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Diversity in the Workplace

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Title: Diversity in the Workplace


1
Diversity in the Workplace
  • Dan Solarek
  • Myrna Rudder
  • Allen Rioux

2
Diversity in the Workplace
  • What should we know about diversity among global
    cultures?
  • What should we know about diversity in the
    workplace?

We will address both of these questions today
2
3
Major Topics
  • Language of Diversity
  • Dimensions of Diversity
  • Basic Demographics
  • Understanding Cultural Diversity
  • Lessons for the Workplace
  • Valuing and Managing Diversity
  • Discussion

3
4
The Language of Diversity
  • Some Basic Definitions,
  • a Place to Start

4
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The Language of Diversity
  • Diversity is defined as a difference or variety
  • the fact or quality of being diverse different
  • a point or aspect in which things differ
  • variety or multiformity (not uniformity)

Charles Darwin saw in the diversity of species
the principles of evolution that operated to
generate the species variation, competition and
selection. (Scientific American)
5
6
The Language of DiversityWords Used to Describe
Us
  • Race
  • the category to which others assign individuals
    on the basis of physical characteristics and the
    generalizations and stereotypes made as a result
  • race is predominantly a social construct
  • only 2 of our genes are responsible for the
    visible differences such as skin color
  • 85 of human genetic variation exists within any
    given population

6
7
The Language of DiversityWords Used to Describe
Us
  • Culture
  • the belief systems and value orientations that
    influence customs, norms, practices, and social
    institutions, including psychological processes
    and organizations
  • the ways of life including arts, beliefs and
    institutions of a population that are passed down
    from generation to generation

7
8
The Language of DiversityWords Used to Describe
Us
  • Ethnicity
  • the acceptance of the group mores and practices
    of one's culture of origin and the concomitant
    sense of belonging
  • a term which represents social groups with a
    shared history, sense of identity, geography and
    cultural roots which may occur despite racial
    difference

8
9
The Language of DiversityWords Used to Describe
Our Reactions to Differences
  • Stereotype
  • oversimplified conception an oversimplified
    standardized image of a person or group
  • based on the assumption that there are attributes
    that members of the "other group" have in common

Stereotypes can instigate prejudice and false
assumptions about entire groups of people,
including the members of different cultures,
ethnic groups, social classes, religious orders,
the opposite sex, etc.
9
10
The Language of DiversityWords Used to Describe
Our Reactions to Differences
  • Prejudice
  • an adverse opinion or learning formed without
    just grounds or before you acquire sufficient
    knowledge
  • an irrational attitude of hostility directed
    toward an individual, a group, or a race, or
    their supposed characteristics

10
11
The Language of DiversityWords Used to Describe
Our Reactions to Differences
  • Discrimination
  • the act, practice, or instance of making a
    difference in treatment or favor on a basis other
    than merit
  • the act of discriminating categorically or by
    group, rather than individually
  • the results of a prejudiced or prejudicial
    outlook, action, or treatment

11
12
The Language of DiversityWords Used to Describe
Our Reactions to Differences
  • Inclusion
  • a sense of belonging feeling respected, valued
    for who you are
  • feeling a level of supportive energy and
    commitment from others so than you can do your
    best work

What we feel
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The Language of DiversityWords Used to Describe
Our Reactions to Differences
  • Diversity Consciousness
  • recognizing, appreciating, valuing, and utilizing
    the unique talents and contributions of all
    individuals
  • an inclusive organization

What the organization strives for
13
14
Dimensions and Demographics
  • Realities of a Changing Marketplace, Workplace

14
15
Diversity in the Workplace
  • What are the true dimensions of diversity?

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Diversity in the Workplace
  • People of color are an increasing percent of the
    workforce
  • Hispanics are the fastest-growing minority group
    in workforce
  • Minorities are highly represented in lower-wage
    service-sector jobs
  • More workers are from nontraditional families
  • Average age of workers is rising
  • Religious diversity of workers is increasing
  • More women are working

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17
Diversity in the Workplace
  • There is a business case for diversity
  • Inclusive organizational cultures value and
    support diversity
  • Organizational subcultures can create diversity
    challenges
  • Minorities and women suffer diversity bias in
    many situations
  • Managing diversity for a positive outcome should
    be top leadership priority

17
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Dimensions of Diversity
  • Education
  • Job Title
  • Job Function
  • Job Skills
  • Union/Non-Union
  • Part-Time/Full-Time
  • Marital Status
  • Political affiliation
  • Gender
  • Age
  • Race
  • Ethnicity
  • Culture
  • Religion
  • Language/Accent
  • Disability
  • Height/Weight
  • Sexual Orientation

and more
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Primary Dimensions of Diversity
  • Aspects of ourselves which we cannot change
  • examples
  • age
  • gender
  • physical qualities (limitations?)
  • ethnicity
  • race
  • etc.

19
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Secondary Dimensions of Diversity
  • Aspects that we have some control over and may
    change throughout our life
  • examples
  • income
  • work background
  • marital status
  • geographic location
  • education
  • etc.

20
21
The Village Earth
  • If we could shrink the earth's population to a
    village of precisely 100 people, with all the
    existing human ratios remaining the same, it
    would look something like the following.
  • There would be

21
22
The Village Earth
  • 57 Asians21 Europeans 8 Africans
  • 52 would be female48 would be male
  • 70 would be non-white30 would be white
  • 70 would be non-Christian30 would be Christian
  • 89 would be heterosexual11 would be homosexual

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The Village Earth
  • 6 people would possess 59 of the entire world's
    wealth and all 6 would be from the United States
  • 80 would live in substandard housing
  • 70 would be unable to read
  • 50 would suffer from malnutrition
  • 1 would be near death 1 would be near birth
  • 1 (yes, only 1) would have a college education
  • 1 would own a computer

23
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Diversity Bias
  • Assumptions of Superiority
  • Im better than you
  • My country/group/etc. is best
  • Assumptions of Correctness
  • This is the way it should be
  • My way is the right way
  • Assumptions of Universality
  • Were all the same
  • Everybody is just like me

24
25
The Culture Dimension
  • One Size Does NOT Fit All

25
26
Thoughts on Culture
  • Everyone creates culture
  • Individuals
  • Groups
  • Families
  • Organizations
  • Culture is what everyone knows that everyone else
    knows
  • It is a way of understanding and living in the
    world
  • Cultures are defined by their differences from
    other cultures
  • The greater the difference, the more defined the
    culture

26
27
Thoughts on Culture
  • The most important aspects of culture are those
    not talked about
  • People from different cultures experience
    different realities
  • Most cultures accept differences in power and
    status, and consider it normal
  • e.g., primates always rank order
  • Most cultures
  • value conformity
  • reward compliance
  • punish dissent

27
28
Hierarchy of Cultures
  • World Culture
  • Humanity
  • Major Culture (e.g., U.S. culture)
  • A regional or national group with a common
    culture
  • Subculture (e.g., various immigrant groups)
  • A cultural group within a major culture
  • Corporate Culture
  • An organization within a major culture or
    subculture

28
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A Model of Cultural Dimensions
  • Dr. Geert Hofstede, a psychologist from the
    Netherlands, conducted a decade of research
    beginning in the 1970s.
  • His research was done with employees of IBM only,
    which allowed him to attribute the patterns to
    national differences in culture, largely
    eliminating the problem of differences in company
    culture.
  • He created a model of cultural dimensions that
    has become an internationally recognized standard.

29
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A Model of Cultural Dimensions
  • Holstede initially identified four distinct
    cultural dimensions that served to distinguish
    one culture from another, later added a fifth
    dimension
  • Power/Distance
  • Individualism
  • Masculinity
  • Uncertainty/Avoidance Index
  • Long Term Orientation

30
31
Holstedes Five Value Differences
  • Portions of the list documenting the data
  • Taken from Holstedes web site
  • The complete list is available on that web site

31
32
Hofstedes Five Value DifferencesPower /Distance
(PD)
  • This refers to the degree of inequality that
    exists - and is accepted - among people with and
    without power. A high PD score indicates that
    society accepts an unequal distribution of power
    and people understand "their place" in the
    system. Low PD means that power is shared and
    well dispersed. It also means that society
    members view themselves as equals.

32
33
Hofstedes Five Value DifferencesIndividualism
(IDV)
  • This refers to the strength of the ties people
    have to others within the community. A high IDV
    score indicates a loose connection with people.
    In countries with a high IDV score there is a
    lack of interpersonal connection and little
    sharing of responsibility, beyond family and
    perhaps a few close friends. A society with a low
    IDV score would have strong group cohesion, and
    there would be a large amount of loyalty and
    respect for members of the group. The group
    itself is also larger and people take more
    responsibility for each other's well being.

33
34
Hofstedes Five Value Differences Masculinity
(MAS)
  • This refers to how much a society sticks with,
    and values, traditional male and female roles.
    High MAS scores are found in countries where men
    are expected to be tough, to be the provider, to
    be assertive and to be strong. If women work
    outside the home, they have separate professions
    from men. Low MAS scores do not reverse the
    gender roles. In a low MAS society, the roles are
    simply blurred. You see women and men working
    together equally across many professions. Men are
    allowed to be sensitive and women can work hard
    for professional success.

34
35
Hofstedes Five Value Differences
Uncertainty/Avoidance Index (UAI)
  • This relates to the degree of anxiety society
    members feel when in uncertain or unknown
    situations. High UAI-scoring nations try to avoid
    ambiguous situations whenever possible. They are
    governed by rules and order and they seek a
    collective "truth. Low UAI scores indicate the
    society enjoys novel events and values
    differences. There are very few rules and people
    are encouraged to discover their own truth.

35
36
Hofstedes Five Value Differences Long Term
Orientation (LTO)
  • This refers to how much society values
    long-standing - as opposed to short term -
    traditions and values. This is the fifth
    dimension that Hofstede added in the 1990s after
    finding that Asian countries with a strong link
    to Confucian philosophy acted differently from
    western cultures. In countries with a high LTO
    score, delivering on social obligations and
    avoiding "loss of face" are considered very
    important.

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DIVERSITY AMONG GLOBAL CULTURESHofstedes Five
Value Differences
37
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Lessons for the Workplace
  • How Does All of this Apply to the Workplace?

38
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The American Corporate MindAs Driven By The
Major American Culture
  • Thinks in black white
  • Loves individuality and self-reliance
  • Likes informality
  • Can only speak English
  • Very direct. Get to the point.
  • Demands honesty at the bargaining table
  • Hates silence
  • Persistent. Dont take no for an answer.
  • One thing at a time, sequentially
  • A deal is a deal, no matter what.
  • My mind is fixed.
  • Magic Words Freedom, democracy, America,
    competition

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The Challenge of Workplace Diversity
  • The challenge lies in the continuous improvement
    of the integration and social acceptance of
    people from different backgrounds.
  • Our differing human characteristics influence the
    way we think, act, interact and make choices.
  • Often, these differences interfere with our
    ability to support, trust, and respect each
    other, and thus to effectively function together.

40
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The Challenge of Workplace Diversity
  • All of this isnt just an exercise in political
    correctness
  • There are many good business reasons for a
    diverse workforce

41
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Business Case For Diversity
  • Arguments in the Business Case for Diversity
  • Cultural diversity builds strength for dealing
    with global markets.
  • Ethnic diversity builds strength for dealing with
    diverse customers.
  • Diverse work teams are high in creativity and
    innovation.
  • Diverse workforces attract new highly talented
    members.
  • To be successful in working with and gaining
    value from diversity requires a sustained,
    systemic approach and long-term commitment.

42
43
Business Case For Diversity
  • Success is facilitated by
  • a perspective that considers diversity to be an
    opportunity for everyone in an organization to
    learn from each other how better to accomplish
    their work
  • a supportive and cooperative organizational
    culture
  • group leadership
  • business processes and individual skills that
    facilitate effective group functioning

43
44
Diversity In The WorkplaceLeadership Approaches
to Diversity
  • Over the years, there have been three major
    approaches related to workplace diversity

44
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Approaches to Workplace Diversity
  • Equal Opportunity and Affirmative Action
  • The active recruitment of women, minorities, and
    other protected groups
  • The goal is to meet certain legal imperatives
  • EEOC
  • Department of Justice
  • Civil Rights
  • The primary concern is meeting quotas, often
    without concern for the survivability of these
    individuals

45
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Approaches to Workplace Diversity
  • Managing Diversity (negative, reactive)
  • The organization is diverse by default, and now
    it must deal with it.
  • The goal is to fix, cover-up, and/or defer the
    problem with a minimum of hassle.
  • The effort is top management-driven, thus forced
    throughout the organization.
  • The concern is more for a change in behavior than
    attitudes.

46
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Approaches to Workplace Diversity
  • Valuing Diversity
  • Appreciation
  • the organization sees direct benefits from
    incorporating diverse people and perspectives
  • Diversity Consciousness / Inclusion
  • the goal is to change and/or create a
    organizational culture that recognizes, respects
    and encourages individual differences

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Approaches to Workplace Diversity
  • Managing Diversity (positive, proactive)
  • the organization is diverse by choice
  • the effort is organization-wide, embraced at all
    levels
  • the concern is more for a change in attitudes
    that leads to a change in behavior
  • emphasis is on building an inclusive work
    environment that allows everyone to reach their
    potential

48
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Approaches to Workplace DiversityAn Evolution
Over Time
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The Inclusive Workplace
  • It is important to understand the differences and
    similarities between inclusion and diversity
  • Diversity describes the spectrum of human
    similarities and differences. It refers to the
    composition of people associated with the
    organization.
  • Inclusion, on the other hand, describes the way
    an organization configures opportunity,
    interaction, communication, information and
    decision-making to utilize the potential of
    diversity. It refers to the organizational
    environment.
  • Workplace Diversity Network, 2000

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Attributes of an Inclusive Workplace
  • A demonstrated commitment to diversity
  • A holistic view of employees
  • Access to opportunity
  • Accommodation of diverse physical and
    developmental abilities
  • Wide-spread communication and information sharing
  • Shared accountability and responsibility
  • A demonstrated commitment to continuous learning
  • Participatory work organization and work progress
  • Alignment of organizational culture and process
  • Collaborative conflict resolution processes
  • A demonstrated commitment to community
    relationships
  • Workplace Diversity Network (2000)

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Diversity is a Positive Force
  • Without differences or variety among people in
    the world, the ability to grow and learn would be
    limited.

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Discussion
  • Your questions and comments are welcome
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