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OB - Diversity
The document discusses the importance of diversity in organizational behavior, highlighting the various layers of diversity and its significance for competitive advantage and innovation. It addresses the challenges of discrimination and the benefits of affirmative action while providing data on wage gaps among different demographics. Additionally, it emphasizes the need for effective management of diversity to improve workplace outcomes and encourages personal development and inclusivity within organizations.
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OB - Diversity
- 1. Diversity BUSA 220 Organizational Behavior Professor Wallace
- 2. What does Diversitymean to you? • Diversity: The differences and similarities that exist among all human beings. • Stand up, then sit down if what I suggest doesn’t apply to you. • Once sitting, if something new applies, stand back up.
- 3. The 4 Layersof Diversity Source: L Gardenswartz and A Rowe, Diverse Teams at Work: Capitalizing on the Power of Diversity (New York: McGraw-Hill, 1994), p. 33
- 4. Evaluate • Sam is a 55 year-old, male Sales Manager for XYZ corporation. He likes to drive fast cars and is Native American. Which layer of diversity has not been mentioned about Sam? A. Personality B. Internal C. External D. Organizational
- 5. Affirmative Action • Goal:Prevent discrimination (Never required to hire unqualified people) • Have affirmative action programs been good for society? – A=Yes, B=No • Are affirmative action programs still necessary? – A=Yes, B=No
- 6. Competitive Advantage • How can managing diversity be a competitive advantage? • Workforce diversity mirrors consumer and B2B diversity. • Diversity is required for innovation and competitive advantage. • Lower turnover, and less chance of lawsuits.
- 7. Gender – Race– Age – Sex • Women Year % Year % Year % 1951 63.9 1970 59.4 1992 70.8 – The glass ceiling is an 1953 61.3 1972 57.9 1994 72.0 invisible barrier blocking 1956 63.3 1974 58.8 1996 73.8 women and minorities from 1957 63.8 1976 60.2 1998 73.2 top management positions. 1958 63.0 1978 59.4 2000 73.3 Break it by: • Consistently exceeding 1959 61.3 1980 60.2 2002 76.6 performance expectations 1960 60.7 1982 61.7 2003 75.5 • Developing a style with 1961 59.2 1984 63.7 2005 77.0 which male managers are 1963 58.9 1986 64.3 2006 76.9 comfortable, 1964 59.1 1988 66.0 2007 77.8 • Seeking out difficult or 1966 57.6 1990 71.6 2008 77.1 challenging assignments, and 1968 58.2 1991 69.9 2009 77.0 • Having influential mentors. Source: Nat'l Committee on Pay Equity
- 8. Gender – Race– Age – Sex Race/Gender $ Ratio White Men $47,814 100.0 % White Women 35,151 73.5 Black Men 34,480 72.1 Black Women 30,398 63.6 Hispanic Men 27,490 57.5 Hispanic 24,738 51.7 Women All Men $42,210 88.2 All Women $32,649 68.3 Wage Gap 77.4% Source: 2007 U.S. Census Source: Pew Research
- 9. PepsiCo Chairman &CEO Indra K. Nooyi – • President and CEO (2006). Chairman (2007). • Directed global strategy and led its restructuring: – Divested restaurants into YUM! Brands, Inc., – Acquired Tropicana and merged with Quaker Oats that brought the vital Quaker and Gatorade businesses to PepsiCo. – Merger with PepsiCo's anchor bottlers, and the acquisition of Wimm-Bill-Dann.
- 10. PepsiCo under Nooyi’sLeadership
- 11. PepsiCo under Nooyi’sLeadership Annual Category 2007 2008 2009 2010 Net Revenues 39.5B 43.3B 43.2B 57.8B Revenue and Cost of Goods Sold 16.7B 18.8B 18.5B 24.4B Income Depreciation And Amortization 1.4B 1.5B 1.6B 2.3B Gross Income 21.4B 22.9B 23.1B 31.1B General Expenses 14.1B 15.4B 15.0B 22.8B Operating Expenses Research And Development 364.0M 388.0M 414.0M 488.0M Total Operating Expenses 32.2B 35.8B 35.2B 49.5B
- 12. Age & theWorkforce Less Workplace Politics Lower Role Turnover Models Hiring Better Punctuality Older Customer Workers Service
- 13. Gender – Race– Age – Sex Retirees to Workers Percentages (%)
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- 15. Gender – Race– Age – Sex Is someone’s personal sexual or relationship choices anyone else’s business? What’s the impact?
- 16. Global Competition Source: OECD PISA 2009
- 17. Survey Says: Degreeto Work? 1. Graduates may be technically competent, lack teamwork, critical thinking, and analysis skills 2. Less graduates in technical fields such as science, math, and engineering. 3. High school graduates working in entry-level positions do not possess necessary basic skills (national high-school graduation rate is 75%) Source: U.S. Census Bureau Statistical Abstract 2012
- 18. Self Development isCrucial • Gender, race or age: – Be exceptionally competent & seek out mentors – Build social capital – Assist work/life balance by delegating housework – Improve negotiating skills – Take credit for accomplishments – Create a partnership with spouse to be mutually supportive – Balance need to be assertive and communal
- 19. Organizational Diversity Two Theories: •Social categorization theory – Similarity leads to liking and attraction • Information/Decision- Making Theory – Diversity leads to better task-relevant processes and decision-making
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- 21. Diversity Conflict Conflict • Gender • Satisfaction? • Race • Individual • Turnover? • Age • Team • Productivity? • Organizational Diversity Outcomes?
- 22. Workplace Diversity –A Choice • Demographic Faultline – Hypothetical dividing lines that may split a group into subgroups based on one or more attributes • Positive Diversity – If members were open- minded, discussed and shared information, and displayed integrative behavior, individual, team and organizational outcomes improve
- 23. The Absence ofDiversity • Whether in work, school, church or family, what types of discrimination have you seen or participated in (even unwillingly?
- 24. Encouraging Diversity •What canour organizations do? •What can you do to improve yourself?
- 25. Thomas’s Action Options •Include/Exclude • Isolate – Removing Emphasis on including more individuals from authority. diverse employees, using • Tolerate – Acknowledge minority-owned companies but don’t value or accept. as vendors • Build Relationships - • Deny - That race, color, or Good relationships can gender have any impact on overcome differences decisions • Foster Mutual • Assimilate - All diverse Adaptation - Creating people will learn to fit in.. positive relationships with • Suppress - Squelching or others. This means being discouraging differences or willing to accept differences new ideas and accepting change.
- 26. Thomas’s Action Options •Include/Exclude • Isolate – Removing Emphasis on including more individuals from authority. diverse employees, using • Tolerate – Acknowledge minority-owned companies but don’t value or accept. as vendors • Build Relationships - • Deny - That race, color, or Good relationships can gender have any impact on overcome differences decisions • Foster Mutual • Assimilate - All diverse Adaptation - Creating people will learn to fit in. positive relationships with • Suppress - Squelching or others. This means being discouraging differences or willing to accept differences new ideas and accepting change.
- 27. Diversity – YourChoice