MULTI MIDTERMS

• Diversity


  Acceptance and respect for the reality that each individual is unique, based on factors like race, age, status, financial status, physical ability, religious beliefs, and other variables
• Thomas R. Roosevelt was among the first to draw attention to diversity management
• Definitions of workforce diversity

  • Characteristic that reflects the degree to which there are objective or subjective differences between people within the group (Van Krippenberg and Schnippers 2007)
  • Differences in age, gender, ethnicity, education, religion, and culture that may influence a job or relationship inside an organization (Carrell 2006)
  • Wide range of differences that distinguishes an organization's people resources (Kim, B.Y. 2006)
  • Differences between individuals based on gender, race or ethnicity, age, religion, physical or mental impairment, sexual orientation, and socioeconomic status (Soni and Vidu 2000)
  • Cultural characteristics such as race, gender, age, color, physical ability, ethnicity, and so on (Wentling and Palma Rivas 2000)
  • Degree to which a workgroup or organization is diverse in terms of personal and functional characteristics (Jehn, Nortcraft, and Neale)
  • Cohabitation of individuals from different sociocultural backgrounds inside a business (Kundu and Turan 1999)
  • All the ways in which individuals vary, as well as all the various traits that distinguish one person or group from another (Griggs 1995)
• Workforce diversity


  Differences and variations in the backgrounds, experiences, perspectives, and characteristics of employees in an organization, including differences in race, ethnicity, gender, age, sexual orientation, religion, education, socio-economic status, disability, and more
• Diversity


  • Multidimensional - encompasses both visible and unseen human aspects
  • Inclusion - encompasses both differences and similarities among individuals
  • Pros and Cons - can provide a competitive advantage if handled correctly, but can lead to the firm's demise if mishandled
• Dimensions of diversity


  • Class
  • Gender
  • Age
  • Color
  • Ethnicity
  • Income
  • Spiritual beliefs
  • Sexuality
  • Physical talent and traits (Loden)
  • Primary dimensions - inborn human traits with continuing influence (Griggs)
  • Secondary dimensions - acquired or changeable traits (Griggs)
  • Internal dimensions - generally most permanent or visible (John Hopkins)
• Responses to diversity


  • Exclusion
  • Denial
  • Suppression
  • Segregation
  • Assimilation
  • Tolerance
  • Connection Establishing
  • Promoting Mutual Adaptation
• Managers and businesses must go to great lengths to ensure that the culturally diverse workforce is given top attention, as diversity, when managed correctly, can show to be a competitive advantage for the business, but if neglected, may lead to the organization's demise
• Cultural diversity


  Differences and variations that exist among people from different cultures, including their beliefs, customs, values, and practices. It recognizes and values the unique contributions of different cultures to society and promotes respect and appreciation for cultural differences.
• Cultural diversity divides individuals of different races, ethnicities, religions, and nationalities
• Cultural diversity


  • Differences and variations that exist among people from different cultures, including their beliefs, customs, values, and practices
  • Recognizes and values the unique contributions of different cultures to society
  • Promotes respect and appreciation for cultural differences
  • Emphasizes the importance of understanding and acknowledging cultural diversity as a means of promoting inclusivity, harmony, and unity among individuals and groups from different cultural backgrounds
• Components of cultural variety

  • Individuals and groups with diverse origins
  • Beliefs
  • Characteristics
  • Habits
  • Traditions
  • Values
• Any business that wishes to thrive must have a global vision and an unrelenting commitment to ensuring that cultural diversity is incorporated into its daily operations
• Cultural diversity


  • A specific and contextual concept
  • An important difference that differentiates one individual from another, covering a wide range of apparent and hidden traits
  • A person's distinctive set of values, beliefs, attitudes, and expectations, as well as language, symbols, customs, and behaviors that they share with others
  • Identities arising from membership in socio-culturally distinct groups, that is, they collectively share norms, beliefs, or practices that vary from those of other groups
• Cultural diversity


  • A two-edged sword that can be both a source of content in an organization if managed correctly and a source of conflict and dissatisfaction if neglected by mistake
  • Affirmative action and equal opportunity aren't enough when it comes to cultural diversity
  • Encompasses not only basic characteristics (gender, age, race, ethnicity, and so on), but also secondary aspects (such as religion, personality differences, education, etc.)
  • Not only the duty of senior executives or HR managers; it is also the responsibility of everyone in the company
  • A continuous process that must be carried out in accordance with the changing requirements and expectations of a diverse workforce
• Cultural diversity is important for companies in the long run, especially for hospitality businesses to understand cultural diversity ahead of time when growing internationally
• Recruiting, educating, and promoting culturally diverse employees is becoming more important for today's companies
• Organizations exist to fulfill human needs

  Organization and people need each other
• When the fit between the individual and the organization is poor


  Either one of them or both of them will suffer
• When the fit between the individual and organization is good

  Both will
• Challenges of cultural diversity

  • Communication
  • Employee resistance to change
  • Workplace diversity implementation
  • Diversity in the workplace policy implementation
• Common business challenges in which cultural diversity is a significant factor

  • Complying with equal opportunity, safety and anti-discrimination regulations
  • Competing for talent and overcoming skills shortages
  • Adapting to the realities of increased workforce and labor market diversity
  • Managing and developing knowledge and innovativeness
  • Managing workplace and customer relationships
  • Developing and maintaining good community relations
  • Meeting increased workforce expectations of conditions and opportunities
  • Marketing to and serving culturally diverse international environment
  • Competing in a culturally diverse international business environment
  • Ensuring ethical conduct, due diligence and social responsibility
• Benefits of cultural diversity

  • Improved customer service
  • More information, richer ideas or viewpoints, and a greater number of approaches to problem solving
  • Greater tolerance for different views
  • Improved adaptability
  • Valuing justice and individual contributions
  • More inventive
  • Enhances a company's image
• Multicultural organization


  Seeks for and values all forms of diversity, as well as develops structures and work practices that encourage the success and inclusion of individuals from all backgrounds
• Characteristics of multicultural organizations

  • Equality, justice, and full participation at both the group and individual levels
  • Differences of all kinds are actively sought after because their inclusion provides critical opportunities for organizational improvement and enhanced outcomes such as increased profitability, learning, creativity, flexibility, change adaptation, and organizational growth
• Multicultural organization


  • Recognizes the contributions of various cultural groups in its purpose, operations, goods or services
  • Does not believe in lip service but rather in action to eliminate social coercion in all forms within the organization
  • Gives diverse employees an equal chance to participate in decisions that shape the organization
  • Follows up to ensure that all forms of social dominance are eliminated
• Types of organizations


  • Monolithic
  • Plural
• Monolithic organizations


  • A large number of white males who make up the majority of the total employee population
  • Few women or persons of color in managerial roles
  • High levels of occupational segregation; high levels of discrimination
  • An explicit value placed on one dominating group, culture, or style at the expense of others
• Plural organizations


  • A more diverse workforce
  • Policies and practices that are more inclusive of individuals who are not members of the dominant group
  • Better incorporation of minority group members into informal networks
  • Lower levels of discrimination and prejudice
• Both plural and monolithic organizations are characterized by skewed integration of minorities across functions, levels and work groups, and assume that those who are different will assimilate
• Factors driving organizational interest in diversity

  • Businesses are growing more diverse across the board
  • Businesses operate in an ever-changing environment: technology advances, rapidly altering customer bases, and major legislative changes and legal issues
• Types of change in multicultural organizations

  • Structural change
  • Cultural change
  • Behavioral change
• Common interventions used by multicultural organizations


  • Managing or valuing diversity training
  • Orientation programs for new members
  • Targeted career development programs
  • Mentoring programs, focus groups, task forces
  • Performance appraisal and reward systems that consider diversity
  • Company-sponsored social events
• Steps in the strategic and proactive planning process for multicultural organizations

  • Laying the groundwork and securing organizational leadership for intervention
  • Assessing organizational needs related to diversity
  • Developing and communicating a vision, goals, and strategic plan
  • Implementing selected interventions
  • Monitoring and evaluating progress and results
• Being multicultural is not an easy task, but it is one that is rewarding, and multicultural businesses have a competitive edge over monolithic and pluralistic organizations: the ability to provide a platform for fully supporting and drawing on all of their human resources