Chapter 2 Challenges for Managers

Hofstede’s Dimensions Individualism – a cultural orientation in which people belong to loose social frameworks, and their primary concern is for themselves and their families. Collectivism – a cultural orientation in which individuals belong to tightly knit social frameworks, and they depend strongly on large extended families or clans. © 2011 Cengage Learning. All rights reserved.

Hofstede’s Dimensions (contd.) Hofstede’s Dimensions (contd.) Power Distance – the degree to which a culture accepts unequal distribution of power. Uncertainty Avoidance – the degree to which a culture tolerates ambiguity and uncertainty. Masculinity – the cultural orientation in which assertiveness and materialism are valued. Femininity – the cultural orientation in which relationships and concern for others are valued. © 2011 Cengage Learning. All rights reserved. 2-4

Hofstede’s Dimensions (contd.) Time Orientation – whether a culture’s values are oriented toward the future (long-term orientation) or toward the past and present (short-term orientation). © 2008 by South-Western, a division of Cengage Learning

The Diverse Workforce • Diversity • All forms of individual differences, including culture, gender, age, ability, race, religion, personality, social status, and sexual orientation. © 2011 Cengage Learning. All rights reserved.

Dimensions of Diversity Primary Secondary • Educational background • Income • Geographic location • Marital status • Military experience • Religious beliefs • Work experience • Parental status • Age • Ethnicity • Gender • Physical abilities/qualities • Race

Diversity Statistics for the Workplace Ethnic 2020 Workforce: 68% white non-Hispanic 14% Hispanic 11% African-American 5% Asian Gender 2020 Workforce: 50% male 50% female © 2011 Cengage Learning. All rights reserved.

Diversity Statistics Affecting the Workplace Age By 2030, people over 65 will comprise 20% of the population. Ability An estimated 50 million disabled live in the U.S.; their unemployment rate exceeds 50%. © 2011 Cengage Learning. All rights reserved.

Gender Diversity Glass Ceiling – a transparent barrier that keeps women from rising above a certain level in organizations. Getting in and getting up are two entirely different things © 2011 Cengage Learning. All rights reserved.

Barriers to women’s professional success • Male dominated corporate culture • Glass ceiling • Exclusion from informal network • Management’s attitude that women are less career oriented than men • Lack of female mentors © 2011 Cengage Learning. All rights reserved.

Stress of Multiple Roles for Women • Women have adopted the provider role, but men have been slow to share domestic responsibilities • Working women often have to care for elderly parents • Arranging for child care is typically the woman’s responsibility • Women are more likely than men to experience conflicts between work and home © 2011 Cengage Learning. All rights reserved.

Recent Research: Huffman, Cohen, Pearlman 2010 ASQ • Non-managerial workers more integrated when they work for female managers • Women managers more integrated into larger, growing organizations. Less integrated into organizations with less than 100 employees • Relative status of women in upper management positions is stalling. Momentum has faded over time. © 2011 Cengage Learning. All rights reserved.

Diversity’s Benefits & Problems BENEFITS PROBLEMS • Attracts and retains the best talent • Improves marketing efforts • Promotes creativity and innovation • Results in better problem solving • Enhances organizational flexibility • Resistance to change • Lack of cohesiveness • Communication problems • Interpersonal conflicts • Slower decision making © 2011 Cengage Learning. All rights reserved.

Ethics • Morals: the values and principles that distinguish right from wrong • Ethics: behavioral norms and rules. Do the right thing • See the J&J Code of ethics on page 31 • Social responsibility: obligation of an organization to behave in ethical way in the social environment in which it operates © 2011 Cengage Learning. All rights reserved.

Sexual Harassment = Unwanted Sexual Attention • Gender Harassment – crude comments; behaviors that convey hostility toward a particular gender • Unwanted Sexual Attention – unwanted touching, unwanted pressure for dates • Sexual Coercion – demands for sexual favors through job-related threats or promises © 2011 Cengage Learning. All rights reserved.

Organizational Justice Distributive Justice – fairness of the outcomes that individuals receive in an organization Procedural Justice – fairness by which the outcomes are allocated in an organization © 2011 Cengage Learning. All rights reserved.

Distributive Justice • Equity: rewarding employees based on their contributions • Equality: providing each employee roughly the same compensation • Need: a benefit based on one’s personal requirements © 2011 Cengage Learning. All rights reserved.

Procedural Justice • Consistency: all employees are treated the same • Lack of bias: no person or group is singled out for discrimination or ill-treatment • Accuracy: decisions are based on accurate information • Representation of all concerned: appropriate stakeholders have input into a decision • Correction: there is an appeals process or other mechanism for fixing mistakes • Ethics: norms of professional conduct are not violated. © 2011 Cengage Learning. All rights reserved.

Procedural Justice • Perceived fairness of procedures used to allocate pay raises is a better predictor of satisfaction than the absolute amount of the pay raise received. • Affects trust in management, intention to leave, evaluation of supervisor, job satisfaction, and employee theft, layoff survivors. © 2011 Cengage Learning. All rights reserved.

Alternative Work Arrangements [Employees] • Gain flexibility • Save the commute to work • Enjoy the comforts of home [But, they ] • Have distractions • Lack socialization opportunities • Lack interaction with supervisors • Identify less with the organization © 2011 Cengage Learning. All rights reserved.

Chapter 2 Challenges for Managers