Mgmt Chp. 13, 14, 15

Three-Generation Workforce

*Baby Boomers: Heading to retirement in increasing numbers, share a "corporate memory" that is invaluable to organizations. *Gen. Y-ers: (Millennials), are ambitious, lacking loyalty to one organization, and eager for quick success. *Gen. X-ers: The generation in the middle, struggle with reduced guarantees about their financial futures and job security.

Dividends of workplace Diversity:

*Better use of employee talent: -Companies with the best talent are the ones with the best competitive advantage. -Attracting a diverse workforce is not enough; companies must also provide career opportunities and advancement for minority and women employees to retain them. *Increased Understanding of the Marketplace: -A diverse workforce is better able to anticipate and respond to changing consumer needs. -Ford 25% minorities *Enhanced breadth of understanding in leadership positions: -Homogenous top management teams tend to have lack of imagination in their perspectives. *Increased Quality of team problem solving: -Teams with diverse backgrounds bring diff. perspectives to a discussion that result in more creative ideas and solutions. *Reduced costs associated with high turnover, absenteeism, and lawsuits: -Companies that foster a diverse workforce reduce turnover, absenteeism, and the risk of lawsuits. -Because family responsibilities contribute to turnover and absenteeism, many companies now offer child care and elder care benefits, flexible work arrangements, telecommuting, and part time employment to accommodate employee responsibilities at home.

The Female Advantage

-There is organization advantage to hiring, retaining, and promoting women. -Companies with several senior level women outperform those w/o senior level women both financially and organizationally -Companies with 3 or more women in top management are perceived to be more capable, stronger leadership, and inspire higher employee motivation, coordination and control, innovation, direction, work environment and values. -Men still have higher wages and faster promotions than women, BUT -Women have "the female advantage" because they are collaborative, less hierarchical, and relationship oriented. -Both the glass ceiling and the decision to "opt out" of a high pressure career have an impact on women's advancement opportunities and pay.

Managing Diversity

A key management skill in todays global economy, means creating a climate in which the potential advantages of diversity for organizational or group performance are maximized while the potential disadvantages are minimized.

Stereotypes: (Personal Bias)

A major component of prejudice -Rigid, exaggerated, irrational beliefs associated with a particular group of people. -To be successful managing diversity, managers need to eliminate harmful stereotypes from their thinking, shedding any biases that negatively affect the workplace. -Managers can learn to value differences, which means they recognize cultural diff. and see these differences with appreciative attitude. -Stereotyping is a barrier to diversity but valuing cultural diff. facilitates diversity.

Glass Ceiling: (Factors affecting Women's Careers)

An invisible barrier that separates women from top management positions. -Impedes the career progress of minorities. -Women and minorities are often excluded from informal manager networks and often don't get access to the type of general and line management experience that is required for moving to the top. -Glass walls that serve as invisible barriers to important lateral movement within the org. -Represent only 15.7% of corporate officers in americas 500 largest companies. -Women and minorities also make less money. -Homosexuals in the workplace: many gays believe they will not be accepted as they are and risk losing their jobs or their chances for advancement. -Gay employees of color are hesitant to disclose sexual orientation, they risk double dose of discrimination.

Pluralism

An organization accommodates several subcultures.

Aging Workers

Baby boomers continue to affect the workplace as this massive group of workers progresses through its life stages. -A baby boomer turns 60 every 7 seconds -The number of workers between 65 and 74 will be 85.4% between 2006 and 2016

Women Outnumbering Men

Beginning in 2010, women will outnumber men in the workplace. -Fewer than 16% of top corporate officers are females

Growth in Foreign-Born Population

Between 1980 and 2008, about 29 million immigrants entered the United States, a third of those unauthorized. -Illegal immigration is still an area of tremendous challenge for some managers.

Diversity

Defined as all the ways in which people differ. -Race -Gender -Age -Lifestyle -Disability This focus helped create awareness, change mind sets, and create new opportunities for many. *Today companies are embracing a more inclusive definition of diversity -Recognizes a spectrum of differences that influence how employees approach work -Interact with each other -Derive Satisfaction from their work -Define who they are as people in the workplace.

Stereotype Threat

Describes the psychological experience of a person who, when engaged in a task, is aware of a stereotype about his or her identity group suggesting that he or she will not perform well on that task. -the feelings you are experiencing.

Monoculture

Ethnocentric viewpoints and a standard set of cultural practices produces a monoculture, a culture that accepts only one way of doing things and one set of values and beliefs, which can cause problems for minority employees. -People of color, women, gays, disabled, elderly, and other diverse employees may feel pressure to conform, may be victims of stereotyping attitudes, and may be presumed deficient because they are different. -White, heterosexual men, whom dont fit the "ideal" employee, may also feel uncomfortable with monoculture and resent stereotypes that label white males as racists and sexists. -Valuing diversity means ensuring that all people are given equal opportunities in the workplace.

Discrimination: (Personal Bias)

If someone acts out their prejudicial attitudes toward people who are the targets of their prejudice. -Paying a woman less than a man is: Gender Discrimination -Mistreating people because they have a different ethnicity: Ethnic Discrimination

Inclusive Model

Includes all of the ways in which employees differ, including aspect of diversity that can be acquired or changed throughout ones lifetime. -Traditional model -position -military experience -work style -language -parent -income -competency -function

Cultural Competence

Managers must have the ability to interact effectively with people of different cultures. -Managers struggle to create culture that values and nurtures diverse employees. -Organizations must reduce obstacles for disadvantaged employees.

Differences B/W Stereotyping and valuing cultural differences:

Stereotyping: -Is based on false assumptions, anecdotal evidence, or impressions w/o any direct experience with a group. Valuing Cultural Diff: -Is based on cultural differences verified by scientific research methods. Stereotyping: -Assigns negative traits to members of a group. Valuing Cultural Diff: -Views cultural diff. as positive or neutral. Stereotyping: -Assumes that all members of a group have the same characteristics. Valuing Cultural Diff: -Does not assume that all individuals within a group have the same characteristics. Example: Suzuko Akoi is an asian, therefore, she is not aggressive by white, male standards. -As a group, asians tend to be less aggressive than white, male americans.

Ethnorelativism

The belief that groups and subcultures are inherently equal. -The goal for organizations seeking cultural diversity is pluralism rather than a monoculture and ethnorelativism rather than ethnocentrism.

Ethnocentrism

The belief that ones own group and subculture are inherently superior to other groups and cultures. -Ethnocentrism makes diversity challenging -The business world still tends to reflect the values, behaviors, and assumptions based on the experiences of homogenous, white, middle class, male workforce. -Organizations are shifting to a monoculture view to pluralism and ethnorelativism.

Traditional Model

The dimension of diversity include Inborn differences that are immediately observable. -race -gender -age -lifestyle -pay level -disability

Growth in Hispanic and Asian Workers

The greatest increase in employment will occur with Asians and Hispanics.

Prejudice: (Personal Bias)

The tendency to view people who are different as being deficient

Step 1: (Develop Diversity)

Uncover diversity problems in the organization. -Organizations cannot assess their progress

Opt-Out Trend (Factors Affecting Women's Careers)

Women are voluntarily leaving the workforce for various reasons. -Opt out proponents say women are deciding that corporate success isnt worth the price in terms of reduced family and personal time, greater stress, and negative health effects. -Some organizations are trying to create work environments that help women balance the stress of both work and family. -One school of though says women dont want corporate power and status in teh same way that men do, and clawing ones way up the corporate ladder has become less appealing. -A survey of 103 women voluntarily leaving executive jobs in fortune 1000 companies found that corporate culture was cited as the number one reason for leaving. -The greatest disadvantages of women leaders stem largely from prejudicial attitudes and a heavily male oriented corporate culture. -Most common answer: They dont feel valued by the company.