MANAGING DIVERSITY

1. MANAGING DIVERSITY Sotiris Karagiannis, BScMEd MBA

2. What is diversity? • It’s not only about ethnicity, race or gender! • It is defined as “otherness or those human qualities that are different from our own and outside the groups to which we belong, yet present in other individuals and groups.”

3. Dimensions of diversity • Age, ethnicity, ancestry, gender, physical abilities/qualities, race, sexual orientation, educational background, geographic location, income, marital status, military experience, religious beliefs, parental status, and work experience. (Loden and Rosener 1991, 18-19)

4. Measuring diversity • "Building an inclusive organization is not just about the diversity scorecard data we track to measure our progress. It is as much about our attitude and behaviors as leaders and having a sense of empathy for the differentexperiences that people go through." (Gwen Houston, Microsoft's Global Diversity and Inclusion Manager)

5. Exploring diversity • Helps us understand how performance, motivation, success, and interactions with others are affected by its dimensions.

6. What does managing diversity mean? • Managing diversity is about "planning and implementing organizational systems and practices to manage people so that the potential advantages of diversity are maximized, while its potential disadvantages are minimized.“ (Taylor Cox,"Cultural Diversity in Organizations“)

7. The benefits of managing diversity • Provides a distinct advantage in an era when flexibility and creativity are keys to competitiveness • Employs the organization with the flexibility and adaptability to meet new customer needs

8. The benefits of managing diversity • Promotes creativity • Heterogeneous groups produce better solutions to problems and a higher level of critical analysis • Organizations that manage diversity attract talent – ‘employer of choice’

9. In a nutshell (Kerby & Burns, 2012) • a diverse workforce drives economic growth • a diverse workforce can capture a greater share of the consumer market • recruiting from a diverse pool of candidates means a more qualified workforce • a diverse and inclusive workforce helps businesses avoid employee turnover costs • diversity in the boardroom is needed to leverage a company’s full potential

10. In a nutshell (Kerby & Burns, 2012) • diversity fosters a more creative and innovative workforce • businesses need to adapt to the increasing diversity in the population structure of their countries • diversity is a key aspect of entrepreneurialism • diversity in the workplace is necessary to create a competitive economy in the global world

11. Concepts – Managing Diversity • What policies, practices, and ways of thinking within our organizational culture have differential impact on different groups? • What organizational changes should be made to meet the needs of a diverse workforce and to maximize the potential of all workers, to meet the demands of the 21st century?

12. Concepts – Managing Diversity ‘Treat others as you want to be treated’ but in diversity: ‘Treat others as they want to be treated’

13. Ethnocentrism vs Cultural Relativity ‘Our way is the best way’ but in diversity: ‘Let’s take the best of a variety of ways’

14. Walt Disney in Paris A clear example of an ethnocentric approach that was so close to failure!

15. Walt Disney in Paris HR of Walt Disney mistakenly thought that the three prior successes (Florida, California & Japan) would be a ‘standard recipe of success’ in any region!

16. Management skills to lead in diversity • understanding & accepting diversity concepts • recognizing the presence of diversity in every aspect of management • understanding own culture, identity, biases, prejudices & stereotypes • willingness to break down barriers that block diversity

17. Diversity differentials • monochronicvspolychronic • past vs future orientation • private vs public space • equality vs hierarchy • individualism vscollectivism • cooperative vs competitive • low-context vs high-context communication • doing vs being

18. MonochronicvsPolychronic • one activity at a time and sticking to a schedule • focus more on information than on people • focus on several tasks and less dependence on detailed information • reliance on approximate schedules • people matter more than schedules

19. Past vs Future • upholding of tradition is valued • changes and plans made according to their fit to the history • emphasis on quick results and short-term gain • giving up short-term gains if long-term benefits are more substantial • changes in plans are assessed against expected future benefits

20. Private vs Public • narrow ‘comfort zone’ and uneasiness or even under threat if zone is crossed • personal matters kept private • more willing to discuss personal matters, family issues or individual failings in public • wide ‘comfort zone’

21. Proximics Small Large

22. Equality vs Hierarchy • operation in organizations with more informal structures based on expertise or focused on specific projects • managers roles seen as more participative than directive • work done according to the directives of boss • belief that a manager’s role is to allocate tasks and make decisions

23. Individualism vs Collectivism • drive for individual goals, initiative and achievement • encouragement for independence and self-reliance • group interests placed on top of individual • encouragement to conform and do what is best for the group • more constant relationships

24. SELF-FACE CONCERN HIGH Dominating Integrating Neglect (Passive Aggressive) Emotional Expression Third-Party Help LOW Compromising Avoiding Obliging LOW HIGH OTHER FACE CONCERN Self-Face vs Other-Face Concern

25. Cooperation vs Competition • emphasis on the quality of life, relationships and consensus • job satisfaction more about working in a pleasant environment than making money • value on wealth acquisition, high performance and achievement of ambitions • success of a project is determined only by the profit generated

26. Low-Context vs High-Context • messages communicated in a usually clear and explicit way • information to executives from small groups of people, seen through the day or through reports or memos • environment focused on gathering, processing and disseminating information • everyone informed about every aspect of the business • most important information ‘hidden’

28. Being vs Doing • preference to work for the moment and live the experience. • motivation primarily by a promise of future rewards while maintaining social harmony • emphasis on action and achieving personal goals • motivation primarily by recognition of achievement and promotion

29. Example: ‘The diverse IT after-sales workforce’ • How do you motivate your workforce? • What are the things that people from diverse groups value most? • What criteria would you use to get the best results? • What would be the challenges?

30. Motivation – What works from a global perspective

31. MANAGING DIVERSITY Thank you!