MODULE 6

DIVERSITY AND GLOBAL CULTURES

There are new faces in

the neighborhood

What should we know about

diversity in the workplace?
What should we know about
diversity among global
cultures?
DIVERSITY AND GLOBAL CULTURES

Diversity In The Workplace

MODULE GUIDE 6.1

People of color increasing percent of workforce

Hispanics fastest-growing minority group in workforce
Minorities highly represented in lower-wage service-sector jobs
More workers from nontraditional families
Average age of workers rising
Religious diversity of workers increasing
More women working
There is a business case for diversity.
Inclusive organizational cultures value and support diversity.
Organizational subcultures can create diversity challenges.
Minorities and women suffer diversity bias in many situations.
Managing diversity should be top leadership priority.
DIVERSITY IN THE WORKPLACE

Business Case For Diversity

Arguments in the Business Case for Diversity
Cultural diversity builds strength for dealing with global markets.
Ethnic diversity builds strength for dealing with diverse customers.
Diverse work teams are high in creativity and innovation.
Diverse workforces attract new highly talented members.

To be successful in working with and gaining value from

diversity requires a sustained, systemic approach and long-
term commitment.

Success is facilitated by a perspective that considers

diversity to be an opportunity for everyone in an organization
to learn from each other how better to accomplish their work
and an occasion that requires a supportive and cooperative
organizational culture as well as group leadership and
process skills that can facilitate effective group functioning.
DIVERSITY IN THE WORKPLACE

Organizational Culture

Inclusivity
How open the organization is to someone who can do the job
Culture
A shared set of beliefs, values and patterns of behavior
common to group of people
Multicultural Organization
Organization based on pluralism and operates with respect for
diversity
Organizational Subcultures
Groupings of people based on shared demographics and job
identities
Ethnocentrism
The belief that ones sub-cultural group or membership is
superior to all others
DIVERSITY IN THE WORKPLACE

Organizational Culture

Characteristics of a Multicultural
Organization
Pluralism
Members of minority and majority cultures influence key values
and policies.
Structural integration
Minority-culture members are well represented at all levels and in
all responsibilities.
Informal network integration
Mentoring and support groups assist career development of
minority-culture members.
Absence of prejudice and discrimination
Training and task force activities support goal of eliminating
culture-group biases.
Minimum inter-group conflict
Members of minority and majority cultures avoid destructive
conflicts.
DIVERSITY IN THE WORKPLACE

The Glass Ceiling

DIVERSITY IN THE WORKPLACE

The Glass Ceiling

The Conundrum of the Glass Ceiling

In 1995
Women held 45.7% of Americas jobs.
Women held .7% of CEO jobs.
Women held 5% of top management jobs.
Women managers earned 68% the pay of males.

In 2005
Women held 46.5% of Americas jobs.
Women held .7% of CEO jobs.
Women held 8% of top management jobs.
Women managers earned 72% the pay of males.
DIVERSITY IN THE WORKPLACE

Managing Diversity

Managing Diversity
Building an inclusive work environment that
allows everyone to reach their potential
DIVERSITY AND GLOBAL CULTURES

Diversity Among Global Cultures

MODULE GUIDE 6.2

Culture shock comes from discomfort

in cross-cultural situations.
Cultural intelligence is the capacity to
adapt to foreign cultures.
The silent languages of cultures
include context, time, and space.
DIVERSITY AMONG GLOBAL CULTURES

Types of Cultures

Low-context
Emphasize communication via spoken or written
words
High-context
Rely on unspoken or situational cues as well as
spoken or written words in communication
Monochronic
People tend to do one thing at a time
Polychronic
People accomplish many different things at once
DIVERSITY AMONG GLOBAL CULTURES

Hofstedes Five Value Differences

Power Distance
The degree to which a society accepts unequal distribution of
power
Uncertainty Avoidance
The degree to which a society tolerates risk and uncertainty
Individualism-collectivism
The degree to which a society emphasizes individuals and
their self-interests
Masculinity-femininity
The degree to which a society values assertiveness and
materialism
Time Orientation
The degree to which a society values short term or long term
goals
DIVERSITY AMONG GLOBAL CULTURES

Hofstedes Five Value Differences

DIVERSITY AMONG GLOBAL CULTURES

Project Globe
MANAGEMENT TIPS

Stages of adjustment to a new culture

ConfusionFirst contacts with the new culture leave you
anxious, uncomfortable, and in need of information and advice.
Small victoriesContinued interactions bring some
successes, and your confidence grows in handling daily
affairs.
HoneymoonA time of wonderment, cultural immersion, and
even infatuation, with local ways viewed positively.
Irritation and angerA time when the negatives overwhelm
the positives, and the new culture becomes a target of your
criticism.
RealityA time of rebalancing; you are able to enjoy the new
culture while accommodating its less desirable elements.