MANAGING INDIVIDUALS AND A

DIVERSEWORKFORCE

Presented by: MERAFE A. EBREO

Ph. D. Educational Management-Student

LEARNING OUTCOMES

describe diversity and explain why it matters understand the special challenges that the

dimensions ofsurface-level diversity pose for managers explain how the dimensions of deep-level

diversity affect individual behavior and interactions in the

workplace explain the basic principles and practices

that can be used to manage diversity

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

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 Encourages workers to stay

Diversity and Differences

Surface-level diversity

Deep-level diversity

Social integration

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

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

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

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

The Big Five Personality Dimensions

Extraversion

Emotional stability

Agreeableness

Conscientiousness

Openness to experience

Diversity Paradigms

Discrimination and fairness paradigm

Access and legitimacy paradigm

•Learning and effectiveness paradigm

– organizational plurality

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

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.

Diversity Training and Practices

Awareness training

Skill-based diversity training

Diversity audits

Diversity pairing

Minority experiences

QUESTION:

In your own field, how would manage your people and their diversities?