MBA 545: People and

Systems in Organizations

Session 2

Co-teach:

Lesson:
Diversity, work performance and organizations

Class Co-Teach Presentations

Lesson
Diversity, work performance and
organizations

What is Diversity?
How would you define diversity?

What is Diversity?
Harvey, Allard p. xii

How would you define diversity?

Are Attitudes towards Diversity

Changing?
Harvey, Allard p. xii

How?
Why?
Is it for the good?

Change Model
Unfreezing

Demographics
Global expansion
Laws
Values
Economics

Refreezing

Change

Social
responsibility
Best practices
Awards
Flexible work

Leadership
Corporate
Boards
Diversity audits
Training

Understanding Organizational
Responses to Change

Definitions
Prejudice: a preconceived evaluative
attitude based on social group
membership.

 Is prejudice bad? Common?

 Is prejudice bad? Common?

Although prejudice can be positive, neutral
or negative, and conscience or unconscious
it is the negative and unconscious that can
lead to stereotypes.

Definitions
Stereotype: generalized beliefs that all
members of a group possess the same
characteristics that are the most
problematic

Definitions
Stereotype: generalized beliefs that all
members of a group possess the same
characteristics that are the most
problematic
Like prejudice, stereotypes can be positive,
neutral or negative and are learned rather
than innate. It is a mental process, not a
behavior.

Definitions
Discrimination: a behavior that occurs when
members of a social identity group are
treated unfairly or unequally because of
their group memberships.

Understanding Diversity
Lodens Dimensions of Diversity (Harvey
& Allard p. xv)
Scheins Levels of Organizational Culture
(Harvey & Allard p. xv)

Video: New Data on the Rise of

Women
https://www.ted.com/talks/hanna_rosin_new_data_on_the_rise_of_women

Discussion
Think of an example where you have experienced:
Prejudice
Stereotype
Discrimination

Discussion
Think of an example where you have experienced:
Prejudice
Stereotype
Discrimination

Think of an example where you have exhibited :

Prejudice
Stereotype
Discrimination

Stages of Diversity Awareness

Power, Authority, and Influence

Power is the ability to get others to do
what you want them to do
Authority is formal power due to position
Influence is the ability to lead others
without the exertion of force or formal
authority

Sources of Organizational Power

(from French & Raven)

Coercive ability to punish

Reward provide benefits
Legitimate/title based upon position
Referent role model or mentor
Expert experience or knowledge

Theories of Motivation
Maslows Hierarchy of Needs

Self-Actualization Needs

Esteem Needs

Social Needs

Safety Needs

Physiological Needs

Needs are satisfied bottom to top (or back down)!

Theories of Motivation
Herzbergs Two-Factor Theory
(Hygiene Theory)
Job
JobSatisfiers
Satisfiers
ororTrue
TrueMotivators
Motivators

Recognition
Achievement
Advancement
The work itself

Job
JobDissatisfiers
Dissatisfiers
ororHygiene
HygieneFactors
Factors

Work conditions
Pay
Benefits
Supervision

Theories of Motivation
Macgregor's Theory X and Theory Y
Management Styles

Theory
TheoryYY

People are inherently

good and just need to be
given the right
opportunity and support.

Theory
TheoryXX

People are inherently

lazy and incompetent and
need to be directed and
watched.

Process: Managing Team Conflict

Prepare

Acknowledge

Respond

Conflict Response Model

from Thomas-Kilman
High

Assertiveness

Competing

X
Compromising

Avoiding

Low

Collaborating

Accommodating

X
Low

X
Cooperativeness

High

Cross-Cultural Conflicts
Monitor these areas on multi-national projects:
Information sharing
Hierarchical vs. participative decision-making
Work ethic
Resistance to change
Performance feedback
Risk tolerance

Guidelines for Improving CrossCultural Competence

Accept that your beliefs and behaviors are
culturally bound, and represent only one
perspective of a situation
Develop an awareness of other cultures
Avoid using attributions and stereotypes
Adopt Stephen Coveys advice, Seek first to
understand, then to be understood
Instead of assuming you have all the information,
assume that you dont

High Context / Low Context Cultures

High Context

Know and trust first, then work.

Emphasis on Social Context

Setting, status and nonverbal behavior more important
than words
Relationship and trust more important than business goals
and objectives
Welfare and harmony of group is valued

Low Context

Dont take it personal; its just business!

Communicate to exchange facts and information

Meaning derived from words
Business transactions more important than relationship and
trust
Individual achievement over group welfare and
functioning
Kennedy, J., Put Diversity in Context, Personal Journal (Sept. 1991)

High Context / Low Context Cultures

High Context

Low Context

Chinese
Korean
Japanese
Vietnamese
Arab
Greek
Spanish
Italian
English
North American
Scandinavian
Swiss
German
Hall, E., Beyond Culture, Garden City, NY, Anchor Press (1976)

Attitudes towards Diversity:

Individual
Individuals and groups tend to see
prejudice and bias in others and not themselves.

Perceptual Distortions
Stereotyping
Projection
Perceptual Defense

Attributions
Fundamental Attribution Error
Self-serving bias

Attitudes towards Diversity:

Organizational
Ethnocentrism
Group or culture superior

Monoculture
Accepts only one way of doing things and set values and
beliefs

Ethno-relativism
Groups and subcultures are inherently equal

Pluralism
Organization accommodates several subcultures

Stages of Diversity Awareness

Highest Level of Awareness

6 - Integration
5 - Adaptation
4 - Acceptance
3 - Minimizing Differences
2 - Defense
1 - Denial
Lowest Level of Awareness

Bennet, M., Journal of Intercultural Relations 10 (1986)

Stages of Diversity Awareness

6 - Integration
Multicultural attitude

5 - Adaptation
Able to empathize with other cultures
Able to shift from one cultural perspective to another

4 - Acceptance
Accepts behavioral and value differences
Recognizes validity of other perspectives

3 - Minimizing Differences
Hides or trivializes cultural differences
Focuses on similarities among all peoples

2 - Defense
Perceives threat from others
Uses negative stereotyping
Assumes own culture superior

1 - Denial
Parochial world view
No awareness of cultural differences
In extreme, may claim other cultures sub-human
Bennet, M., Journal of Intercultural Relations 10 (1986)

A Best Practice Framework for Enhancing Communications and

Effectiveness on Multicultural Teams
1. Create Diversity Awareness
Training designed to make people aware of their
own prejudices and stereotypes
2. Develop Team-Based Values
TOA and Team Charter creation
3. Cultural Needs as an input into the Communication Plan
4. Promote Diversity as an Organizational Competitive
Advantage
Recruit for Diversity
Career Advancement Opportunities