MODULE 6 DIVERSITY AND GLOBAL CULTURES

1
MODULE 6DIVERSITY AND GLOBAL CULTURES
There are new faces in the neighborhood

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

2
DIVERSITY AND GLOBAL CULTURES Diversity In The
WorkplaceMODULE GUIDE 6.1

• People of color increasing percent of workforce
• Hispanics fastest-growing minority group in
  workforce
• Minorities highly represented in lower-wage
  service-sector jobs
• More workers from nontraditional families
• Average age of workers rising
• Religious diversity of workers increasing
• More women working
• 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 should be top leadership
  priority.

3
DIVERSITY IN THE WORKPLACEBusiness 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.
• 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 and an
  occasion that requires a supportive and
  cooperative organizational culture as well as
  group leadership and process skills that can
  facilitate effective group functioning.

4
DIVERSITY IN THE WORKPLACEOrganizational Culture

• Inclusivity
• How open the organization is to someone who can
  do the job
• Culture
• A shared set of beliefs, values and patterns of
  behavior common to group of people
• Multicultural Organization
• Organization based on pluralism and operates with
  respect for diversity
• Organizational Subcultures
• Groupings of people based on shared demographics
  and job identities
• Ethnocentrism
• The belief that ones sub-cultural group or
  membership is superior to all others

5
DIVERSITY IN THE WORKPLACEOrganizational Culture

• Characteristics of a Multicultural Organization
• Pluralism
• Members of minority and majority cultures
  influence key values and policies.
• Structural integration
• Minority-culture members are well represented at
  all levels and in all responsibilities.
• Informal network integration
• Mentoring and support groups assist career
  development of minority-culture members.
• Absence of prejudice and discrimination
• Training and task force activities support goal
  of eliminating culture-group biases.
• Minimum inter-group conflict
• Members of minority and majority cultures avoid
  destructive conflicts.

6
DIVERSITY IN THE WORKPLACEThe Glass Ceiling
7
DIVERSITY IN THE WORKPLACEThe Glass Ceiling

• The Conundrum of the Glass Ceiling
• In 1995
• Women held 45.7 of Americas jobs.
• Women held .7 of CEO jobs.
• Women held 5 of top management jobs.
• Women managers earned 68 the pay of males.
• In 2005
• Women held 46.5 of Americas jobs.
• Women held .7 of CEO jobs.
• Women held 8 of top management jobs.
• Women managers earned 72 the pay of males.

8
DIVERSITY IN THE WORKPLACEManaging Diversity

• Managing Diversity
• Building an inclusive work environment that
  allows everyone to reach their potential

9
DIVERSITY AND GLOBAL CULTURESDiversity Among
Global CulturesMODULE GUIDE 6.2

• Culture shock comes from discomfort in
  cross-cultural situations.
• Cultural intelligence is the capacity to adapt to
  foreign cultures.
• The silent languages of cultures include
  context, time, and space.

10
DIVERSITY AMONG GLOBAL CULTURESTypes of Cultures

• Low-context
• Emphasize communication via spoken or written
  words
• High-context
• Rely on unspoken or situational cues as well as
  spoken or written words in communication
• Monochronic
• People tend to do one thing at a time
• Polychronic
• People accomplish many different things at once

11
DIVERSITY AMONG GLOBAL CULTURESHofstedes Five
Value Differences

• Power Distance
• The degree to which a society accepts unequal
  distribution of power
• Uncertainty Avoidance
• The degree to which a society tolerates risk and
  uncertainty
• Individualism-collectivism
• The degree to which a society emphasizes
  individuals and their self-interests
• Masculinity-femininity
• The degree to which a society values
  assertiveness and materialism
• Time Orientation
• The degree to which a society values short term
  or long term goals

12
DIVERSITY AMONG GLOBAL CULTURESHofstedes Five
Value Differences
13
DIVERSITY AMONG GLOBAL CULTURESProject Globe
14
MANAGEMENT TIPS

• Stages of adjustment to a new culture
• ConfusionFirst contacts with the new culture
  leave you anxious, uncomfortable, and in need of
  information and advice.
• Small victoriesContinued interactions bring
  some successes, and your confidence grows in
  handling daily affairs.
• HoneymoonA time of wonderment, cultural
  immersion, and even infatuation, with local ways
  viewed positively.
• Irritation and angerA time when the
  negatives overwhelm the positives, and the
  new culture becomes a target of your criticism.
• RealityA time of rebalancing you are able to
  enjoy the new culture while accommodating its
  less desirable elements.