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Trang 1Chapter 11
Developing Leadership Diversity
Trang 2Chapter Objectives
Apply an awareness of the dimensions of diversity and multicultural issues in your everyday life.
Encourage and support diversity to meet
organizational needs.
Consider the role of cultural values and attitudes in determining how to deal with employees from
different cultures or ethnic backgrounds.
Reduce the difficulties faced by minorities in
organizations.
Break down your personal barriers that may stand
Trang 3Workforce Diversity
A workforce made up of people with different human qualities or who belong to various
cultural groups
Diversity
Differences among people in terms of age,
ethnicity, gender, race, or other dimensions
Trang 4Interactive Leadership
A leadership style in which people
develop personal relationships with
followers, share power and
information, empower employees,
and strive to enhance others’ feelings
of self-worth
Trang 5Social Value Systems
Power Distance
How much people accept equality in power; high power distance reflects an acceptance of power inequality
among institutions, organizations, and individuals Low power distance means people expect equality in power
Uncertainty Avoidance
The degree to which members of a society feel
uncomfortable with uncertainty and ambiguity and thus support beliefs and behaviors that promise certainty and conformity
Individualism
A value for a loosely knit social framework in which
individuals are expected to take care of themselves
Trang 6Social Value Systems (contd.)
Collectivism
A preference for a tightly knit social framework in which people look out for one another and organizations protect their members’ interests
Masculinity
A preference for achievement, heroism, assertiveness, work centrality, and material success
Femininity
A preference for relationships, cooperation, group
decision making, and quality of life
Trang 7Ex 11.3 Rank Orderings of 10 Countries Along Four Dimensions
of National Value Systems (adapted)
Country Power Uncertainty Individualism Masculinity
Trang 8The belief that one’s own culture and subculture are inherently superior to other cultures
Trang 9The sociocultural skills and attitudes used by racial minorities as they move back and forth
between the dominant culture and their own ethnic or racial culture
Trang 10Glass Ceiling
An invisible barrier that separates women and minorities from top leadership positions
Trang 11Ex 11.5 Evolution of Organizational Diversity Awareness and Action
Stage 3
Diversity as a competitive weapon
Effort to recruit/retain minorities
Stage 4
Diversity as “Moral Imperative”
Top-level commitment to valuing diversity
Stage 5
Diversity is inherent in the culture Gender and color-blind
Stage 2
“We need to react”
Recognition of barriers minorities
face
Trang 12Diversity Awareness Training
Training that helps employees become aware of their own
cultural boundaries, their prejudices and stereotypes, so that they can learn to work
together successfully
Trang 13Ex 11.6 Stages of
Personal Diversity
Awareness
Defense
Perceives threat against one’s comfortable
worldview
Minimizing Differences
•Hides or trivializes 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
Adaptation
•Able to empathize with those of other cultures
•Able to shift from one cultural perspective to another
Integration
Multicultural attitude – enables one to integrate differences and adapt both cognitively and behaviorally
Highest Level of Awareness