Chapter 12

1. Chapter 12 Managing Individuals and a Diverse Work Force

2. What Would You Do?Diversity Problems at Denny’s • Denny’s has paid $54 million in damages due to customer discrimination • Advantica, which now owns Denny’s, wants to change the culture • There are still reports of discrimination

3. Learning ObjectivesDiversity and Why It Matters • describe diversity and why it matters. After discussing this section, you should be able to:

4. Diversity: Differences That Matter Diversity Is Not Affirmative Action Diversity Makes Good Business Sense

5. Diversity May exist without a program Broad focus Not legally based Create a positive work environment Generally accepted Affirmative Action A purposeful, established program Narrow focus Legal requirement Compensate for past discrimination Controversial Diversity Is Not Affirmative Action

6. To Create a positive work environment where • no one is advantaged or disadvantaged • “we” is everyone • everyone can do their best work • differences are respected and not ignored • everyone feels comfortable General Purpose of Diversity Programs

7. Been There, Done That Diversity at 7-Eleven • Diversity is a business imperative • Diversity training began in the ‘80s • Products offered reflect their various customers

8. Diversity Makes Good Business Sense Cost Savings Attracting and Retaining Talent Driving Business Growth

9. Learning ObjectivesDiversity and Individual Differences • understand the special challenges that the dimensions of surface-level diversity pose for managers. • explain how the dimensions of deep-level diversity affect individual behavior and interactions in the workplace. After discussing this section, you should be able to:

10. Surface-Level Diversity Age Attitudes Personality Race/ Ethnicity Physical Capabilities Deep-Level Diversity Values/Beliefs Gender Surface- and Deep-Level Diversity Adapted from Exhibit 12.4

11. Age Discrimination • Treating people differently because of their age • Performance does not decline with age • It is more pervasive than manager think

12. Gender Discrimination • Treating people differently because of their gender • Glass ceiling • invisible barrier that keeps women and minorities from advancing to the top of the organization • Can be diminished by: • mentoring • stopping unintentional behavior

13. Racial & Ethnic Discrimination • Treating people differently because of their race or ethnicity • Employment disparities do exist • Legislation has lessened the problem • Reduce by: • improving selection & promotion procedures • training managers

14. Mental or Physical Disabilities Discrimination • Disability is a mental or physical impairment that substantially limits one or more major life activities • Stereotypes are a problem • Reduce by: • educating • using assistive technology

15. Deep-Level Diversity • Are individual differences that can only be learned through interaction with others • Big 5 Personality Dimensions • Work-Related Personality Dimensions

16. Extraversion Emotional stability Agreeableness Conscientiousness Openness to experience Big 5 Personality Dimensions Personality Personality Personality Personality

17. What Really Works? Conscientiousness: The Organized, Hard-Working, Responsible Personality Motivational Effort 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Probability of success 71% Job Performance 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Probability of success 66%

18. Work-Related Personality Dimensions • Authoritarianism • Machiavellianism • Type A/B Personality Dimension • Self-Monitoring • Locus of Control • Affectivity

19. Work-Related Personality Dimensions • Authoritarianism • the extent to which an individual believes there should be power and status differences • Machiavellianism • believe that virtually any type of behavior is acceptable if it leads to goal accomplishment

20. Work-Related Personality Dimensions (cont’d) • Type A/B personality dimension • the extent to which people tend toward impatience, hurriedness, and hostility • Type A personalities • hard driving, competitive, and perfectionist • Type B personalities • relaxed, easygoing, and patient

21. Work-Related Personality Dimensions (cont’d) • Self-monitoring • the ability to adjust one’s behavior to different situations • Locus of control • Internal locus of control • you control what happens to you • External locus of control • things that happen to you are beyond your control

22. Work-Related Personality Dimensions (cont’d) • Affectivity • Positive affectivity • consistently focusing on the positive aspects • Negative affectivity • consistently focusing on the negative aspects • Mood linkage • a phenomenon where one worker’s negativity spreads to others

23. Learning ObjectivesHow Can Diversity Be Managed? • explain the basic principles and practices that can be used to manage diversity. After discussing this section, you should be able to:

24. Managing Diversity Diversity Paradigms Diversity Principles Diversity Training and Practices

25. Managing Diversity Diversity Paradigms Diversity Principles Diversity Training and Practices

26. Diversity Paradigms • Discrimination and Fairness • Access and Legitimacy • Learning and Effectiveness • Organizational Plurality

27. Benefits of the Learning and Effectiveness Paradigm Values Common Ground Makes a Distinction Between Individual and Group Differences Less Likely to Encounter Conflict, Backlash, and Divisiveness Brings Different Groups Together

28. Diversity Principles • Carefully and faithfully follow and enforce all equal employment opportunity laws • Treat group differences as important but not special • Tailor opportunities to individuals, not groups • Reexamine, but maintain high standards • Solicit negative and positive feedback • Set high, but realistic goals

29. Diversity Training and Practices • Training • Awareness • Skills-based • Practices • Diversity Audits • Diversity Pairing • Top Management • Share Minority • Experience

30. What Really Happened?Diversity Problems at Denny’s • Increased representation of minorities • Denny’s now makes 18 percent of its purchases with minority-owned firms • Minority workers now comprise 48 percent of its staff • The board of directors has 4 minority members • Ranked best American company for minorities two years in a row by Fortune