Learning objectives of this chapter include: Describe how changes in the U.S. workforce make diversity a critical organizational and managerial issue; distinguish between affirmative action and managing diversity; explain how diversity, if well managed, can give organizations a competitive edge; identify challenges associated with managing a diverse workforce;...
Managing the Diverse Workforce Chapter Eleven Copyright © 2015 McGrawHill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGrawHill Education Learning Objectives LO Describe how changes in the U.S workforce make diversity a critical organizational and managerial issue LO Distinguish between affirmative action and managing diversity LO Explain how diversity, if well managed, can give organizations a competitive edge LO Identify challenges associated with managing a diverse workforce LO Define monolithic, pluralistic, and multicultural organizations LO List steps managers and their organizations can take 11-2 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 11-3 Components of a Diversified Workforce Figure 11.1 11-4 Diversity Today Diversity – Differences that include religious affiliation, age, disability status, military experience, sexual orientation, economic class, educational level, lifestyle, gender, race, ethnicity, and nationality 11-5 Examples of Diversity Programs in Figure 11.2 S&P 100 Companies 11-6 Gender Issues Glass ceiling – an invisible barrier that makes it difficult for women and minorities to move beyond a certain level in the corporate hierarchy 11-7 Gender Issues Sexual harassment – Conduct of a sexual nature that has negative consequences for employment 11-8 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 11-9or intimidating Table 11.3 Basic Components of an Effective Sexual Harassment Policy 11-10 The Age of the Workforce The median age of workers is rising substantially while the number of young workers is growing only slightly The Bureau of Labor Statistics projects that entrylevel workers will be in short supply in the future 70% of workers between 45-74 intend to work in retirement 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 11-11 Multicultural Organizations Monolithic organization – An organization that has a low degree of structural integration—employing few women, minorities, or other groups that differ from the majority—and thus has a highly homogeneous employee population 11-12 Multicultural Organizations Pluralistic organization – An organization that has a relatively diverse employee population and makes an effort to involve employees from different gender, racial, or cultural backgrounds 11-13 Multicultural Organizations Multicultural organization – An organization that values cultural diversity and seeks to utilize and encourage it 11-14 Guidelines for Diversity Training Table 11.9 11-15 ... multicultural organizations LO List steps managers and their organizations can take 1 1-2 Managing Diversity Managing diversity – Managing a culturally diverse workforce by recognizing the characteristics...Learning Objectives LO Describe how changes in the U.S workforce make diversity a critical organizational and managerial issue LO Distinguish between affirmative action and managing diversity... unreasonably interfering with job performance or creating an 1 1-9 or intimidating Table 11.3 Basic Components of an Effective Sexual Harassment Policy 1 1-1 0 The Age of the Workforce The median age of