MHR 523 Lecture 2
**Normally under most decision making situations, human resource departments have _______ within
a) Line authority
** All the below are common to most human resource departments except
a) Develop job descriptions
b) Establish disciplinary systems
c) Administering compensation systems
d) Ensuring compliance with relevant legal requirements
e) Developing all managerial reports within an organization
How we manage diversity. People who come from different backgrounds, both visible and not so visible
A diverse workforce requires managers to:
Understand employees’ varying needs
o Gender(females, work life balance)
o Culture (cultural norms e.g. maintain eye contact to show confidence in Canada,
o People with disabilities(e.g. accommodating those with special needs e.g. ramp)
Creatively respond by offering flexible management policies and practices
Includes important human characteristics that influence employee values, perceptions of self
and others, behaviours, and interpretations of events
People who come from various backgrounds if composed the right way can become successful
There may be a learning curve associated with people from diverse backgrounds working
together. After they learn about each other’s working methods, a diverse partnership has
proven to work better than one consisting of the same types of people.
Chapter 12: Textbook
Old Boys Network: set of informal relationships among male managers providing increased career
advancement opportunities for men and reinforcing a male culture.
No women’s perspective
Friendships and contracts built through the network become the basis for assignments and
Glass Ceiling: invisible, but real obstructions to career advancement of women and people of visible
minorities that results in increased turnovers.
**Core Dimensions of Diversity: visible
age, ethnicity, culture, gender, race, religion, sexual orientation, and capabilities.
**Secondary Dimensions of Diversity: non-visible
education, status, language and income levels. Managing Diversity
Has three 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, not just visible ones
3. Organization culture and working environment are key items to focus on in managing diversity.
Salad Bowl: each employee makes a unique contribution to the larger bowl while maintaining his own
individuality and cultural or other identity.
Diversity as a Competitive Advantage
The most valuable parts of the firm’s operation may be reflected in human tasks of sensing,
judging and making decisions, no one can afford to use human capital inefficiently.
Paradigm Shift: fundamental change in a paradigm (e.g. shift from paper filing systems to electronic
Mindsets, the way we see things and how things are done
Diversity mindset (not just the colour of your skin, age) is essential to a business so that various
views are brought up.
Diversity is a cost
Change employee behaviour to suit the organization’s culture
Diversity is a competitive advantage
Rules and policies to satisfy the customer and employee
Modify organizational culture to suit the needs of the employees