Ageism in the Workplace

Multicultural Diversity in the Workplace

• Diversity management is a universally applied concept in the workplace
• Stereotypes tend to give an image of what one society is and how it might differ from others
• A globalised world is a concept developed since the 1990s and is widely accepted today in all communities
• Marshall McLuhan spoke in the 1960s of a global village with increased speed of communication
• Ohmae commented on the borderless world with excellent opportunities to trade without fear in 1999

Aspects of Diversity

• Diversity includes people of all races combining their effort to reach corporate goals
• People can be of different genders
• A company is also like a family with people of different ages
• Diversity management includes physically handicapped or disabled workers
• One can speak of social class differences
• Two trends are identifiable: people from the developing world moved in large numbers to rich countries that were their former colonists, top executives are moving to developing nations to sell their managerial expertise
• Part-timers are to consider in diversity management
• New forms of employment arise in dire economies difficulties

The Concept of Workplace Diversity

• Diversity is defined as acknowledging, understanding, accepting, valuing, and celebrating differences among people regarding age, class, ethnicity, gender, physical and mental ability, race, sexual orientation, spiritual practice, and public assistance status
• Managing diversity means acknowledging peoples differences and recognising these as valuable
• Enhances good management practices by preventing discrimination and promoting inclusiveness
• Traditional notion of workplace diversity may refer to representations of various races, genders and religious backgrounds
• Today's concept of workplace diersity is broad based
• Considerations are made on personality, age, style, skills, education, background
• Focus of workplace diversity now lies on the promotion of individuality
• Every person can bring something different to the business
• An organization committed to a diverse workforce aims to harness a pool of individuals with unique qualities, and this combination of differences as a potential for growth rather than opportunities for conflict
• Managing diversity is more than gaining knowledge on race and gender issues.

The Need for Businesses to Embrace Diversity.

• Diversity means empowering people
• Makes an organization effective by capitalizing on all the strengths of each employee
• Diversity is also valuing, and using the differences in every person
• Simpy enforcing government regulations is not the est way to embrace diversity
• That competitive edge companies need to create great work teams by using the full potential of every individual
• Embracing diversity is the first item for building teams
• To build a team there must be a diverse group of people

Benefits of Workplace Diversity

• Organisation's success and competitiveness depends upon its ability to embrace diversity and realise the benefits
• Active assessment of workplace diversity issues, develop and implement diversity plans
• Multiple benefits are reported like increased adaptability, broader service range, variety of viewpoints, more effective execution and attract and retain talent
• Increased Adaptability: Diverse workforce can supply a greater variety of solutions to problems in service, sourcing and allocation of resources
• Employees from diverse backgrounds bring individual talents and experiences in suggesting ideas that are flexible in adapting to fluctuating markets and customer demands
• Broader service range: diverse collection of skills and experiences allows a company to provide service to customers on global basis
• Variety of viewpoints: diverse workforce feels comfortable communicating varying points of view provides a larger pool of ideas and experiences
• Attract and retain talent: feeling included and appreciated increases loyalty and feeling of belonging

Challenges to Managing Diversity

• Managing diversity involves recognising the value of differences, combating discrimination, promoting inclusiveness
• Managers may also be challenged with losses in personnel and work productivity due to prejudice and discrimination
• Diversity-related challenges are present in almost every workplace
• Conflict is a natural part of this process and, as long as it is handled in a healthy way, can bring a group of employees closer together
• Challenges improve employee relationships and promote diversity, if handled corectly
• Psychological challenge: issues where all people differ individually like responses to different individuals, differences largely responsible for stereotyping, discrimination and prejudice

Four Layers of Diversity

• Help managers understand that diversity comprises many characteristics of people at work, not only a few
• The diversity-mature manager will seek to understand these factors and dimensions of diversity to ensure bringing out all aspects of an individual's talents and abilities in support of organization's mission and goals
• Personality includes an indiviidual's likes and dislikes, values, and beliefs; it is shaped early in life
• Internal dimensions include aspects of diversity which we have no control; divisions between and among people exist and form the core of efforts
• External dimensions include aspects of lives which we have some control over, which might change over time, basis for decisions
• Organizational dimensions concern the aspects of culture found in a work setting; While much attention of diversity efforts is focused on the internal dimensions

Theoretical Contributions to Diversity Management

• Radical approach promotes equal opportunities, adopted by individuals who held strong political and ethical values and recognised certain groups and experienced disadvantage in employment
• Supporters advocated positive discrimination and affirmative action as methods for change
• Liberal approach argued that women and men were essentially the same and that sex equality would be achieved once employment policies and procedures became identical
• Liberal approach was identified with “business-case” arguments in the 1990s to achieve sex equality at work
• The basic concept of managing diversity accepts that the workforce consists of a diverse population of people, visible and non-visible factors

Gender Issues in Workplace Diversity

• Discrimination at work comes quite often when women are considered as part of today's workforce
• Women were submissive in the initial part of modern history confronted to minimized roles and influence at work
• Traditional societies in the developing world have given the iimpression that men are more important to women
• The issue of gender is raised from the perspective of the role and influence of women in today's diversity
• Traditional Roles: tradition broadly establishes roles and intentions of people from dressing habits to activities to family

Woman as Unit of Society, Women's/Feminist Movements

• The basic unit of society is a woman
• Women’s emancipation movements were closely connected to political and social movements
• Feminism is increasingly found since the early 20th century, for women's issue and female emancipation endeavours
• Feminism can be assumed as a political movement as well as a critical trend in the philosophy of science
• Gender equality is achieved when people access the same rewards, resources and opportunities regardless of whether woman or man

Aim of Gender Equality and Elements

• Aim of gender equality in the workplace is achieve broadly equal outcomes for women and men, requires provides equal remuneration, removefull participation barriers
• Full and genuine access to all, eliminate discrimination particularly relating to family and caring

Age Issues in Workplace

• An organizatiion comprises an array of individuals
• Combination of both young n and old workers
• Older worers might stay longer

Issues in the Workplace, the Family Life Cycle

• A concern is a general perception of aged workers
• Another issue comes from change innovation-young workers are more forward-looking
• There is also the question of recruitment where workers could be given better chances and the issue of age discrimination affects promotion
• Traditional life cycle: stages which families passed, bachelor singles to married couples to parenthood
• Parenthood is most important stage at work to contribute financially, workers stay or seek high revenue(30-45), post is the older range of workers.

Middle Aged and Old Workers

• Middle aged can comprise a substantial part, MetLife 63% adults say they carrying on into what was retirement age-stimulation of employment of sense of purpose MetLife 63% adults say they carrying on into what was retirement age
• Definitions:55+ is oldest , more physical demands equals 50+, older workers are as varied in aspiration
• more people will need to work: because of decreasing pension values and more obligation
• Age discrimination removes or restricts one's right to work;broadly defined 50+, different ages can be from 40+ others after 50 to 55.

Valuing Old Workers

• Today's workers do not retire
• 1/4 of the EEOC cases claimed discrimination Older workers passed promotions or forced from jobs

Managing Diverse Generations

• Businesses are with 4 generation of workers 20' to 70+, can be biggest work
• Generations include:Millennials 16-31 / Gen X 32-47 / Boomers 48-65 / Traditionalists 65+
• There's no more routine retiring, workplaces can be best and worst because wisdom versus skills , not co-operation.

Four Generations from Perspectives

• New paradigm occurred-todays workforce does not look, act, think and same exp needs and desires
• Economic political social industrialised societies, workforce increasingly diverse e.g. age, ethnicity and values, also organisations address it
• Many young have started work while the right skills are good to have, economy shows they are at a start of a famine,older workers retire later; meritocratic and the number of service years/digital skills.

Details and Diversity

• The veterans-raised in tough econ times and morality obligation &loyalty, scarcity is commonplace
• They valuepaternalistic employments, build work eithos on commitment
• Believe in lifetime employment challenge
• The booms-born postwar, wealth, expansion, competitive,redefinition roles
• The workaholic, rare to job hop,self absorbed, formed/joined self helped in managing Xer-Grew premonaintlynmodern kids families /consumerism , independant ; quality of life/work to live
• comfortability with info and comms,mastered the art; loyalty wasn't 2 y's xers provided loyalty for meeting demands

Diversity and Generation and Generation Why

• why-Newters , born shifting towards value -optimistic + positive They were oversupervised, expectation of structure, and are sometimes lacking spontaneity
• Not afraid to voice concerns; keens sense of fairness

Other Implications Towards Organisation

• More demanding /supervising -new zeeland Workforce to work TOGETHER.
• Manage to become human resoure, and avoid potential inter generative confict
• Value organization - and be recognization toward the employee and understand the generaton.

Workplace and Diversity

• Differences could use crashes special team.
• Communication better for success, demographic changes
• Generational diversity that includes a focus on this is important to effectively with all employees

Social Class in diversity

• As every every individual moves forward in their life they seek to rise in the social class
• It is very common for anyone to have and class concept but certain societies differ in in terms of social structures in class
• There are three classifications: lower, working and upper

Types and Features of Lower/Working,Middle and Social mobility

• class is typified by poverty and unemployment. People have few access finish HS and have problems with adequate.
• The the working class- Minimially educated and unskilled with no prestige .
• The middle class- sandwich between "ladder/ divided 2 levels acc to wealth educated
• mobility is closely tied with social class/facts - Egalitarian there is little need to be needed

culture, work and workplace and diversity

• culture broadly described set of norms
• All managers see their business prospers , from ethmo to poly visible- deal w diff.
• Businesses find out benefits from cultural- integraion importance

Managaerial/Implications to managers, skill ,Communication, and Trends

• Couture over coming one from a ceratin point / eliminating gaps /diversity
• Managers see strife - sensitive, and prejudice- harmony among workers.
• Competence the most impot. skill; culture values to Norm
• Effective com- particurly when a project

diversity from culture

• Team US individualist + other cultures/ building more problematic, but cultural /beneficial to take advance
• time Differ and they in view time like work vs social vs. etc.,misunderstandings arise so time is culturally improorat.
• Diversity trends- individuals base on ethnicity,sex,statas like gender- age/realize value

diversity trends more information

• Minority in work • stereotype - prejudice Add sensitivity and trainings • Large Fem's increes • Corporations hire individual w/ disabilities

Dimension for Managing-Dimension the seven

• Culture-the set 7 step model troptw/ host • Universalism vs pranticularim • Individualisation vs communionism • Speicificcs vs Diffuse-concern how eople etc

Diversity for Internal ,time and Culture

• Internal vs output- concerned about how out comes and is it nature to align
• Hostlede Model - one of framework to analyse culturally in dimenaions power &individual