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 CULTURESDiversity 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 one’s 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 America’s 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 America’s 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 CULTURESHofstede’s 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 CULTURESHofstede’s Five Value Differences

13. DIVERSITY AMONG GLOBAL CULTURESProject Globe

14. MANAGEMENT TIPS • Stages of adjustment to a new culture • Confusion—First contacts with the new culture leave you anxious, uncomfortable, and in need of information and advice. • Small victories—Continued interactions bring some “successes,” and your confidence grows in handling daily affairs. • Honeymoon—A time of wonderment, cultural immersion, and even infatuation, with local ways viewed positively. • Irritation and anger—A time when the “negatives” overwhelm the “positives,” and the new culture becomes a target of your criticism. • Reality—A time of rebalancing; you are able to enjoy the new culture while accommodating its less desirable elements.