SHRM Eastern Shore Multicultural Diversity

Transcription

1 SHRM Eastern Shore Multicultural Diversity June 28, 2011 Susan Bennett EEO/AA Manager

2 Agenda Defining diversity Models of diversity Cultural diversity internationally Cultural diversity in the USA Strategies for working in a diverse environment

3 Cultural Diversity Culture: the sum total of ways of living built up by a group of human beings Traditions Religion Beliefs Behaviors Etiquette Dialect Location Priorities Perceptions

4 LAYERS OF DIVERSITY *Internal Dimensions and External Dimensions are adapted from Marilyn Loden and Judy Rosener, Workforce America! (Business One Irwin, 1991)

5 Cultural Diversity Internationally Traditions Religion Beliefs Behaviors Etiquette Dialect Location Priorities Perceptions

6 Geert Hofstede Model using dimensions of cultural diversity across different countries. Characteristic High Low Power Distance Index (PDI) : that is the extent to which the less powerful members of organizations and institutions (like the family) accept and expect that power is distributed unequally. High tolerance or acceptance of inequities from all levels Low tolerance for inequities, expectation of equality. Individualism (IDV) vs. Collectivism Loose connection between individuals, you take care of you, I ll take care of me. Strong groups from birth, protection in exchange for loyalty

7 Geert Hofstede Characteristic High Low Masculinity (MAS): Assertiveness (masculine) vs. Caring (feminine) Uncertainty Avoidance Index (UAI) : a society's tolerance for uncertainty and ambiguity, comfort with unstructured situations Competitive, aggressive values among men and women. Acceptance of flexibility and less structured direction, risk takers Caring, nurturing values among men and women. Need for structure, rules, direction and certainty, struggles with change, risk adverse

8 National Cultural Differences 100 USA 75 CHINA NORWAY PDI IDV MAS UAI

9 Cultural Diversity in the US Differences in culture within the USA. Geographic: New Mexico vs. New York vs. Mississippi Baltimore vs. Eastern Shore Socio-Economic

10 Cultural Differences in the US Poverty Middle Class Wealthy Possessions People Things One-of-a-kind, legacies, pedigrees Money To be spent To be managed Conserved, invested Personality Humor highly valued Achievement valued Social, political, connections valued Social Emphasis Inclusion of favorites Self-sufficiency Social exclusion Time Education Present, decisions made of the moment Valued as abstract, not reality Future focused Crucial to climb ladder, make money Destiny Fate, cannot change it Can change the future through good choices Language Casual, survival Formal, about negotiation Driving Forces Survival, relationships, entertainment Work, achievement History and traditions important Necessary tradition for connections Noblesse Oblige Formal, about networking Financial, social, political Payne, Rudy K., DeVol, Phillip, & Dreussi Smith, Terie. (2001). Bridges Out of Poverty. Highland, TX.: aha!process, Inc.

11 Strategies for Cultural Diversity Strategy Pro Con Discrimination-and-fairness: a culturally diverse workforce as a moral imperative to ensure fair treatment of all members of society. It focuses on providing equal opportunities in hiring and promotion, suppressing prejudicial attitudes, and eliminating discrimination. Access-and-legitimacy: diverse customers and markets require diverse workforce to gain access and legitimacy to those markets. Compliance, good moral foundation It works externally. No link to work outcomes, often requires assimilation What do you do internally typically assimilate. What s wrong with assimilation? Thomas, D.A., & Ely, R.J. Cultural Diversity at Work: The Effects of Diversity Perspectives on Work Group Processes and Outcomes. Administrative Science Quarterly, June, 2001.

12 Strategies for Cultural Diversity Strategy Pro Con Integration-and-learning: the insights, skills, and experiences employees have developed as members of various cultural identity groups are potentially valuable resources that the work group can use to rethink its primary tasks and redefine its markets, products, strategies, and business practices in ways that will advance its mission. Links to work process, outcome Can be uncomfortable, takes time, Thomas, D.A., & Ely, R.J. Cultural Diversity at Work: The Effects of Diversity Perspectives on Work Group Processes and Outcomes. Administrative Science Quarterly, June, 2001.

13 Conclusion Appreciate, embrace differences. Recognize your own culture and how it influences your view of others Ask, learn, understand Could my understanding (perception) of this behavior be wrong? What assumptions am I making about intent?