CH12

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CH12

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  1. Chapter 12Managing Individuals and a Diverse Workforce

    Slide 1 - Chapter 12Managing Individuals and a Diverse Workforce

    • © 2015 Cengage Learning
    • MGMT7
  2. © 2015 Cengage Learning

    Slide 2 - © 2015 Cengage Learning

    • 12-1 describe diversity and explain why it matters
    • 12-2 understand the special challenges that the dimensions of surface-level diversity pose for managers
    • 12-3 explain how the dimensions of deep-level diversity affect individual behavior and interactions in the workplace
    • 12-4 explain the basic principles and practices that can be used to manage diversity
  3. Diversity Is Not Affirmative Action

    Slide 3 - Diversity Is Not Affirmative Action

    • Diversity exists in an organization when there are a variety of demographic, cultural, and personal differences among the people who work there and the customers who do business there.
    • Affirmative action refers to purposeful steps taken by an organization to create employment opportunities for minorities and women
    • © 2015 Cengage Learning
    • 12-1
  4. Percent of the Projected Population by Race and Hispanic Origins for the United States: 2010 to 2050

    Slide 4 - Percent of the Projected Population by Race and Hispanic Origins for the United States: 2010 to 2050

    • © 2015 Cengage Learning
    • 12-1
  5. Diversity Makes Good Business Sense

    Slide 5 - Diversity Makes Good Business Sense

    • Decreases turnover
    • Decreases absenteeism
    • Helps companies avoid expensive lawsuits
    • Helps companies attract and retain talented workers
    • Drives business growth
    • Higher-quality problem solving
    • © 2015 Cengage Learning
    • 12-1
  6. Diversity and Differences

    Slide 6 - Diversity and Differences

    • Surface-level diversity
    • Deep-level diversity
    • Social integration
    • © 2015 Cengage Learning
    • 12-2
  7. Age Discrimination

    Slide 7 - Age Discrimination

    • Treating people differently in hiring, firing, promotions, or compensation because of their age.
    • Managers should:
    • Recognize that age discrimination is much more pervasive then they think
    • Make hiring and promotion decisions based on qualifications, not age
    • Monitor the extent to which older employees receive training
    • Ensure that younger and older workers interact with each other
    • © 2015 Cengage Learning
    • 12-2
  8. Sex Discrimination

    Slide 8 - Sex Discrimination

    • When people are treated differently because of their sex.
    • Managers should:
    • Mentoring
    • Make sure that male-dominated social activities don’t unintentionally exclude women
    • Designate a go-to person that women can talk to if they believe they are being held back
    • © 2015 Cengage Learning
    • 12-2
  9. Women at Fortune 500 and 1000 Companies

    Slide 9 - Women at Fortune 500 and 1000 Companies

    • 12-2
    • © 2015 Cengage Learning
  10. Racial or Ethnic Discrimination

    Slide 10 - Racial or Ethnic Discrimination

    • When people are treated differently because of their race or ethnicity.
    • Managers should:
    • Start by looking at the numbers (hiring rates, promotion rates)
    • Survey employees’ level of satisfaction
    • Eliminate unclear selection and promotion criteria
    • Train those who make hiring and personnel decisions
    • © 2015 Cengage Learning
    • 12-2
  11. Disability Discrimination

    Slide 11 - Disability Discrimination

    • When people are treated differently because of their disabilities.
    • Managers should:
    • Education
    • Workplace accommodations
    • Actively work to find jobs for qualified people with disabilities
    • © 2015 Cengage Learning
    • 12-2
  12. Deep-Level Diversity

    Slide 12 - Deep-Level Diversity

    • Disposition
    • Personality
    • © 2015 Cengage Learning
    • 12-3
  13. The Big Five Personality Dimensions

    Slide 13 - The Big Five Personality Dimensions

    • Extraversion
    • Emotional stability
    • Agreeableness
    • Conscientiousness
    • Openness to experience
    • © 2015 Cengage Learning
    • 12-3
  14. Diversity Paradigms

    Slide 14 - Diversity Paradigms

    • Discrimination and fairness paradigm
    • Access and legitimacy paradigm
    • Learning and effectiveness paradigm
    • organizational plurality
    • © 2015 Cengage Learning
    • 12-4
  15. The Learning and Effectiveness Paradigm

    Slide 15 - The Learning and Effectiveness Paradigm

    • Values common ground
    • Makes a distinction between individual and group differences
    • Less likely to lead to conflict, backlash, divisiveness
    • Focuses on bringing different talents and perspectives together
    • © 2015 Cengage Learning
    • 12-4
  16. Diversity Principles

    Slide 16 - Diversity Principles

    • Carefully and faithfully follow and enforce federal and state laws regarding equal opportunity employment.
    • Treat group differences as important but not special.
    • Find common ground.
    • Tailor opportunities to individuals, not groups.
    • Solicit negative as well as positive feedback.
    • Set high but realistic goals.
    • © 2015 Cengage Learning
    • 12-4
  17. Diversity Training and Practices

    Slide 17 - Diversity Training and Practices

    • Awareness training
    • Skill-based diversity training
    • Diversity audits
    • Diversity pairing
    • Minority experiences
    • © 2015 Cengage Learning
    • 12-4
  18. Mitchell Gold + Bob Williams

    Slide 18 - Mitchell Gold + Bob Williams

    • What are advantages and disadvantages of diversity at Mitchell Gold and Bob Williams?
    • How does MG + BW’s approach to diversity reflect the learning and effectiveness paradigm?
    • How might a commitment to diversity at MG+BW help managers with globalization?
  19. Mitchell Gold + Bob Williams

    Slide 19 - Mitchell Gold + Bob Williams