Here are a few points to consider in this case study:
- Forcing social interactions could backfire and create resentment. People naturally gravitate towards others with shared backgrounds and experiences.
- However, greater socializing across cultures may foster understanding and collaboration over time. Bringing people together casually in low-pressure settings could help break down barriers.
- Rather than taking unilateral action, the employee should discuss observations respectfully with coworkers and managers to get input and buy-in. A top-down diversity initiative may be more effective than individual efforts.
- The work environment appears functional as is. Forcing integration risks undermining that if coworkers feel pressures on their personal lives and friendships. Voluntary participation is
4. What is Diversity in the Workplace?
• The condition of having or being composed of different elements
especially: the inclusion of different types of people (as people of
different races or cultures) in a group or organization.
• Acknowledging, understanding, accepting, valuing, and celebrating
differences among people with respect to age, class, ethnicity,
gender, physical and mental ability, race, sexual orientation,
spiritual practice, and public assistance status (Esty, et al., 1995).
7. Activity 2: The Story of Your Name
• Each training participant will be asked to share their name with the
group and provide any knowledge of the cultural meaning or history
behind their name.
• The goal of this activity is to give your coworkers an idea of where
you come from culturally, and bring forth a better understanding of
one another.
8. History of Diversity in the Workplace
• 1964 Civil Rights Act
• Executive Order 11246 In 1965
• Formal policies elimination
9. Equal Employment Opportunity Commission
➢ Known as EEOC
➢ Formed: 1965
➢ Headquarter: Washington D.C & 53 off
➢ Responsibilities
➢ Coverage
15. Benefits of Diversity
➢The changing demographics of the U.S population.
➢The world's increasing globalization.
➢Innovation and creativity.
➢Providing a greater range of perspectives.
➢Diverse groups have high quality solutions than less diverse groups.
➢Diversity increases constructive group processes.
➢High performance.
➢Increased sales revenue, greater market share, more customers, and greater
profits.
16. Benefits of Diversity
➢Customer service improves when staff understand and can communicate
skillfully with customers from a range of backgrounds.
➢The community is also more likely to identify with and relate to
companies that reflect its level of diversity.
➢Workplace diversity where staff are encouraged to work in their areas of
strength and capability.
➢Valuing diversity where staff potential is recognized and developed.
➢Reduces costs of absenteeism and turnover through increased job
satisfaction through higher employee morale.
17. Activity 2: Taking Steps Toward an Understanding
• Could you please stand in a line at the center of the room and face
the same direction.
• You will be asked a question, and based on your answer, you will
take a step either forward or backward (i.e. Take one step forward if
you were raised by two parents, or take one step back if a family
member has been on welfare before).
19. Apple 2014 Diversity Report
Apple CEO Tim Cook:
I'm not satisfied with the numbers on this page,
They’re not new to us, and we’ve been working hard
for quite some time to improve them. We are making
progress, and we’re committed to being as innovative
in advancing diversity as we are in developing our
products. We believe deeply that inclusion inspires
innovation. I think the most diverse group will
produce the best product, I firmly believe that.
20. ➢ Diversity is at the heart of our business.
➢ We strive to create a work environment that provides all our
associates equal access to information, development and
opportunity.
➢ By building an inclusive workplace environment, we seek to
leverage our global team of associates, which is rich in diverse
people, talent and ideas.
➢ We see diversity as more than just policies and practices.
The Coca-Cola Company
22. Dealing with Diversity
➢Understand and respect differences
➢Be assertive
➢Learn how others want you to treat them
➢Act as a force for change
23. Shocking Fact
American businesses pays a price for its inability to deal
successfully with diversity. Racial bias claim alone cost
of the American economy about $215 billion a year.
That’s almost 4 percent of the gross domestic product.
24. Diversity Training
➢Due to the growing diversity in the workforce, organizations are now
focusing on diversity in the workplace by emphasizing recruitment,
selection, retention, and training.
➢Diversity training has three major objectives in the workplace:
increase awareness about diversity issues
reduce biases and stereotypes that deter from effective management
change behaviors to help effectively manage a diverse workforce
25. Effectiveness of Diversity Training
➢With diversity training, employees have a greater understanding of the
value diversity, better diversity management skills, and more effective
diversity related behaviors .
➢After undergoing training, managers saw diversity related practices as
more important than they did prior to the training, and were more
likely to positively engage in diversity related practices.
➢Although many government agencies and Fortune 500 companies
provide diversity training, around 40% of organizations still do not.
26. Diversity in the Workplace Today
➢While many organizations are embracing diversity in the
workforce, there are still organizations today that remain
unreceptive. Although many government agencies and
Fortune 500 companies provide diversity training, around
40% of organizations still do not.
➢Even the organizations that claim to be strong advocates
for diversity do not have the statistics to back their claims.
27. Diversity in the Workplace Today
Some companies show extreme racial preference despite what they
claim that diversity is important to them, especially on their
websites, however it is clear that this is only in response to the
many lawsuits they’ve faced.
30. Diversity in the Workplace Today
Marques states “It becomes apparent, however, when studying
the background of these appealing statements, that they were
not formulated spontaneously, but, just like A&F, merely as a
reaction to massive discrimination lawsuits” (2010).
32. Activity 4: Case Study
An employee who works for a company that is very diverse is troubled by the
fact that many of the employees who are of the same cultural background tend
to socialize with each other almost exclusively, even though most of the
employees regardless of their culture seem to work well together. The
employee believes that if everyone socialized more cross culturally this might
help to improve the work environment. Should the employee take it upon
himself to try and promote more cross cultural socializing during lunch or
after work? Is he right in his assumption?
