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Diversity and Cross-cultural Management – week 1

The nature of diversity and diversity management

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Aim and structure Aim: to discuss the nature and

significance of diversity and diversity management in contemporary workplaces

Structure: 1. personal introductions 2. definition/s and dimensions of diversity 3. core values in diversity 4. managing diversity: business benefits

and challenges

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Key referencesBucher R.D. (2010) 3rd edition, chapter 2 ‘DiversityConsciouness and Success’ in Diversity Consciousness: opening our minds to people,cultures and opportunities, London: Pearson, pp42-76.

Clements P. and Jones J. (2008) 3rd edition, chapter 2‘Making the case for diversity,’ in The Diversity Training Handbook, London: Kogan Page, pp12-47.

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Background: the emergence of diversity in the workplace

global labour migration multi-culturalism globalisation

changing demographics labour market supply leading to new, accelerated

employment and career opportunities?

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What are your impressions of this image?

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Diversity consciousness: six areas of development (Bucher, 2010; p125)

Examining ourselves and our worlds

Expanding our knowledge of others and their worlds

Stepping outside of ourselves

Gauging the level of theplaying field

Checking up on ourselves

Following through

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Process of developing a model of cross-cultural competency (MSc in International HRM)

Examining ourselves and our worlds

- self-awarenessExpanding our knowledge of

others and their worlds- openness to learning

Stepping outside of ourselves- unlearning and relearning

Gauging the level of theplaying field

-model of cross-culturalcompetency

Checking up on ourselves-observing the core principles

and values

Following through-demonstrating the core

behaviours

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Stages in the model of cross-cultural competency

Developing self-awareness. Being open to learning about others. Adapting personal attitudes. Contributing to the formation of the

model of cross-cultural competency. Observing the core principles and values

of the model. Demonstrating the core behaviours of the

model.

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Understanding diversity

Diversity awarenessDiversity skills

Diversity consciousness

Diversity consciousness and success

(Bucher, 2010; p47)

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1. Personal Introductions

Formally introduce yourselfto a fellow student. Informally introduce your fellowstudent to the class.

What are the main characteristics of formal business introductions? What were the main characteristics used to introduce students?

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Diversity!

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Global diversity quiz

In self-selected pairs, answer as many of the questions in the quiz distributed in class that you can.

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2. Definition/s and dimensions of diversity

Defining diversity Equality and fairness/ equity: equality at work;

equal opportunities; affirmative action; positive action

group basis

‘The basic concept of managing diversity accepts that the workforce consists of a diverse population of people. The diversity consists of visible and non-visible differences which will include factors such as sex, age, background, race, disability, personality and work style’

(Kandola and Fullerton, 1994;p8).

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Celebrating difference

‘understanding that there are differences among employees and that these differences, if properly managed, are an asset to work being done more efficiently and effectively. Examples of diversity factors are race, culture, ethnicity, gender, age, a disability and work experience’ (Bartz et al.,1990; p321).

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continued

Dimensions of diversity

o Surface/ deep (Philips et al., 2006)o Primary/ secondary (e.g. Mok, 2002)o Visible/ latent

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Primary Dimensions of Diversity

Core characteristics:- e.g. gender; age; race; physical

traits: appearance, size, accent, style; sexual orientation

• homogeneity/ heterogeneity (Mok, 2005)

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Primary Dimensions of Diversity

Core characteristics:- e.g. gender; age; race; physical

traits: appearance, size, accent, style; sexual orientation

• homogeneity/ heterogeneity (Mok, 2005)

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3. Core values in diversity

Developing diversity consciousness: self-understanding is the basis of

understanding others (French, 2007); having such as self-concept involves

examining our group and personal values.

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Continued

Group task: ‘adrift in a balloon.’ Individual task: identify your personal

values and their importance to you.

Consider the source/s of these values. Consider the effects of these values.

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4. managing diversity: business benefits and challenges

o full employment: exploitation of new nicheso feminisation of workforce & ageing populationo new psychological contract: continuance/

affective/ normative commitment o flexibility of work (work-life balance)o Generation Yo emergence of talent management Any other changes?

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Benefits of Employee Diversity reduced absenteeism and turnover costs increased creativity and innovation improved problem solving less resistance to change (Mok, 2005)

wider labour markets improved employer image: preferred employer improved recruitment and commitment refreshed group dynamics (Maxwell et al., 2000)

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Challenges stereotyping (Lippman, 1922) changing attitudes e.g. rigid mental

sets managing change e.g. Lewin’s (1947)

3 stage model of freezing, unfreezing, refreezing

interpersonal and inter-group relations

others?

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Responsibility for DM in organisations

corporate ethics (e.g. Enron compared to IBM, National Australia Group; The Gap, Nike)

corporate social responsibility (CSR) CEO and board level HR professional conduct (see Maxwell

and Beattie e.g.) all managers of people in organisations all people in organisations

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Summary

Diversity centres on recognising, even celebrating, differences among people.

Diversity dimensions are many and varied. They are often categorised into primary and secondary factors.

Core values underpin diversity and reactions to diversity.

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Key Principles Diversity factors are to be understood

and respected. Developing a self-concept is an individual

responsibility. Everyone is to contribute positively to

group dynamics.

Reflection/ comments?

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Further reading Maxwell G. and Beattie R. (2004) ‘The Ethics

of In-company Research: An Exploratory Study’ Business Ethics, vol.52 no.3, pp243-256.

Maxwell G., McDougall M., Blair, S. and Masson M. (2003) ‘Equality at Work in UK Public Service and Hotel Organisations: Inclining Towards Managing Diversity?’Human Resource Development International, vol.6, no.2, pp243-258.