Download Management and managers today

WEEK 6:
THE MANAGER AS A PERSON – II
MANAGING DIVERSITY
BUSN 107 – 31.10.2012
Values
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Values => The conscious, affective desires or
wants of people that guide their behavior
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Guiding principles in an individual’s life, shaping their
view of the world
Linked to attitudes in that a value serves as a way of
organizing attitudes.
Values
Values

Value System => a hierarchy based on a ranking
of an individual’s values in terms of their intensity
I. Terminal Values:
A
lifelong goal or objective that an individual seeks to
achieve; desirable end-states of existence
II. Instrumental Values:
A
mode of conduct that an individual seeks to follow;
means of achieving one’s terminal goals
Attitudes

Attitudes => A collection of feelings and
mental state of readiness
 Evaluative
statements or judgements concerning
objects, people or events.

Implications for managers:
Define predispositions toward the world
 Provide emotional basis of interpersonal relations and
identifications with others
 Some are persistent and some are subject to change

Attitudes isn’t everything, but it’s
close.
New York Times headline, August 6, 2006
Why Should Managers Be Interested in
Employees’ Attitudes?


Attitudes give warnings of potential problems and
they influence behavior
Employees with positive attitudes towards work
perform better on the job
The Components of Attitudes
Cognitive = evaluation
My supervisor gave a
promotion to a coworker who
deserved it less than me. My
supervisor is unfair
Affective = feeling
I dislike my supervisor!
Behavioral = action
I am looking for another work;
I’ve complained about my
supervisor who would listen
Negative attitude
towards
supervisor
Important Job Attitudes:
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Job satisfaction
Organizational commitment
Perceived organizational support
Job involvement
Employee engagement
Important Job Attitudes

Job Satisfaction
A
collection of feelings and beliefs that managers
and employees have about their jobs

It results from the perception of the job based on
following factors:
 Pay,
job, promotion opportunities, work
environment and conditions, organizational policies
and procedures, supervisors, co-workers
How to create satisfied employees?

Management is able to control each of these:
 Mentally
challenging work
 Opportunities to use their skills and abilities;
varieties of tasks, freedom and feedback
 Equitable
rewards
 Pay systems employees perceive as just,
unambigious and in line with their expectations
How to create satisfied employees?

Management is able to control each of these:
 Supportive
working conditions
 Safe and comfortable working environment
 Supportive
coworkers
 Social interaction, friendly and supportive
managers and coworkes
Job Satisfaction In Close

US workers job satisfaction relatively high (Gallup
Poll, 2008):
 http://www.gallup.com/poll/109738/us-workers-job-
satisfaction-relatively-high.aspx

US job satisfaction struggles to recover to 2008
levels (Gallup Poll, 2011):
 http://www.gallup.com/poll/147833/job-satisfaction-
struggles-recover-2008-levels.aspx
Important Job Attitudes

Organizational Commitment
 The
degree to which a manager/employee identifies
with the organization and its goals and wishes to
maintain membership there –loyalty to the org.
 Committed
managers are loyal to their firms and less
likely to quit
 Leads to a strong organizational culture
 Helps managers perform their figurehead and
spokesperson roles
Attitudes - Performance Relationship:
Job Satisfaction
Job
Performance
Org. Commitment
Organizational Culture

Organizational Culture
 Shared
set of beliefs, expectations, values, norms,
and work routines that influence how members of an
organization relate to one another and work
together to achieve organizational goals
Organizational Culture


In strong organizational cultures, the majority of
people within the organization agree on
organizational goals
In weak organizational cultures, the majority of
people within the organization disagree on
organizational goals
Factors that Maintain and Transmit
Organizational Culture:
Diversity of the Workforce and the
Environment

Diversity
 Differences
among people in age, gender, race,
ethnicity, religion, sexual orientation, socioeconomic
background, and capabilities/disabilities
Diversity of the Workforce and the
Environment
Reasons why diversity is an important concern:
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The ethical imperative for equal opportunity and
fair and just treatment
Effectively managing diversity can improve
organizational effectiveness
The continuing unfair treatment toward diverse
individuals as a result of biases, stereotypes and
overt discrimination
Sources of Diversity in the Workplace:
Workforce Diversity: Gender

Women in the Work Place in US:
 U.S. workforce is 46.5 % percent female
 Women’s weekly median earnings are $572
compared to $714 for men.
 Women hold only 16% of corporate officer
positions
Workforce Diversity: Gender


World Economic Forum: The Global Gender Gap
Report 2012
http://www.weforum.org/issues/global-gendergap
Workforce Diversity: Gender
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Turkey in Gender Gap Report:
Workforce Diversity: Gender

Turkey in Gender Gap Report:
Solving Diversity-Related Problems
Think about the last time:
(1) you were treated unfairly because you
differed from a decision maker on a particular
dimension of diversity, or
 (2) observed someone else being treated like
this

Managing Diversity Effectively
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Critical Managerial Roles:
 Conveying
it as a valued goal and objective
 Enabling diverse employees to coordinate and
cooperate in the organization
 Using authority and status to influence and persuade
others
 Commitment and reward for the support of diversity
 Showing confidence in the abilities and talents of
diverse employees
Managing Diversity Effectively
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Two Moral Principles for Managing Diversity:
 Distributive
Justice => Fair distribution of pay,
promotions and other organizational resources
based on meaningful contributions
 Procedural
Justice => Use of fair procedures to
determine how to distribute outcomes to
organizational members
Perceptions as a Determinant of
Unfair Treatment

Perception
 The
process through which people select, organize
and interpret what they see, hear, touch, smell and
taste to give meaning and order to the world
around them

Inaccurate perception leads managers to bad
decisions and inapproporiate actions; unfair treatment
towards diverse employees
Perceptions as a Determinant of
Unfair Treatment

Managers’ perceptions likely to differ because of
their differences in:
 Personality,
values, attitudes and moods
 Past experiences: acquired knowledge about people,
events and situations

Pre-existing schemas => abstract knowledge
structures
 Gender
schemas
 Race and ethnicity schemas
Perceptions as a Determinant of
Unfair Treatment
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Stereotype: Simplistic and often inaccurate beliefs
about the typical characteristics of particular groups
of people
Biases: Systematic tendency to use information about
others in ways that result in inaccurate perceptions
 Similar-to-me
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effect, social status effect, salience effect
Overt Discrimination: Knowingly and willingly
denying individuals access to opportunities and
outcomes in an organization
Steps in Managing Diversity
Effectively
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Secure top management commitment
Increase the accuracy of perceptions
Increase diversity awareness
Encourage flexibility
Pay close attention to how employees evaluated
Consider the numbers in terms of diversity
Empower employees to challenge discriminatory behaviors
Reward employees for effectively managing diversity
Provide training and mentoring on diversity
Next Week

Read from your course book:
Chapter 4: Ethics and Social Responsibility