Exam 4: Managing Diversity

Some employers' experience with the disabled is similar to Pizza Hut's, which found the turnover rate of the disabled:

Improving diversity management is an important challenge for companies. Explain at least five strategies for improving the management of diversity.

Segmented communication channels exist only in high-level business positions because of the increased political nature of such jobs.

Improving diversity management must begin with:

Additional Case 4.3 Your retail company has 80% of its stores located in downtown metropolitan areas. Your biggest stores are in communities where minorities represent 60% of your customers. Your middle-management team has been changing over time so that 50% of your managers are women and about 30% are ethnic minorities. A significant number of your hourly employees, about 35%, have served over 20 years in their respective stores and many are over 40 years of age. Top management feels that African-Americans are under-represented in the hourly workforce and in middle management. They want HR to initiate an aggressive recruitment process to address the situation. Hispanics are the biggest minority group, besides women, in your workforce. In a discussion about where the company should target its diversity program, the CEO explains she wants to implement a training program for managers to raise their sensitivity to minorities, especially Hispanics. She also notes that there are no disabled persons in the workforce and very few Asian-Americans. Carlos, the VP of facilities, notes that he has accommodated all the Asian-American employees he can in his MIS and facility support services. He also argues that he only has about $10,000 in his budget for reorganizing display space in the stores to accommodate disabled employees and that this amount probably isn't sufficient to accommodate a disabled employee. -Refer to Additional Case 4.3. Which of the following would most likely help women at the firm advance their careers?

According to the text, what is the best strategy to handle the various challenges of managing a diverse workforce?

Which of the following is most likely NOT a characteristic of an organization that effectively manages diversity?

Additional Case 4.3 Your retail company has 80% of its stores located in downtown metropolitan areas. Your biggest stores are in communities where minorities represent 60% of your customers. Your middle-management team has been changing over time so that 50% of your managers are women and about 30% are ethnic minorities. A significant number of your hourly employees, about 35%, have served over 20 years in their respective stores and many are over 40 years of age. Top management feels that African-Americans are under-represented in the hourly workforce and in middle management. They want HR to initiate an aggressive recruitment process to address the situation. Hispanics are the biggest minority group, besides women, in your workforce. In a discussion about where the company should target its diversity program, the CEO explains she wants to implement a training program for managers to raise their sensitivity to minorities, especially Hispanics. She also notes that there are no disabled persons in the workforce and very few Asian-Americans. Carlos, the VP of facilities, notes that he has accommodated all the Asian-American employees he can in his MIS and facility support services. He also argues that he only has about $10,000 in his budget for reorganizing display space in the stores to accommodate disabled employees and that this amount probably isn't sufficient to accommodate a disabled employee. -Refer to Additional Case 4.3. What is a key issue for the CEO in implementing diversity training that would focus on understanding Hispanic culture?

Additional Case 4.2 MGN, Inc. is a Fortune 500 company that wants to manage its diverse workforce more effectively. HR is facilitating meetings among middle managers to communicate this idea and to gather input from the managers about the best way to accomplish this goal. Mercedes, a Latina manager, suggests that the company does not need to do more than what is already being done. She cites the company's previous affirmative action plan. "Also," she argues, "we've given African-Americans and Asian-Americans more than enough opportunity. I tried to promote a Latino to supervisor position, and you guys (HR dept.) told me I really needed to give Kym, an African-American, the opportunity." Paul, a white supervisor, feels that management is management. Managing diversity is just a gimmick or a passing fad. "I've been a supervisor for 20 years, and I've found that if I treat people fairly and listen to them, things work out just fine." Ana, a relatively new middle-manager, is a bit more positive about the idea but has significant reservations. She feels, however, that the company really needs to give women and minorities access to the "old boys' network." If all the company does is conduct training and devise slogans, nothing will happen. Finally, Rahkim, an African-American supervisor, says he doesn't care what they do. He's giving notice because he's joining some other African-Americans in starting their own company. He's been a supervisor for five years and has been passed over for promotion twice. He feels that he has experienced discrimination because he's African-American. -Refer to Additional Case 4.2. As you review the comments and thoughts of these various managers, what challenge to managing diversity seems to be expressed by all?

Which of the following is a true statement regarding foreign workers?

The percentage of women in the workforce is increasing, while the number of men in the workforce is decreasing.

Diversity, the human characteristics that make people different from one another, consists solely of characteristics that cannot be controlled by the individual.

Jorge is from Guatemala. Amanda, an American co-worker, assumes that Jorge, (and all Guatemalans)are just like her two Latina friends, and that the three share the same abilities, likes, and dislikes. Amanda is guilty of:

The set of activities involved in integrating nontraditional employees into the workforce and using their diversity to the firm's competitive advantage is referred to as ________.

Generally, Hispanics:

Businesses are more frequently trying to control sexual harassment through:

Additional Case 4.4 Xavier has just become the head of HR at Hot Rods, Inc. He notices that the company is very homogenous, especially in light of the very diverse community in which it is located. He is surprised to find that the number of women and other minorities is quite low in all positions. As one of his first responsibilities, Xavier wants to implement a diversity program at Hot Rods. -Refer to Additional Case 4.4. Xavier institutes a diversity program at Hot Rods and, despite his best efforts, people make critical comments about it. Some men are complaining that more women have been hired simply because of their gender and that they lack the necessary skills to perform their jobs. This is most likely a manifestation of:

Colgate's rise to the top spot in the oral care market is primarily considered a result of:

Research indicates that during the 2008-2011 recession, the percentage of unemployed disabled people actively seeking work was equal to the percentage of unemployed non-disabled people seeking work.

Additional Case 4.1 As the Director of HR, David is leading a management discussion to plan and implement a diversity management program. David is concerned that management, while tolerant, tends to stereotype minorities and this will eventually lead to difficulties for the firm. The company's top three markets are in Los Angeles, Chicago, and Miami. All three markets are heavily Latino in make-up. The senior management team is all male. The youngest member is 58 years of age. Martinez, the VP of Operations, feels that people should blend together and that focusing on differences merely creates divisions. He thinks that you should have a common training program to create a unified "American" company culture. Patrick, VP of Finance, doesn't see the need for a program. He respects that people are different, but he feels that once you get to know a Hispanic, African-American, or Asian-American, you know how to work with any Hispanic, African-American, or Asian-American. Moreover, Patrick doesn't believe the company should get into affirmative action programs. The firm tried it ten years ago, and it created many problems. Simon, the CEO, thinks a diversity management program is important. He believes the company is missing some important talent without such a program. Simon feels that the company can create a competitive advantage by being in the lead on this issue and also believes the changing workforce is going to require adjustments in the future. -Refer to Additional Case 4.1. Patrick is most likely directed by: