Marketing Manager Course - Chapter 11
Tham khảo tài liệu 'marketing manager course - chapter 11', kinh doanh - tiếp thị, kỹ năng bán hàng phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Chapter
11
Managing Employee Diversity
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Learning Objectives
After reading this chapter, you should be able to:
Monitor labor force trends and their implications.
Recognize the advantage and challenge of diversity in the
workforce.
Resolve the unique problems and issues confronted by
different employee.
Capitalize on employee diversity as a source of competitive
advantage.
Develop and implement human resource management
programs that best use the talents of a diverse employee
population.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Effective management of diversity is good as
well as necessary for business because:
Changes in technology and competition
make diverse thinking a necessity.
Minorities make up a majority of the
labor market in many parts of the
country.
To be competitive, firms need to retain
and motivate minority employees.
Global expansion and increased global
customers means firms need the help of
executives who can function in different
cultures.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Diversity
It describes a wide spectrum differences
between people.
Groups of individuals share
characteristics that distinguish them from
other groups.
The differences between groups are
smaller than the differences within
groups.
Classifying people into group types often
leads to false stereotypes because it
incorrectly assumes that group averages
apply to all individuals in the group.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Skills for Managing
Employee Diversity
H eterogeneous
team skil
ls
I erpersonal
nt
fexi lt
l biiy
skil
ls
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Advantages of Employee Diversity
M arketA ccess I ernatonal
nt i
C om petton
ii
Team M uli i t of
tplciy
Perform ance Poi s ofVi
nt ew
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
The Challenges of Diversity
Pressures Low er
Tow ard C ohesi
veness
H om ogeni i
zaton
C onf ng
usi I erpersonal
nt
Di versiy W ih
t t C onfi and
lct
A f i atve A cton
frm i i Tension
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
The U.S. workforce is a mosaic of
diverse cultures and groups
African
Americans
Older Workers
Asian
Americans
Women
Disabled
Americans
Homosexuals
Hispanic
Foreign-Born Americans
Americans
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Diversity Today
African Americans
11.3 percent of U.S. population
11.8 percent of workforce
Asian Americans
3.6 percent of population
Wide variety of races ethnic groups and nationalities including
Japanese, Chinese, Korean, Indian and Pakistani.
Disabled Americans
43 million Americans suffer from some form of disability
15 million are employed
Accommodating disabled employees is less expensive than people
think
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Diversity Today (Continued)
Foreign-born Americans
About 10 percent of U.S. population
About 820,000 immigrants enter the U.S. legally every year
At least 7 million undocumented immigrants
Hispanic Americans
About 28 million people (10 percent of U.S. population)
Actual number is around 40 million people
People with roots in Mexico, Puerto Rico, and Cuba
Homosexuals
Estimated to be between 1 to 10 percent of the population
No federal laws to protect homosexuals
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Diversity Today (Continued)
Older Workers
The average age of the U.S. workforce is expected to reach 40 by
2006.
Negative stereotypes: inflexible, resisting to learning new skills,
and coasting until retirement
Religious Diversity
Primarily Christian faith
A growing non-Christian minority
Women
Half of the labor force is female
Glass ceiling and sexual harassment issues at work
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Building on Diversity
Top management commitment
Linking diversity initiatives to business strategies and
objectives (Slide 14 & 15)
Management responsibility and accountability
Diversity audits
Developmental activities (Slide 16)
Encouraging diversity networks
Accommodating family needs (Slide 17 & 18)
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Corporate Diversity Initiatives
Business Strategy Human Resource Strategy Diversity Link
Grow the business Find more talent Attracting and retaining the
best possible employees
Reduce costs and Increase employee Maximizing the potential of all
improve productivity productivity and develop employees
broader skills
Globalize Encourage all cultures to Increasing sensitivity to and
work effectively together understanding of multicultural
employees, customers,
vendors, and government
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Corporate Diversity Initiatives (continued)
Business Strategy Human Resource Strategy Diversity Link
Innovate Generate new ideas Accepting and building on
diverse perspectives
Focus on the customer Develop employee teams Multifunctional teams operating
close to the customer effectively and creating an
inclusive environment for all
participants
Reduce management Create independent, skilled, Creating self-directed work
levels and controls and motivated employees teams that leverage differences
and operate with a minimum of
barriers
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Developmental Activities
Diversiy
t Senior
Trai ng
ni M ent ng
ori
Diversiy
t
Learni Labs
ng A pprentceshi
i ps
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Accommodating Family Needs
Day-care assistance
Flexible work schedules and arrangements
Compressed work weeks
Job sharing
Telecommuting
Care assistance for elderly dependents
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Accommodating Family Needs
(Continued)
Paid time off to care for family members who are
ill
Paid parental leave
Keeping relocations to a minimum
Giving a high priority to finding a position for
spouse within the firm
Job search assistance to relocated spouses
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Applications of Management
Perspectives—For the Manager
Effective management of diversity can provide the
organization with a powerful competitive edge.
Effective management of diversity can:
Foster creativity
Improve problem solving
Provide greater flexibility
Make a firm more attractive to a broad labor market
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Applications of Management
Perspectives—For Managing Teams
Employee diversity may lead to interpersonal
problems within and between teams.
Employee groups must learn to work effectively
with one another in a climate of mutual respect.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
