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Chapter 11 - Managing the Diverse Workforce
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1. What opportunities do you see as a result of changes in our nation's work force?
This is a very open-ended question, and may lead to another question, namely: Opportunities for
what? One way of approaching it is to consider the business opportunities resulting- from the changes
in the nation's workforce and look at the change by segment.
Gender issues. The text points out that 47% of the workforce in the U.S. are women. These women,
2. Is prejudice declining in our society? In your organization? Why or why not?
This question should generate a wide variety of responses. Some students (especially white males)
will argue that prejudice in society is declining dramatically. They will point to the growing integra-
tion of U.S. society following the elimination of discriminatory laws, policies, and regulations. They
3. What distinctions can you make between affirmative action and managing diversity?
The primary goal of affirmative action was to correct past injustices. Women and minorities had not
benefited from the growth and expansion of U.S. corporations. They had been systematically ignored
for entry-level positions, and had been discriminated against in terms of promotion opportunities. Af-
firmative action legislation was designed to ensure equal opportunity for all applicants and targeted
DISCUSSION QUESTIONS
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4. How can managers overcome obstacles to diversity such as mistrust and tension, stereotyping,
and communication problems?
Mistrust and tension usually result from lack of contact and lack of familiarity. These can be over-
come, to a large degree, by bringing individuals together in both formal and informal settings so they
learn to better understand and appreciate members of other groups. Formal training, designed to iden-
tify the causes of mistrust and tension, can also help in this process.
5. How can organizations meet the special needs of different groups (e.g., work and family issues)
without appearing to show favoritism to those particular sets of employees?
An organization can take a couple of steps to ensure that it treats different groups with a degree of
equity. It can make sure that it
➢ Listens carefully to the concerns and needs of all groups.
6. How can diversity give a company a competitive edge? Can diversity really make a difference in
the bottom line? If so, how?
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Diversity can give a company a competitive edge because the various diverse groups that make up the
company can:
➢ Provide the company with insights and perspectives on previously underemphasized market
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EXERCISE 11.1 - BEING DIFFERENT
Objectives
1. To increase your awareness of the feeling of “being different.”
Suggested responses
1. Student responses will vary. The situation in being different is when one is ostracized from the
group. One must have their own set of values. Different personalities will lead to diversity or differ-
ence.
2. Student opinions will vary. How I felt is derived from diversity of opinion.
Suggested Responses to Discussion Questions
1. Were there students who experienced being different in situations that surprised you?
2. How would you define “being different”?
3. How can this exercise be used to good advantage?
This exercise can be used to good advantage to highlight a discussion of the differences to provide an im-
Teaching Tips
1. It is very important that students let down their defenses and speak candidly and openly about this
exercise. However, care must be taken to prevent unnecessary hard feelings.
2. Hand out party hats to one half of the class and have them wear then during the class. At the end of
EXPERIENTIAL EXERCISES
Chapter 11 - Managing the Diverse Workforce
EXERCISE 11.2 - GENDER STEREOTYPES
Objectives
1. To explore stereotypes related to gender.
Suggested Responses
Students are likely to feel uncomfortable with the way they have been portrayed by the opposite gender.
EXERCISE 11.3 - HE WORKS, SHE WORKS
Objectives
1. To enable students to explore the issue of stereotyping and to show how easy it is to fall into the
trap of extrapolating from a situation or a sentence to a stereotypical comment.
Suggested responses
The family picture is on his desk: His family will come before his career.
1. The desk is cluttered because it is consistent with his personality. Organization would not be a high
priority for this individual.
6. The boss critiquing an individual may result in behavior unacceptable to the boss.
7. Getting an unfair deal may result in adverse behavior and force an individual into self-examination of
one’s behavior.
8. In getting married one must adjust into new expectations and needs that may vary based on the ar-
The family picture is on her desk: Her family will come before her career.
1. She is dysfunctional and organization is not important to her.
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4. She values personal time more so than performing her job.
Teaching Tips
1. Role-play this exercise. Have a male and female student sit at the front of the class behind identical
desks. Take the comments in pairs (i.e., his desk is cluttered; her desk is cluttered) and compare the
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Niche Hotel Group
Case Summary:
Niche Hotel Group operates distinctive hotels in major cities throughout the United States. It has an en-
thusiastic, talented, and racially diverse workforce. The company’s vice president of human resources,
Chapter Topics Related to the Case:
• Discuss how a diverse workforce can provide a competitive advantage to a company like
Monique’s.
Case Discussion Questions:
1. How can promoting a diverse workforce help Niche Hotel Group succeed as a business?
Suggested Response:
Diversity in an organization’s upper ranks has been associated with superior financial performance. Being
2. Why do you think diversity training has not always prevented problems at NHG?
Suggested Response:
One possibility is that the training is too limited. Often, diversity training focuses on awareness without
3. What should NHG do to improve its climate for diversity?
Suggested Responses
CONCLUDING CASE
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Other ways managers can create a climate promoting diversity include developing a mission statement
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Zappos
1. Evaluate whether you think Zappos is a responsive organization. How do you expect its recent down-
sizing to affect its responsiveness?
Zappos has several characteristics of the organic structure, which is seen as allowing the organization
to be more responsive. The values of embracing change and wowing customers support the condition
2. How does human resource management reinforce Zappos’ core values?
Each activity of HRM is used to reinforce the core values. In terms of planning, the company operates
3. How well do you think Zappos’ human resource strategy supports the valuing of employee diversity?
What diversity issues does Zappos need to address?
Answers will vary. Students may note that the company wants all its employees to share one set of
values. Perhaps this is a way of discouraging diversity of thought, but it also could be seen as opening
PART III SUPPORTING CASE
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Example 11.1 – Diversity today: Diversity isn’t just a U.S. issue. Deloitte Canada recognizes
the value of a diverse workforce. People of Aboriginal background represent Canada’s fastest
Example 11.2 - Diversity: On her way up the management ranks at Jordan Marsh, Liz Harris, a
black woman, was often disheartened by the dearth of people of color in management. As she
Example 11.3 – Competitive advantage of diversity: In-house lawyers at 70 firms like Sara Lee
and TIAA-CREF recently signed an agreement to only use law firms that can show that they hire
Example 11.4 – Multicultural organizations: One size does not fit all, says Anita Zanchettin,
Director of Diversity at Aperian Global. It’s a very different reality in every country … the busi-
ness environment, the languages, the needs of the marketplace and consumers. Companies must
Example 11.5 – Mentoring and Diversity: Reverse mentoring is a growing trend that can be
used to help employees appreciate generational diversity in the workforce. In this form of mentor-
EXAMPLES
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Please see the following additional materials in Connect.
• Dream Dinners
Washington-based Dream Dinners started out of an attempt to help friends get dinner on
How would you describe the diversity of Dream Dinners’ management team?
Dream Dinners would likely be characterized as a monolithic organization. The company
Diversity in Hiring: Candidate Conundrum
I. Introduction
The diversity of employees and the potential conflict that may arise as a result is the focus of this
II. Learning Objectives
1. To assess students’ understanding of workplace diversity and diversity management.
2. To analyze and evaluate approaches to managing diversity in the workplace.
3. To identify equal employment laws relevant to diversity management.
III. Scenario Description:
Overview: At the conclusion of a previous meeting between Syl Tang and two employees, Daniel
CHAPTER VIDEO
SUPPLEMENTAL FEATURES
MANAGER’S HOT SEAT (MHS)
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revelation. Tang suggested meeting with each of them separately to discuss their concerns and
then to regroup and discuss a solution. The individual meetings have taken place and now they
are meeting together.
Profile:
• Syl Tang is the Senior Supervisor of Research and Production at EarthFirst Pharmaceu-
ticals, a company dedicated to the research and production of vaccines for various dis-
References: The references included in the DVD are:
• Dimensions of Workplace Diversity (PPT 10-3)
Back History: Syl has been the supervisor for seven years and is highly respected and regarded.
Her teams often cross-collaborate on special projects – each team has a specialized field of exper-
tise. The teams are quite large, totaling over 100 people. With such a large department, Syl has
less one on one contact with the employees than she would like.
Scene Set-up: Simmons, Franklin, and Tang meet to discuss how they can meet the project’s ob-
jectives.
Scene Location: Tang’s office
The Meeting - Summary: Syl explains that she and Bob have discussed a solution that would en-
able two of Bob’s employees to take on a larger responsibility and still meet the needs of the pro-
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Afterthoughts – Summary: Syl admits that Daniel has a good point because Bob probably will
Dossier: The specific artifacts included in the DVD are:
1. Benefits Policy Excerpt
IV. Discussion Questions:
The References and related Discussion Questions may be found in PowerPoint slides 10-1 to 10-9.
Learning Objective #1: To assess students’ understanding of workplace diversity and diversity manage-
ment.
1. The Dimensions of Workplace Diversity are provided in PPT 10-3. List all of the dimensions of
diversity you observed in this scenario.
2. Which of the managerial roles shown on PPT 10-4 did Syl demonstrate?
3. How effective was Syl in performing the roles you cited in #2?
Learning Objective #2: To analyze and evaluate approaches to managing diversity in the workplace.
1. Provide examples from the scenario in which Syl either effectively or ineffectively promoted di-
versity. Use the information in PPT 10-6 to support your answer.
Syl did not effectively increase the accuracy of perceptions or encourage flexibility. She
seemed very willing to let Bob change the staffing of the project simply because he was uncom-
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1. What is Syl’s objective [when suggesting to delegate certain portions of Bob’s work to
Ralph and Jennifer]?
A. Avoid conflict
2. Daniel’s perception [that Syl is letting Bob’s personal opinion affect a working rela-
tionship] is:
A. Clouded
3.How should Syl respond [to personal attacks in the meeting]?
A. Mediate
4. What is the main issue [when Syl states there is not going to be a discussion of any-
body’s personal life]?
A. Confidentiality
5. Why does Syl propose this [having Daniel come up with an alternative solution]?
A. Shirk responsibility
Learning Objective #3: To identify equal employment laws relevant to diversity management.
1. According to Title VII of the Civil Rights Act of 1964, is Daniel being unlawfully discriminated
against (see PPT 10-9)?
Chapter 11 - Managing the Diverse Workforce
2. According to EarthFirst’s Harassment policy, is Daniel being discriminated against?
3. What are the long-term implications of allowing Bob to refuse to work with Daniel?
If Syl allows and condones this action, it could become a slippery slope. Daniel has a point (and
4. What actions should Daniel take next if he is separated from other employees?
• Appreciating and Valuing Diversity
• Sexual Harassment Training
SELF-ASSESSMENTS
