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DIVERSITY’S IMPACT ON PRODUCTIVITY

DIVERSITY’S IMPACT ON PRODUCTIVITY. LOSSES DUE TO FAULTY WORK PROCESSES. POTENTIAL PRODUCTIVITY OF DIVERSE TEAMS. -. ACTUAL PRODUCTIVITY. =. Nancy Adler, International Dimensions of Organizational Behavior , 1997. FAULTY WORK PROCESSES RESULT IN LOST PRODUCTIVITY.

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DIVERSITY’S IMPACT ON PRODUCTIVITY

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  1. DIVERSITY’S IMPACT ON PRODUCTIVITY LOSSES DUE TO FAULTY WORK PROCESSES POTENTIAL PRODUCTIVITY OF DIVERSE TEAMS - ACTUAL PRODUCTIVITY = Nancy Adler, International Dimensions of Organizational Behavior, 1997.

  2. FAULTY WORK PROCESSESRESULT IN LOST PRODUCTIVITY • Attitudinal problems: dislike, mistrust • Perceptual problems: stereotyping • Communication problems: misunderstanding, inaccuracy, inefficiency Nancy Adler, International Dimensions of Organizational Behavior, 1997.

  3. 3 BASIC STAGES OF DEVELOPMENT FOR DIVERSE WORK TEAMS • ENTRY: development of group cohesion, trust, norms • WORK: problem description, analysis, ideas, creativity • ACTION: consensus building, problem solving strategies, decision making, action & implementation Nancy Adler, International Dimensions of Organizational Behavior, 1997.

  4. MANAGING TEAM DIVERSITY FOCUS ON SIMILARITIES & COMMON UNDERSTANDING • ENTRY STAGE • WORK STAGE • ACTION STAGE FOCUS ON THE RANGE OF DIFFERENCES FOCUS ON SIMILARITIES Nancy Adler, International Dimensions of Organizational Behavior, 1997.

  5. STAGE OF DEVELOPMENT: ENTRY STAGE WORK STAGE ACTION STAGE MANAGING THE PROCESS IS: MORE DIFFICULT EASIER MORE DIFFICULT IMPACT OF TEAM DIVERSITY Nancy Adler, International Dimensions of Organizational Behavior, 1997.

  6. MANAGING TEAM DIVERSITY MEANS: • Use diversity when it enhances productivity. • Minimize the impact of diversity when it reduces productivity.

  7. TIPS FOR MANAGERS OF DIVERSE TEAMS • Selection of team members: Select members for their task-related abilities, not for the apparent physical diversity. Nancy Adler, International Dimensions of Organizational Behavior, 1997

  8. TIPS FOR MANAGERS OF DIVERSE TEAMS • Acknowledge existing diversity: • Managers should ask team members to describe their diverse background and orientations. Nancy Adler, International Dimensions of Organizational Behavior, 1997

  9. TIPS FOR MANAGERS OF DIVERSE TEAMS • GOAL SETTING • Deliver a vision of a superordinate goal where success depends on teamwork.

  10. TIPS FOR MANAGERS OF DIVERSE TEAMS • EMPOWERMENT/ RESPONSIBILITY All members of the team, regardless of majority/minority status, must have equal opportunities to participate.

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