Lesson 2

• Diversity


  The variety of observable and unobservable similarities and differences among people
• Types of Diversity


  • Surface-level diversity - observable differences in people including race, age, ethnicity, physical abilities, physical characteristics, sex, and gender
  • Deep-level diversity - individual differences that cannot be seen directly which includes goals, values, personalities, decision-making styles, knowledge, skills, and attitudes
• Generational Differences


  The need for succession planning at many organizations to insure the continuity of leadership
• Firms are paying more attention to how workers of different ages work together
• Work teams are often age diverse, and it is increasingly likely that an older employee will report to a younger supervisor
• In a survey conducted by the Society for Human ResourceManagement, it was found that in organizations with 500 or more employees, 58% reported conflict between younger and older workers due to their difference in perception about work ethics and work-life balance
• Younger workers


  They are going to be the eventual managers
• Older workers


  Companies will be interested in keeping them as these workers are interested in figuring out how to work with the younger generations
• Generations in today's workforce


  • Seniors (1922-1943)
  • Baby boomers (1943-1963)
  • Generation X (1964-1980)
  • Gen Y/Millenial Generation (1981-2000)
• Cultural Differences


  Key for any company competing in the global marketplace is to understand diverse cultures. Microcultural differences (differences within cultures) are key to the understanding of the global work environment.
• Individualism vs Collectivism


  Individualism - social framework is loose, employees put loyalty to themselves and their families first, loyalty to their companies second

  Collectivism - tightly knot social frameworks in which individual members depend strongly on extended families and clans, group decisions are valued and accepted
• Power Distance


  High power distance - bosses are afforded more power, titles are used, formality is the rule, and authority is seldom bypassed

  Low power distance - people at various power levels are less threatened by and ore willing to trust one another, managers and employees judge each other equally and managers are given power only if they have expertise, employees frequently bypass the boss in order to get the work done
• Uncertainty Avoidance


  High uncertainty avoidance - concerned with security and tend to avoid conflict

  Low uncertainty avoidance - tolerate ambiguity better
• Masculinity vs Femininity


  Masculinity - assertiveness and materialism are valued

  Femininity - relationships and concern for others are valued
• Time Orientation


  Long term orientation - values thrift and persistence

  Short term orientation - oriented toward the past and present
• Cross-Cultural Sensitivity Training


  Helps employees recognize and appreciate cultural differences
• Diversity also encompasses religion, social status, and sexual orientation. These diversity types lend heterogeneity to the workforce.
• Managers must combat prejudice and discrimination to manage diversity as both can diminish organizational productivity.
• Potential Problems of Diversity

  • Resistance to change

  Lack of cohesiveness

  Communication problems

  Interpersonal conflicts

  Slower decision making
• Technology


  Intellectual and mechanical processes used by an organization to transform inputs into products or services
• Technology has diminished some of the trust and rapport that previously evolved from face-to-face meetings and phone conversations
• Toughest ethical problems for managers to resolve


  • Employee theft
  • Environmental issues
  • Comparable worth of employees
  • Conflict of interest
  • Sexual harassment
• Consequential theory


  Emphasizes the consequence or results of behavior. Consequentialism is a theory that says whether something is good or bad depends on its outcomes.
• Rule-based theory


  Emphasizes the character of the act itself, not its effects, in arriving at universal moral rights and wrongs. The morality of an action is judged based on rules.
• Character theory


  Emphasizes the character of the individual and the intent of the actor instead of the character of the act itself or its consequences.
• 5 Common Ethical Issues in the Workplace


  • Unethical Leadership
  • Toxic Workplace Culture
  • Discrimination and Harassment
  • Unrealistic and Conflicting Goals
  • Questionable Use of Company Technology
• People need ethical theories to guide them through complex, difficult, and often confusing moral choices and ethical decisions
• Ethical Dilemmas Facing the Modern Organization


  • Employee Rights
  • Sexual Harassment
  • Organizational Justice
  • Whistle-Blowing
  • Social Responsibility