1. MANAGING
INDIVIDUALS AND A
DIVERSE
WORKFORCE
Presented by: MERAFE A. EBREO
Ph. D. Educational Management-Student

2. LEARNING OUTCOMES
 describe diversity and explain why it matters
 understand the special challenges that the
dimensions of
surface-level diversity pose for managers
 explain how the dimensions of deep-level diversity
affect
 individual behavior and interactions in the
workplace
 explain the basic principles and practices that can
be used to manage diversity

3. Diversity Is Not Affirmative
Action
 Diversity exists in an organization when
there are a variety of demographic, cultural,
and personal differences among the people
who work there and the customers who do
business there.
 Affirmative action refers to purposeful
steps taken by an organization to create
employment opportunities for minorities
and women

4. Diversity Makes Good Business
Sense
 Decreases turnover
 Decreases absenteeism
 Helps companies avoid expensive lawsuits
 Helps companies attract and retain talented
workers
 Drives business growth
 Higher-quality problem solving
 Encourages workers to stay

5. Diversity and Differences
 Surface-level diversity
 Deep-level diversity
 Social integration

6. Age Discrimination
Treating people differently in hiring, firing,
promotions, or compensation because of their
age.
Managers should:
 Recognize that age discrimination is much more
pervasive then they think
 Make hiring and promotion decisions based on
qualifications, not age
 Monitor the extent to which older employees receive
training
 Ensure that younger and older workers interact with
each other

7. Sex Discrimination
When people are treated differently because
of their sex.
Managers should:
 Mentoring
 Make sure that male-dominated social
activities don’t unintentionally exclude women
 Designate a go-to person that women can talk
to if they believe they are being held back

8. Racial or Ethnic Discrimination
When people are treated differently because
of their race or ethnicity.
Managers should:
 Start by looking at the numbers (hiring rates,
promotion rates)
 Survey employees’ level of satisfaction
 Eliminate unclear selection and promotion
criteria
 Train those who make hiring and personnel
decisions

9. Disability Discrimination
When people are treated differently because
of their disabilities.
Managers should:
 Education
 Workplace accommodations
 Actively work to find jobs for qualified people
with disabilities

10. The Big Five Personality
Dimensions
 Extraversion
 Emotional stability
 Agreeableness
 Conscientiousness
 Openness to experience

11. Diversity Paradigms
 Discrimination and fairness paradigm
 Access and legitimacy paradigm
 •Learning and effectiveness paradigm
– organizational plurality

12. The Learning and Effectiveness Paradigm
 Values common ground
 Makes a distinction between individual
and group differences
 Less likely to lead to conflict, backlash,
divisiveness
 Focuses on bringing different talents and
perspectives together

13. Diversity Principles
 Carefully and faithfully follow and enforce
federal and state laws regarding equal
opportunity employment.
 Treat group differences as important but not
special.
 Find common ground.
 Tailor opportunities to individuals, not groups.
 Solicit negative as well as positive feedback.
 Set high but realistic goals.

14. Diversity Training and Practices
 Awareness training
 Skill-based diversity training
 Diversity audits
 Diversity pairing
 Minority experiences

15. QUESTION:
In your own field, how would manage your
people and their diversities?