Lecture Management: Leading and collaborating in a competitive world - Chapter 11: Managing the diverse workforce

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

Learning Objectives

LO 1 Describe how changes in the U.S workforce make

diversity a critical organizational and managerial issue

LO 2 Distinguish between affirmative action and managing

diversity

LO 3 Explain how diversity, if well managed, can give

organizations a competitive edge

LO 4 Identify challenges associated with managing a

diverse workforce

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

Components of a Diversified Workforce

Figure 11.1

Diversity Today

– Differences that include religious affiliation, age, disability status, military experience, sexual orientation, economic class,

educational level, lifestyle, gender, race, ethnicity, and

nationality

Examples of Diversity Programs

in S&P 100 Companies

Figure 11.2

Gender Issues

– an invisible barrier

that makes it

difficult for women

and minorities to

move beyond a

certain level in the

corporate hierarchy

Gender Issues

harassment

– Conduct of a

sexual nature that

has negative

consequences for

employment

Sexual Harassment

harassment

– Submission to or

rejection of sexual

conduct is used as

a basis for

employment

decisions

environment

– Occurs when unwelcome sexual conduct has the effect of

unreasonably interfering with job performance or

creating an

Basic Components of an

Effective Sexual Harassment Policy

Table 11.3

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 entry-level 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

Multicultural Organizations

– 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

Multicultural Organizations

– An organization that has a relatively diverse employee population and makes an effort to involve employees from different gender,

racial, or cultural backgrounds

Multicultural Organizations

organization

– An organization

that values cultural

diversity and seeks

to utilize and

encourage it

Guidelines for Diversity Training

Table 11.9