Learning objectives of this chapter include: Describe how changes in the . workforce make diversity a critical organizational and managerial issue; distinguish between affirmative action and managing diversity; explain how diversity, if well managed, can give organizations a competitive edge; identify challenges associated with managing a diverse workforce;. | Managing the Diverse Workforce Chapter Eleven Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Learning Objectives LO 1 Describe how changes in the . workforce make diversity a critical organizational and managerial issue LO 2 Distinguish between affirmative action and managing diversity LO 3 Explain how diversity, if well managed, can give organizations a competitive edge LO 4 Identify challenges associated with managing a diverse workforce LO 5 Define monolithic, pluralistic, and multicultural organizations LO 6 List steps managers and their organizations can take to cultivate diversity 11-2 Managing Diversity Managing diversity Managing a culturally diverse workforce by recognizing the characteristics common to specific groups of employees while dealing with such employees as individuals and supporting, nurturing, and utilizing their differences to the organization’s advantage. 11-3 Components of a Diversified Workforce 11-4 Figure Diversity Today Diversity Differences that include religious affiliation, age, disability status, military experience, sexual orientation, economic class, educational level, lifestyle, gender, race, ethnicity, and nationality 11-5 Examples of Diversity Programs in S&P 100 Companies 11-6 Figure Gender Issues Glass ceiling an invisible barrier that makes it difficult for women and minorities to move beyond a certain level in the corporate hierarchy 11-7 Gender Issues Sexual harassment Conduct of a sexual nature that has negative consequences for employment 11-8 Sexual Harassment Quid pro quo harassment Submission to or rejection of sexual conduct is used as a basis for employment decisions Hostile environment Occurs when unwelcome sexual conduct has the effect of unreasonably interfering with job performance or creating an intimidating or hostile, working environment 11-9 Basic Components of an Effective Sexual Harassment Policy 11-10 Table The Age of the Workforce The median age of workers is rising substantially while the number of young workers is growing only slightly The Bureau of Labor Statistics projects that entry-level workers will be in short supply in the future 70% of workers between 45-74 intend to work in retirement To prevent an exodus of talent, employers need strategies to help retain and attract skilled older workers Employers must also compete for talented young workers 11-11 Multicultural Organizations Monolithic organization An organization that has a low degree of structural integration—employing few women, minorities, or other groups that differ from the majority—and thus has a highly homogeneous employee population. 11-12 Multicultural Organizations Pluralistic organization An organization that has a relatively diverse employee population and makes an effort to involve employees from different gender, racial, or cultural backgrounds. 11-13 Multicultural Organizations Multicultural organization An organization that values cultural diversity and seeks to utilize and encourage it. 11-14 Guidelines for Diversity Training 11-15 Table
