggressive does not
imply they are inferior or superior to white
males—it simply means that there is a
difference.
 2 WAYS OF THINKING
These two different ways of thinking are described
below:
 (1)Stereotypes assume that all members
of a group have the same characteristics.

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(2) Managers who value
diversity recognize that
individuals within a group of
people may or may not share
the same characteristics of the
group.
 STEREOTYPE THREAT
 describes the psychological experience of a
person who, usually engaged in a task, is
aware of a stereotype about his or her identity
group suggesting that he or she will not

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perform well on that task.
PEOPLE MOST AFFECTED BY STEREOTYPE
THREAT
 Those we considered as disadvantaged in the
workplace due to negative stereotypes
 People with stereotype threat feel an extra scrutiny
and worry that their failure will reflect not only on
themselves as individuals but on the larger group to
which they belong.
 STEREOTYPE THREAT
PEOPLE MOST AFFECTED BY
STEREOTYPE THREAT
 racial and ethnic minorities,

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 members of lower socioeconomic classes,
 women,
 older people,
 gay and bisexual men, and
 people with disabilities.
DIFFERENCE BETWEEN STEREOTYPING &
VALUING CULTURAL DIFFERENCES

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 ETHNOCENTRISM
 the belief that one’s own group and
subculture are inherently superior to
other groups and cultures.

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 Ethnocentrism makes it difficult to
value diversity.
 most theories of management presume
that workers share similar values,
beliefs, motivations, and attitudes
about work and life in general.
ETHNOCENTRISM
Ethnocentrism
 The belief that one’s own group or subculture is
inherently superior to other groups or cultures.
Monoculture

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 A culture that accepts only one way of doing things and
one set of values and beliefs.
Ethnorelativism
 The belief that groups and subcultures are inherently
equal.
Pluralism
 An environment in which the organization accommodates
several subcultures, including employees who would
otherwise feel isolated and ignored.
FACTORS AFFECTING WOMEN’S
CAREERS

GlassCeiling

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Opt-Out Trend
The Female Advantage
FACTORS AFFECTING WOMEN’S CAREERS

Glass Ceiling
Invisible barrier that separates women

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
from top management positions
 They can look up through the ceiling but
and see top management but prevailing
attitudes and stereotypes are invisible
obstacles to their own advancement.
FACTORS AFFECTING WOMEN’S CAREERS

Opt-Out Trend
 Many women are never hitting the glass

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ceiling because they choose to get off the fast
track before it comes into view.
 Highly qualified women voluntarily left the
workforce at some point in their careers.
 Opt-out proponents say women are deciding
that corporate success isn't worth the price in
terms of reduced family and personal time,
greater stress, and negative health effects.
FACTORS AFFECTING WOMEN’S CAREERS

Opt-Out Trend

“ Life is about

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everything, not
just work”
- Marge Magner (Citigroup)
FACTORS AFFECTING WOMEN’S CAREERS

The Female Advantage

 More collaborative

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 Less hierarchical
 Relationship-oriented
 Pays attention
 Abiding by rules
 Verbally competent
 Excellent interpersonal skills
FACTORS AFFECTING WOMEN’S CAREERS

The Female Advantage

 More collaborative
 Less hierarchical
 Relationship-oriented
 Pays attention
 Abiding by rules
Verbally competent

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
 Excellent interpersonal skills

 Recent study indicates that

organizations with highest
percentage of women in the top
management financially outperform
those with the lowest percentage of
women in higher- level jobs.
“The beauties of nature
come in colors. The
strengths of humankind
comes in many forms.
Every human being is

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wonderfully unique.
All of us contribute in
different ways. When
we learn to honor the
difference, and
appreciate the mix, we
find harmony.”
-author unknown
Thank you!

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References: Richard L. Daft, Management 9th edition- “Managing Diversity”;
“Understanding Workplace Diversity Issues”, PDI July 31, 2011 by Cecilia Ernie;
http://unpan1.un.org/intradoc/groups/public/documents/UN/UNPAN012415.pdf
“Managing Diversity” by Ritu Dhunna