Managing People and Organizations

MBA ZG 511

BITS Pilani Dr. Jayashree Mahesh,

Department of Management, BITS Pilani.
Pilani|Dubai|Goa|Hyderabad
 BITS Pilani
Pilani|Dubai|Goa|Hyderabad

Lecture- 3 Part 1
 Concepts to be Covered

• Diversity in Organizations (3.1)

• Attitudes and Job Satisfaction (3.2)
• Emotions and Moods (3.3)

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BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
 BITS Pilani
Pilani|Dubai|Goa|Hyderabad

T1. Chapter 2- Diversity in Organizations

 Chapter Learning Objectives
After studying this chapter you should be able to:
 Describe the two major forms of workplace diversity.
 Demonstrate how workplace discrimination undermines
organizational effectiveness.
 Describe how the key biographical characteristics are
relevant to OB.
 Explain how other differentiating characteristics factor into
OB.
 Demonstrate the relevance of intellectual and physical
abilities to OB.
 Describe how organizations manage diversity effectively

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BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
Quiz
• What do you understand by the term diversity?
• https://www.menti.com/ala497uiabpt
• The voting code 4670 4529

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Diversity And Inclusion Workplace
Statistics To Know
• Groups formerly seen as “minorities” may reach majority status
by 2044.
• 48 percent of Generation Z are racial or ethnic minorities.
• Diverse companies enjoy 2.5 times higher cash flow per
employee.
• Diverse management has been shown to increase revenue by
19 percent.
• Gender-diverse companies are 15 percent more likely to surpass
industry median financial returns.
• 3 in 4 job seekers and workers prefer diverse companies

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Women in Managerial Positions Around
the World
Women in Management Women in Top
Manager’s Job

Australia 41.9 percent 3.0 percent

Canada 36.3 percent 4.2 percent
Germany 35.6 percent N/A
Japan 10.1 percent N/A
Philippines 57.8 percent N/A
United States 50.6 percent 2.6 percent
India 20 percent 1 percent

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Women in Managerial Positions in India……

• According to a study by Koshal (2006),

for every 100 men, only 2 women will gain administrative and
managerial positions in India.
• Recently, the Confederation of Indian Industry (CII) released a
report indicating that women comprise only
* 16 % of junior managers,
* 4% middle and senior managers and
* a mere 1% organizational leaders.
Thus, while women are adequately represented in the
workforce at large, they remain barely present in managerial
positions.
Source: http://www.csrindia.org
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 Just a moment ……
Research supports that-
Women are neurologically wired to look at problems more
holistically, and are biologically designed to hold anxiety more
naturally.

Then why there are so few women in top management positions?

WHY ?

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 Challenge before organizations ……
How organizations work to maximize the potential
contributions of a diverse workforce?
How do/ can managers recognize and capitalize on
‘differences*’ to get the most from their employees?

HOW?

* differences in terms of age, race, gender, ethnicity, ability, religion, and

disability status.
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 Challenge before managers ..
Understanding the new coming work group- Gen Y & Z population

Fact:
• India has the largest youth population in the world.
• These youth came from urban as well as rural backgrounds.
• These youth consist of both first- generation workers and many
second- and third- generation workers.

HOW ?
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 Levels of Diversity
Surface- level Diversity
• Differences in easily perceived characteristics
(Demographic characteristics) such as gender, race,
age, ethnicity, regional background, religion, or
disability
• That do not necessarily reflect the ways people think
or feel but that can lead employees to perceive one
another through stereotypes and assumptions.
Deep- level Diversity
• Differences in values, attitudes, beliefs, personality,
and work preferences
• That become progressively more important for
determining similarity as people get to know one
another better.
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Workplace Discrimination and
Organizational Effectiveness

• Discrimination is to note a difference between

things.
• Unfair discrimination assumes stereotypes about
groups.
– Refusal to recognize individual differences is
harmful to organizations and employees.

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Workplace Discrimination and
Organizational Effectiveness

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 Biographical Characteristics

• Personal Characteristics such as age, gender, race and

length of tenure: Representatives of Surface- level Diversity
• How closely are the variations in surface- level
characteristics related to important work outcomes
(dependent variables*)?
* Employee productivity,
* Absence
* Turnover
* Workplace deviance
* citizenship, and
* satisfaction MBA ZG511 - Managing People and 16
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 Biographical Characteristics
Objective and easily obtained personal characteristics
• Age - Studies show that turnover and absenteeism rates are lower among
older workers, and age is not associated with lower productivity.
• Gender - Few differences between men and women that affect job
performance. But women earn less than men for the same positions and
have fewer professional opportunities
• Race and Ethnicity - Employees tend to favor colleagues of their own race
in performance evaluations, promotion decisions, and pay raises.
• Disability - Workers with disabilities receive higher performance
evaluations, but may have lower performance expectations.
• Tenure - Tenure and job satisfaction are positively related and is a
good predictor of productivity.
• Sexual Orientation and Cultural Identity
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Abilities and OB

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Dimensions of Intellectual Ability

• •Number aptitude
Number aptitude
• •Verbal comprehension
Verbal comprehension
• •Perceptual speed
Perceptual speed
• •Inductive reasoning
Inductive reasoning
• •Deductive reasoning
Deductive reasoning
• •Spatial visualization
Spatial visualization
• •Memory
Memory

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Physical Ability

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 Nine Basic Physical Abilities
Strength
StrengthFactors
Factors
• •Dynamic
Dynamicstrength
strength
• •Trunk
Trunkstrength
strength
• •Static
Staticstrength
strength
• •Explosive
Explosivestrength
strength
Flexibility
FlexibilityFactors
Factors
• •Extent
Extentflexibility
flexibility
• •Dynamic
Dynamicflexibility
flexibility
Other
OtherFactors
Factors
• •Body
Bodycoordination
coordination
• •Balance
Balance
• •Stamina
Stamina
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 The Ability-Job Fit

Ability-Job
Employee’s Fit Job’s Ability
Abilities Requirements

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 Diversity Management
Diversity Management
The organization wide programs and
processes by which managers make
everyone more aware of and
sensitive to the needs and
differences of others.

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 Implementing Diversity Management Strategies
• Attracting, Selecting, Developing and Retaining
Diverse Employees
• Focusing on ‘deep level’ diversity for better team
performance
• Effective Diversity Programs
• Teaching managers about the legal framework for equal employment
opportunity and encourage fair treatment to all people
• Teaching managers how a diverse workforce is better able to serve a
diverse market of customers and clients.
• Fostering personal development practices that brings out the skills
and abilities of workers i.e. developing human assets for better
performance.
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 Source: IBM’s Diversity Brochure
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 Diversity & Inclusion

• IBM‘s enduring commitment to diversity is one of the reasons we can

credibly say that IBM is one of the world‘s leading globally integrated
enterprises. We also understand that diversity goes beyond fair hiring
practices and protection for all employees. It also includes a focus on how
those disparate pieces fit together to create an innovative, integrated
whole. We call this approach "inclusion.“

• While our differences shape who we are as individual IBMers, our shared
corporate culture and values remain central to our mutual success. IBMers
around the world work in an environment where diversity—including
diversity of thought—is the norm, which yields a commitment to creating
client innovation in every part of our business.

Source: http://www-03.ibm.com/employment/us/diverse/
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