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Ryerson University
Human Resources
MHR 523
Al- Karim Samnani

MHR Chapter 12: Diversity Management (pg 424-444) Old Boy’s Network: set of informal relationships among male managers providing increased career advancement opportunities for men and reinforcing a male culture Glass Ceiling: invisible, but real, obstructions to career advancement of women and people of visible minorities, resulting in frustration, career dissatisfaction and increased turnover M EAN OFD IVERSITM ANAGEMENT Workplace Diversity: included important human characteristics that influence employee values, their perceptions of self and others, behaviours and interpretations of events Core Dimensions of Diversity: age, ethnicity and culture, gender, race, religion, sexual orientation and capabilities; these impact early socialization and are present throughout lives Secondary Dimensions of Diversity: education, status, language and income levels Managing Diversity: ability to manage individual employees with different cultural values and lead teams made of diverse employees; three major dimensions: 1. Assumes that effective management of diversity and difference among employees can add value to an organization 2. Diversity includes all types of differences and not simply obvious ones such as gender, race, etc. 3. Organization culture and working environments are key items to focus on in managing diversity Stereotyping: the process of using a few observable characteristic to assign someone to a preconceived social category STRATEGICIMPORTANCE OF D IVERSITM ANAGEMENT Several factors make diversity management strategically important Changing Workforce From male, approximately 30 yrs, high school diploma or lower, worked within region of their birth, married and had children to today’s workforce which includes women, ethnic minorities, native Canadians, people with disabilities, people with different lifestyles (ex. sexual orientation) Importance of Human Capital The knowledge worker may be the key to the success/failure of the firm; often the departure of even a few workers can spell disasters for the firm. Most valuable parts of the firm’s operations may be reflected in human tasks of sensing, judging and making decisions Diversity as Competitive Advantage Paradigm Shift Paradigm Shift: fundamental change in a paradigm (shared mindset that reflects a fundamental way of thinking and understanding the world around us)  Old: organizational success is linked to standardization; New: success is linked to individuals contribution  Old: diversity is a cost; New: diversity is a competitive advantage  Old: rules & policies are shaped by senior executives; New: shaped to satisfy outcomes and employees  Old: emphasis on “masculine” values of competitiveness, aggressiveness and individuality; New: recognition that feminine values of openness, flexibility and relationship orientation are equally important Increasing Role of Work Teams Differences within team must be considered as “value added” rather than as “problematic” STEPS ID IVERSITY MANAGEMENT Identify Ideal Future State Begin with accurate portrayal of current workforce composition and a forecast of its future workforce. Organizational members have to be identified accurately using demographic categories. Once picture is established, it’s critical to assess values and needs of the workplace Analyze Present Systems and Procedures Examine how present systems are operating; examined for appropriateness for diverse workforce. Validity and fairness of the various systems and rules
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