Diversity Master.pdf
description
Transcript of Diversity Master.pdf
![Page 1: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/1.jpg)
DIVERSITY By RASHED TURABI
![Page 2: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/2.jpg)
Outline
• What is workplace diversity, and why is it important? o Demographic & cultural differences
among individuals o Aptitude and ability differences
among individuals o Cultural and Personal Norms and
Values · o The Personal Values Questionnaire
• Cultural Sources of Misunderstanding o Prejudice, Self-fulfill ing Prophecies
and Stereotyping o Communicating and Dealing in a
Cross Cultural Environment o Group Exercise: Can You
Communicate o Tips and Suggestions for Managers
~ Meirc Training & Consulting
• Cultural Conflicts o Sources of Cultural Conflict o Cultural Norms Affecting
Conflict o Managing Conflicts of
Cultural Nature o Case Study o Tips & Suggestions for
managers
Managing Diversity (Carrefour) - 11 Diversity by Rashed Turabi Page 1 of 83
![Page 3: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/3.jpg)
Rules for the Day ...
• Confine discussion to the topic at hand
• Own your views
• Respect views of others
• A void blame and attack
• Examine biases
• Honor confidentiality
~ Meirc Training & Consulting Managing Diversity (Carrefour) - 13 Diversity by Rashed Turabi Page 2 of 83
![Page 4: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/4.jpg)
~ Meirc Training & Consulting
!-
Different does not mean right or wrong!
Different does not mean less than!
Managing Diversity (Carrefour) - 14
Diversity by Rashed Turabi Page 3 of 83
![Page 5: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/5.jpg)
I Group Discussion
1. What is workforce diversity, and why is it important?
2. What are cultural differences among individuals, and why are they important?
3. What does managing diversity and individual differences involve, and why is it important?
G Meirc Training & Consulting Managing Diversity (Carrefour) - 15
Diversity by Rashed Turabi Page 4 of 83
![Page 6: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/6.jpg)
I Workforce Diversity
Workforce diversity refers to the similarities and differences in individual characteristics such as age, gender, ethnic heritage, physical abilities, disabilities and race among the employees of
an organization.
0 Meirc Training & Consulting Managing Diversity (Carrefour) - 16
Diversity by Rashed Turabi Page 5 of 83
![Page 7: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/7.jpg)
I Managing Diversity
• Is the ability of an organization to: o Recognize and manage these similarities
and differences;
o Understand how the social environment affects employees' beliefs about work; and
o Have the communication skills (as an organization) to develop confidence and self-esteem in members of diverse work groups.
~ Meirc Training & Consulting Managing Diversity (Carrefour) - 17
Diversity by Rashed Turabi Page 6 of 83
![Page 8: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/8.jpg)
I Managing Diversity
Creating a setting where everyone feels valued and accepted and while groups
retain their own characteristics, they will shape and be shaped by organization.
~ Meirc Training & Consulting Managing Diversity (Carrefour) - 18
Diversity by Rashed Turabi Page 7 of 83
![Page 9: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/9.jpg)
I Cultural Influences on Organization
I Political/ Legal Setting > I Ethnic Background > I Religion > 0 Meirc Training & Consulting
Societal Culture
Customs
Language
Carrefour Culture
Personal Values
Ethics
Attitudes Behavior
Managing Diversity (Carrefour)- 19
Diversity by Rashed Turabi Page 8 of 83
![Page 10: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/10.jpg)
I Culture: DNA of Behavior
• Culture is "a set of beliefs and values about what is desirable and undesirable in a community of people and a set of formal or informal practices to support these values."
0 Meirc Training & Consulting Managing Diversity (Carrefour) - 20
Diversity by Rashed Turabi Page 9 of 83
![Page 11: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/11.jpg)
I Attitudes: Root of Behavior
• Attitudes: are strong beliefs or feelings toward people, things, and situations. o Attitudes are more important to
employers than any other single factor.
o Attitudes are acquired primarily through experience.
o Attitudes are not visible.
~ Meirc Training & Consulting Managing Diversity (Carrefour) - 21 Diversity by Rashed Turabi Page 10 of 83
![Page 12: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/12.jpg)
I Attitudes & Behaviors: The Relationship
• Behaviors: are the visible manifestations of an individual under natural (unsupervised) circumstances;
• They are the result of attitude;
• Influencing behavior is short termed o Forcing people to come on time through a punching-in
system
• Influencing attitude is long-lasting o Coaching people on the value and importance of time.
~ Meirc Training & Consulting
L-
Managing Diversity (Carrefour) - 22
Diversity by Rashed Turabi Page 11 of 83
![Page 13: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/13.jpg)
Unknown to others
Behavior
Attitude
Diversity by Rashed Turabi Page 12 of 83
![Page 14: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/14.jpg)
Known to others
Unknown to others
Behavior
Values, Standards, Judgment
Att.ltu de ································· ···············~·················
Motives, Ethics, Beliefs.
Diversity by Rashed Turabi Page 13 of 83
![Page 15: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/15.jpg)
Behavior
Cultural Values
ll I ~ Easy to I!· Influence 11 Short Term
Difficult to I nfluence
Long Te~m
' ..................................................................... .
Personal Values
Very Difficult to Influence Las tin
Diversity by Rashed Turabi Page 14 of 83
![Page 16: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/16.jpg)
Behaviors
-"• I
Wor-k Habits and Practices I·
Time and Time Consciousness
Sense of Self & Space
Beliefs .and Attitudes
Relationships
...------....... Communication and Language
Diversity by Rashed Turabi Page 15 of 83
![Page 17: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/17.jpg)
I The 2 Main Customers: High vs. Low Context Cultures
• High-Context o Establish social trust first
o Value personal relations and goodwill
o Negotiations slow and ritualistic • East, Middle East
• Far east, South America
• Low-Context o Get down to business first
o Value expertise and performance
o Agreement by specific, legalistic contract
o Negotiations as efficient as possible • North European
• North American
versus
~ Meirc Training & Consulting Managing Diversity (Carrefour) - 27
Diversity by Rashed Turabi Page 16 of 83
![Page 18: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/18.jpg)
l1. Sense of Self & Space
• The distance a person likes to keep between him/herself and others;
o Physical: Personal space
o Psychological: Degree of formality • Greetings (Hand shake, bow, hug, kiss, nose rub)
• Salutations (Good morning, Hi, Assalamu Alaykum)
• Pronouns (You vs. Vous et Tu)
~ Meirc Training & Consulting Managing Diversity (Carrefour) - 28
Diversity by Rashed Turabi Page 17 of 83
![Page 19: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/19.jpg)
Interpersonal Distance Zones for Business Conversations
* 12.0
U) cu c 0 ............
"'-' N Q)
- ~ ta c c 0 Q) U) u &.. c cu ro
"'-' Q. (/)
&.. "'0 cu ............ ..., c 4.0 .....
* 1.5
* 0
0 Meirc Training & Consulting
Arab Asia+ Latin America
North America + Northern Europe
Managing Diversity (Carrefour) - 29
Diversity by Rashed Turabi Page 18 of 83
![Page 20: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/20.jpg)
I Suggestions for Managers
• Say good morning and good-bye to each employee every day;
• Introduce new employees to their co-workers formally;
• Be careful of using first names, especially with older co-workers;
• Ask people what they prefer being called; • Guard against being overly familiar with co
workers.
~ Meirc Training & Consulting Managing Diversity (Carrefour) - 30
Diversity by Rashed Turabi Page 19 of 83
![Page 21: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/21.jpg)
l2. Communication and Language
• Non-verbal elements o Gestures, facial expressions, tone of
voice, and intonation patterns. For example:
• Eye contact: o "Look at me when I'm talking to you!"
• A sign of respect and obedience in some cultures
• A sign of disrespect and arrogance in others!
0 Meirc Training & Consulting Managing Diversity (Carrefour) - 31 Diversity by Rashed Turabi Page 20 of 83
![Page 22: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/22.jpg)
Communication and Language
Verbal
( Direct ) ( Indirect ) ( Europe ) ( East ) ( N. America ) Middle East
~ Meirc Training & Consulting Managing Diversity (Carrefour) - 32
Diversity by Rashed Turabi Page 21 of 83
![Page 23: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/23.jpg)
Some Stories
• A bank's customer service rep assists a limited-English-speaking customer in filling out a form. In an attempt to put the customer at ease, he smiles and speaks in a lighthearted manner. He is shocked when the customer calls from home a few minutes later to complain about being laughed at and treated disrespectfully.
• An engineering manager asks why the Asian engineers who he supervises smile so much.
• A visiting professional from Germany being taken around on a city tour by his American counterpart (an outgoing Texan) is quite impressed. He notices that each time they enter a shop or see a group of people, the Texan says, "Hi. How y'all doin' today?". At the end of the day, the German says, "I am amazed at how many friends you have!"
0 Meirc Training & Consulting Managing Diversity (Carrefour) - 33 Diversity by Rashed Turabi Page 22 of 83
![Page 24: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/24.jpg)
I Suggestions for Managers
• When there is a barrier, assume confusion;
• Don't take the nod or 'Yes" to mean the individual agrees or understands;
• Guard against smiles and laughter;
• A void smiling when o giving instructions
o having serious discussions • Feedback, appraisals.
• Be careful not to "think out loud" o Employees may act on your "thoughts"!
0 Meirc Training & Consulting Managing Diversity (Carrefour) - 34
Diversity by Rashed Turabi Page 23 of 83
![Page 25: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/25.jpg)
13. Dress and Appearance
• "Don't judge a book by its cover!"
• Clothing (color and style) o A pin-striped suit or a pineapple barong tagalog? A bright
silk dress or a dark gabardine suit?
• Hair dos and covers o Afros, pony tails, Mohawks, gelled, straight combed?
• Accessories o Gold, silver, rings, bracelets, pendants?
• Bodyodor o Lack of hygiene or good hygiene but a special diet?
0 Meirc Training & Consulting Managing Diversity (Carrefour) - 35
Diversity by Rashed Turabi Page 24 of 83
![Page 26: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/26.jpg)
I Some Stories
• One client discounted a qualified candidate because he was wearing an ear ring.
• In many mainstream western cultures, hair for men must be above the collar;
• For Hindus, hair should never be cut and men should cover theirs with a turban.
• Muslim men are encouraged by religion to grow their beards and women must cover their hair in front of strangers.
G Meirc Training & Consulting Managing Diversity (Carrefour) - 37
Diversity by Rashed Turabi Page 25 of 83
![Page 27: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/27.jpg)
I Suggestions for Managers
• Before reacting to another's appearance, stop to consider the meaning;
• When making assessments about job applicants, consider their cultural norms regarding dress;
• Teach people the cultural rules required in your organization regarding dress and grooming;
• Remember: body scent is not necessarily a sign of poor hygiene!
0 Meirc Training & Consulting
'--
Managing Diversity (Carrefour) - 38
.. Diversity by Rashed Turabi Page 26 of 83
![Page 28: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/28.jpg)
14. Food and Eating Habits
• Muslims are prohibited from consuming pork~~........._ and alcohol; in France and Italy, those two ~ IIIIW___) .....
• are parts of their staple and in some Asian · · cultures, pork is replaced by a dog, a cat or a horse!
• Cultural norms influence food preferences; o Chopsticks, fork & knife or by hand?
o Burping, belching, and picking the teeth • Unacceptable in west and a sign of respect for
some Asian cultures: It actually means, "My compliments to the chef!"
0 Meirc Training & Consulting Managing Diversity (Carrefour) - 39
Diversity by Rashed Turabi Page 27 of 83
![Page 29: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/29.jpg)
I Suggestions for Managers
• When planning catered meals or snacks for meetings and group gatherings, include a variety;
• A void serving items that can be offensive to some staff members;
• When choosing restaurants for business, keep individual dietary restrictions and preferences in mind;
• Provide well-ventilated I outdoor eating areas for staff.
0 Meirc Training & Consulting Managing Diversity (Carrefour) - 40
Diversity by Rashed Turabi Page 28 of 83
![Page 30: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/30.jpg)
[._ .
·~~ • "Time is money" versus 'Manana' and L ==!J
'lnshallah'- punctuality versus elasticity!
o In some cultures, time is used to accomplish tasks; in other cultures to develop relationships.
o Schedules in some cultures depend on priorities and in some on the "Will of God".
0 Meirc Training & Consulting Managing Diversity (Carrefour) - 41
Diversity by Rashed Turabi Page 29 of 83
![Page 31: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/31.jpg)
I Suggestions for Managers
• Recognize that differences in time consciousness are cultural- they are not a sign of laziness;
• Allow time in your schedule for the development of relationships;
• Make it a point to spend some time each week with each of your employees;
• Explain the reasons for deadlines and schedules;
• Explain the part promptness plays in performance appraisals.
0 Meirc Training & Consulting Managing Diversity (Carrefour) - 42
Diversity by Rashed Turabi Page 30 of 83
![Page 32: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/32.jpg)
I 6. Relationships
• Next of kin in some cultures means the nuclear group of parents and siblings; in other cultures, it is the clan.
• Many western cultures believe in egalitarian democracies (after a certain age); in the East and Middle east, the hierarchy and pecking order disappears only with death!
0 Meirc Training & Consulting Managing Diversity (Carrefour) - 43 Diversity by Rashed Turabi Page 31 of 83
![Page 33: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/33.jpg)
Suggestions for Managers
• Recognize that family responsibility and loyalty to kin will be a prime value for many workers, equal to and sometimes higher than work itself;
• Allow employees to discuss important decisions with family members before they give you a final answer;
• Recognize the informal leadership older members may hold in the work unit. Consult with them and seek their cooperation;
• Show respect to older employees by addressing them first and giving them formal authority when appropriate;
• Recognize that as a boss, you are seen by some as the J'head of the family" and as such, they may come and seek your advice and counsel about problems in and out of work.
0 Meirc Training & Consulting Managing Diversity (Carrefour) - 44
Diversity by Rashed Turabi Page 32 of 83
![Page 34: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/34.jpg)
I 7. Values and Norms
• Individualism versus collectivism o In goals and targets;
o I & Me versus We & US
• Competition versus Cooperation and Equality o In feedback and appraisals
• Openness and transparency versus Pivacy o Family and financial matters, personal
experiences, thoughts and feelings; • Off-the-cuff versus delayed response.
0 Meirc Training & Consulting Managing Diversity (Carrefour) - 45 Diversity by Rashed Turabi Page 33 of 83
![Page 35: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/35.jpg)
Comparisons in Values & Norms
• In the west, loyalty is to abstract principles such as truth and justice; in the east it is to individuals and groups.
• In the Middle East self and behavior are one; "/ am my behavior and my behavior is me." o Titles and performance are personal: Junior titles are
insulting and appraisals are criticism of people NOT performance!
• In the Far East criticism of performance leads to "Joss of face" which results in dishonor: o Respect must be preserved at all costs. It is redeemable
only by suicide!
0 Meirc Training & Consulting
t.___
Managing Diversity (Carrefour) - 46
Diversity by Rashed Turabi Page 34 of 83
![Page 36: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/36.jpg)
I Suggestions for Managers
• Consider giving rewards and feedback to the whole grouJ) rather than to individuals;
• Structure tasks to require teamwork rather than individual action;
• Consider the face-losing potential of any actions you are planning.
• Seek out ways to achieve your objectives while avoiding diminishing employees.
~ Meirc Training & Consulting Managing Diversity (Carrefour) - 47
Diversity by Rashed Turabi Page 35 of 83
![Page 37: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/37.jpg)
I 8. Beliefs and Attitudes
• Beliefs and attitudes are at the root of human behavior: o What you believe in greatly influences how you
behave.
o Understanding some of these beliefs- especially the powerful ones is essential in managing diversity.
~ Meirc Training & Consulting Managing Diversity (Carrefour) - 48
Diversity by Rashed Turabi Page 36 of 83
![Page 38: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/38.jpg)
I Attitudes towards Religion
• Religions are powerful influencers of beliefs and attitude - in spite of the law! o In the US, the "Constitution" mandates the separation of
church and state, yet most public holidays are Christian!
• 'Holy' days are different between Muslims (Jum'a), Jews (Sabbath) and Christians (Sunday). o Scheduling important work assignments on these days
may not be culturally sensitive.
0 Meirc Training & Consulting Managing Diversity (Carrefour) - 49
Diversity by Rashed Turabi Page 37 of 83
![Page 39: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/39.jpg)
I Attitudes towards Women
• Also a big cultural divider: o In some groups, it is accepted that women work
outside the home, in others, it is a sign of male deficiency!
o For some, being bossed by a woman is unthinkable and for others being served by a man is as well.
o In some cultures, secretarial, customer service and nursing jobs are dominated by women. Why?
0 Meirc Training & Consulting Managing Diversity (Carrefour) - 50
Diversity by Rashed Turabi Page 38 of 83
![Page 40: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/40.jpg)
I Attitudes towards Authority
• In Asia and the Middle East, juniors (school, work, family) don't question seniors- not so in the West. · o Children don't talk back to parents;
o Housekeepers can only resiJond to their employers with, 11Yes Sir or Yes Madam!''
0 Meirc Training & Consulting Managing Diversity (Carrefour) - 52
Diversity by Rashed Turabi Page 39 of 83
![Page 41: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/41.jpg)
I Suggestions for Managers
• Find our what religious holidays staff members celebrate - especially minorities. o A void scheduling meetings, training programs or
important work-group activities on such days whenever possible.
• Help newcomers understand the reasons behind shared decision making processes and the need for suggestions and input from employe.es.
~ Meirc Training & Consulting Managing Diversity (Carrefour) - 53
Diversity by Rashed Turabi Page 40 of 83
![Page 42: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/42.jpg)
19. Mental Processes and Learning
• Do you prefer Poker (West) or Chess (East)? o Problem solving and analytical thinking differ with
cultural diversity.
• Do you learn best by seeing, hearing or experiencing? o Don't assume that hands-on training is better than
classroom teaching!
0 Meirc Training & Consulting
l-
Managing Diversity (Carrefour) - 54
Diversity by Rashed Turabi Page 41 of 83
![Page 43: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/43.jpg)
I The 3 Learning Modalities
Visual Learn best by:
Reading textbooks, instructions, handouts
Watching models, demonstrations, films
Looking at maps, charts, diagrams, outlines, pictures, color codes
~ Meirc Training & Consulting
Learning Style
Auditory L~arn best by:
Listening to lectures, audiotapes, speakers
Talking, presenting, teaching, reading aloud, singing
Repeating oral instructions
Discussing in small groups, one-on-one
.-
Kinesthetic Learn best by:
Building, designing, . modeling
Moving, hand signals, · activities
Physical interaction, counting on fingers,
Disassembling and assembling
Managing Diversity (Carrefour) - 55
Diversity by Rashed Turabi Page 42 of 83
![Page 44: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/44.jpg)
I Suggestions for Managers
• Make it visual
• Show and tell
• Usetheifmnguage
• Take it easy
• Keep it simple
• Say it again
• Assume confusion
• Get help
G Meirc Training & Consulting
• Empathize - put yourself in their shoes
• Smile - but don't laugh
• Ask them for suggestions
• Ask them about their preferred learning style and
• Be flexible in your training approaches.
Managing Diversity (Carrefour) - 56
Diversity by Rashed Turabi Page 43 of 83
![Page 45: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/45.jpg)
l10. Work Habits and Practices
• Some cultures revere work; others only do so if it is the "White Collar'' type! o The west loves to tinker with their hands, the East believes that
inputting your data into the computer is demeaning!
• Work-related rewards are also culture-sensitive; o A promotion to management might be considered a reward for
one culture and a punishment to another.
• Initiative is also an interesting work practice; o For some it is quintessential and its absence indicates laziness or
indifference; for others its presence is dangerous and it is often referred to as audacity and brashness!
0 Meirc Training & Consulting Managing Diversity (Carrefour) - 57
Diversity by Rashed Turabi Page 44 of 83
![Page 46: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/46.jpg)
Suggestions for Managers
• Get to know your employees - as persons - and find out what place work plays in their lives. o Find out what gives them satisfaction on the job;
• Be sensitive to employees' perception about the status of certain kinds of work. o Explain the reasons for each assignment and its importance overall;
• Talk to employees to find out what is rewarding to them;
• Understand that taking initiative and making independent decisions may be difficult for some employees. o Take time to coach them in that direction.
~ Meirc Training & Consulting Managing Diversity (Carrefour) - 58
Diversity by Rashed Turabi Page 45 of 83
![Page 47: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/47.jpg)
Comparing Cultural Norms and Values
Aspects of Mainstream West Other Cultures Culture
Sense of self and Informal Formal space Handshake Bows, hugs & kisses
Communication Explicit, direct communication Implicit, indirect communication and language Emphasis on content - meaning Emphasis on context- meaning found
found in words between the lines
Dress and "Dress for success" Dress seen as a sign of position, wealth appearance Wide range in accepted dress and prestige
Religious rules
Food and eating Eating as a necessity- fast food Eating as a social experience habits Religious rules
Time and time Linear and exact time consciousness Elastic and relative time consciousness consciousness Value on promptness: time = money Time spent on enjoyment of relationships
Relationships, Focus on nuclear family Focus on extended family family, friends Responsibility for self Loyalty and responsibility to family
Value on youth, age seen as Age given status and respect handicap
~ Meirc Training & Consulting Managing Diversity (Carrefour) - 59 Diversity by Rashed Turabi Page 46 of 83
![Page 48: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/48.jpg)
Comparing Cultural Norms and Values
Aspects of Mainstream West Other Cultures Culture
Values and norms Individual orientation Group orientation Independence Conformity
Preference for direct confrontation of Preference for harmony conflict
Beliefs and Egalitarian Hierarchical attitudes Challenging of authority Respect for authority and social order
Individuals control their destiny Individuals accept their destiny
Gender quality Different roles for men and women
Mental processes Linear, logical, sequential Lateral, holistic, simultaneous and learning style Problem-solving focus Accepting of life's difficulties
Work habits and Emphasis on task Emphasis on relationships practices Reward based on individual Rewards based on seniority,
achievement relationships,
Work has intrinsic value Work is a necessity of life
0 Meirc Training & Consulting Managing Diversity (Carrefour) - 60
L
Diversity by Rashed Turabi Page 47 of 83
![Page 49: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/49.jpg)
1
l1 0 Ways to Learn about Other Cultures
1. Ask the employee: o "What are the biggest differences between your
culture and mine?"
o "What does it mean in your culture when ... ?"
o "How do you ... in your culture?"
2. Ask colleagues from other cultures;
3. Tap community resources;
4. Read about different cultures; o Even fiction will give you an insight.
~ Meirc Training & Consulting Managing Diversity (Carrefour)- 61
Diversity by Rashed Turabi Page 48 of 83
![Page 50: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/50.jpg)
5. Observe without judgment;
6. Share in staff meetings what new discoveries you have made about other cultures;
7. Conduct focus groups;
B. Use employee or customer survey information;
9. Experiment with new methods;
1 o. Spend time in other cultures.
~ Meirc Training & Consulting
- -Managing Diversity (Carrefour) - 62
Diversity by Rashed Turabi Page 49 of 83
![Page 51: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/51.jpg)
Cultural Sources of Misunderstanding
No. We are I!J ~~ better//
Weare better//
Diversity by Rashed Turabi Page 50 of 83
![Page 52: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/52.jpg)
I Ethnocentrism: A Cultural Fallacy
• Ethnocentrism: the belietthat one's native country, culture, language,and modes of behavior are superior to all others. o The 3rd world? Who is is 1st and who is 2nd?
o The Japanese concept of gaijin?
o Heathens?
~ Meirc Training & Consulting Managing Diversity (Carrefour) - 64
Diversity by Rashed Turabi Page 51 of 83
![Page 53: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/53.jpg)
Stereotypes
• Stereotypes are beliefs about an individual's traits and characteristics based on beliefs about his or her group's traits and characteristics o Often, these beliefs are inaccurate, outdated,
or based on prejudice;
o At times, these beliefs about the group's characteristics are relatively accurate on average, but ignore individual variations within the group
G Meirc Training & Consulting Managing Diversity (Carrefour) - 65
Diversity by Rashed Turabi Page 52 of 83
![Page 54: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/54.jpg)
I Prejudices
• Prejudices are judgments about others that reinforce beliefs (stereotypes) about superiority and inferiority; they can lead to an exaggerated assessment of the worth of one group and a diminished assessment of the worth of others.
0 Meirc Training & Consulting Managing Diversity (Carrefour) - 66
Diversity by Rashed Turabi Page 53 of 83
![Page 55: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/55.jpg)
I Self-Fulfilling Prophecies
• Key Principles: o We form certain expectations of people or events o We communicate those expectations with various
cues. o People tend to respond to these cues by adjusting
their behavior to match them. o The result is that the original expectation becomes
true.
• This creates a circle of self-fulfilling prophecies.
~ Meirc Training & Consulting Managing Diversity (Carrefour) - 67
Diversity by Rashed Turabi Page 54 of 83
![Page 56: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/56.jpg)
I An Example
Supervisor expects employee to be late (due to stereotyping)
I I
The original expectation becomes true!
The supervisor thinks: til was right all along!"
0 Meirc Training & Consulting
-
Supervisor communicates - - - this expectation (formally
---
or informally)
I I
Employee adjusts behavior to meet
supervisor's expectation
Managing Diversity (Carrefour) - 68 Diversity by Rashed Turabi Page 55 of 83
![Page 57: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/57.jpg)
I Helping Others Acculturate
1. Explain the reasons
2. Show employees the benefits
3. Suggest resources
4. Spend non-work time together
5. Talk about differences openly
0 Meirc Training & Consulting Managing Diversity (Carrefour) - 69
Diversity by Rashed Turabi Page 56 of 83
![Page 58: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/58.jpg)
Cultural Conflicts
Diversity by Rashed Turabi Page 57 of 83
![Page 59: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/59.jpg)
I Conflict Myths
• Conflict can always be avoided.
• Conflict always occurs because of a misunderstanding. ;
• Conflict is always a sign of poor interpersonal relationship.
• Conflict can always be resolved.
• Conflict is always bad.
~ Meirc Training & Consulting Managing Diversity (Carrefour) - 71
Diversity by Rashed Turabi Page 58 of 83
![Page 60: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/60.jpg)
I What is Conflict?
Conflicts are differences of ...
••• when at least one party believes, perceived or real, that their right to satisfy their needs or interests have been denied, and feels the need
to win at any expense.
0 Meirc Training & Consulting Managing Diversity (Carrefour) - 72
-Diversity by Rashed Turabi Page 59 of 83
![Page 61: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/61.jpg)
~--- """' ~ . ---
I Cultural Attitudes Towards Conflict
Is positiv.e
It speeds up reform
It creates energy
0 Meirc Training & Consulting
c 0 N F L I c T
High Context Cultures
Is a bad thing
It is not desirable
It is embarrassing and demeaning
It must be avoided or worked out quietly
(or in writing!)
Managing Diversity (Carrefour) - 73
Diversity by Rashed Turabi Page 60 of 83
![Page 62: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/62.jpg)
I Organizational Cultural Conflicts
To which extent should organizational policies and
practices (the Carrefour Way) be modified or abandoned to
accommodate the different styles
0 Meirc Training & Consulting
1-
and values of diverse employees?
Managing Diversity (Carrefour)- 74
Diversity by Rashed Turabi Page 61 of 83
![Page 63: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/63.jpg)
2 Approaches
~ Lessens overt cultural conflict I!
I Universal> Standardized
~ I I Management Culturally Insensitive Practices
© ® ~I Rigid & Task oriented I ~I Wins Loyalty & Commitment I
Flexible
I ~I I Adaptable> Management Endangers Identity
Practices
© ® ~ Lessens organizational control
0 Meirc Training & Consulting Managing Diversity (Carrefour) - 75
Diversity by Rashed Turabi Page 62 of 83
![Page 64: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/64.jpg)
I Conflict Management Styles
C/) C/) (].) t::
COMPETING COLLABORATING (PRINCIPLED)
~ :: I•
~ ==:::::~I:COMPROMISE t=-::; =~ =-=-=~ ' 1: (J) C/) I•
C/) I•
~
AVOIDANCE & WITHDRAWAL IACCOMMODA TitNG
.._ ____ Cooperation----0 Meirc Training & Consulting Managing Diversity (Carrefour) - 76
L-
Diversity by Rashed Turabi Page 63 of 83
![Page 65: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/65.jpg)
I Competing Style
• Debating & arguing
• Using rank or influence
• Asserting opinions & feelings aggressively
• Standing ground
• Stating position clearly & firmly
• Lack of feedback
• Reduced learning
• Surrounded by "Yes" people
• ·Increased ill will
I "Ifs my way ... or the highway!'
0 Meirc Training & Consulting Managing Diversity (Carrefour) - 77
Diversity by Rashed Turabi Page 64 of 83
![Page 66: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/66.jpg)
I Collaborating Style
• Finding creative solution • Can be time wasting
• Gathering data • Can cause missed opportunities
• Merging perspectives Others may take advantage •
• Gaining commitment
• Improving relationships
I "Lefs both get our ends meet." I
0 Meirc Training & Consulting
L-
Managing Diversity (Carrefour) - 78
Diversity by Rashed Turabi Page 65 of 83
![Page 67: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/67.jpg)
I Compromising Style
• Moving stalled negotiations
• Offering temporary solutions
• Good when facing time constraints
• Protecting relationships
• Lose focus on important . ISSUeS
• Emphasis on gamesmanship
• Nobody gets what they need of want
"If you give ... r II give!'
0 Meirc Training & Consulting Managing Diversity (Carrefour) - 79
Diversity by Rashed Turabi Page 66 of 83
![Page 68: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/68.jpg)
I Avoiding Style
• Prefer not to have authority
• Like to buy time
• Want to protect relationships
• Want to gather more information
• Lose more often than not
• Others don't know what's important for your
• Increase problems
• ·Reflects weakness
I "I II think about it tomorrow!' I 0 Meirc Training & Consulting Managing Diversity (Carrefour) - 80
Diversity by Rashed Turabi Page 67 of 83
![Page 69: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/69.jpg)
I Accommodating Style
• Creating good will • Get taken advantage of
• Keeping the peace • Not listened to
• Retreating • Limited influence
• Putting others in debt • Seen as weak
"How may I be of service?''
0 Meirc Training & Consulting Managing Diversity (Carrefour)- 81
Diversity by Rashed Turabi Page 68 of 83
![Page 70: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/70.jpg)
I Tips for Managers
• Don't assume there's one conflict-handling intention that is always best. o Use competition when quick, decisive action is vital
o Use collaboration to find an integrative solution
o Use avoidance when an issue is trivial
o Use accommodation when you find you're wrong
o Use comEJromise when goals are important and resources are scarce.
0 Meirc Training & Consulting
L-
Managing Diversity (Carrefour) - 82
J
Diversity by Rashed Turabi Page 69 of 83
![Page 71: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/71.jpg)
• Manage Your Emotions o A void taking action when angry or frustrated.
• Select a mutually acceptable time and place to discuss a conflict o Make sure the other person is ready to receive
you and your message.
• Plan your message o Identify your goal, and determine the outcome you
would like.
0 Meirc Training & Consulting Managing Diversity (Carrefour}- 83 Diversity by Rashed Turabi Page 70 of 83
![Page 72: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/72.jpg)
• Monitor nonverbal messages o Speak calmly, use eye contact, maintain a natural
facial expressio11;.
• A void personal attacks, name-calling, emotional overstatement o Keep the focus on the issue at hand.
• Use self-talk to manage self feelings o They affect the emotional response.
0 Meirc Training & Consulting
(.__
Managing Diversity (Carrefour) - 84
Diversity by Rashed Turabi Page 71 of 83
![Page 73: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/73.jpg)
I The Dilemma!
Respect Employees' Differences
and Individuality
0 Meirc Training & Consulting
HR Strategies
and Programs
Sustain Organizational Commitment
Create Shared Vision and
Organizational Identity
Managing Diversity (Carrefour) - 85
Diversity by Rashed Turabi Page 72 of 83
![Page 74: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/74.jpg)
~ Meirc Training & Consulting
L--
Managing Diversity (Carrefour) - 86
Diversity by Rashed Turabi Page 73 of 83
![Page 75: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/75.jpg)
I Pluralism
• Mixed management men1bership o Active steps to fully involvE~ all people who differ
from the dominant group.
o Requires training and orie11tation programs that increase awareness of cultural differences and build skills for working togE~ther.
0 Meirc Training & Consulting Managing Diversity (Carrefour) - 87
Diversity by Rashed Turabi Page 74 of 83
![Page 76: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/76.jpg)
I Full Structural Integration
• Minority group members o serving at all levels, o performing all functions, and o working in all work groups.
0 Meirc Training & Consulting
'----
\ \ \ I
Managing Diversity (Carrefour) - 88
Diversity by Rashed Turabi Page 75 of 83
![Page 77: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/77.jpg)
I Informal Networks
• Mentoring programs, • Special social events, and
• support groups for minorities.
0 Meirc Training & Consulting
/ /
I I I
' ' ' -Managing Diversity (Carrefour) - 89
Diversity by Rashed Turabi Page 76 of 83
![Page 78: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/78.jpg)
I Absence of Prejudice &
Discrimination • Equal opportunity seminars, • In-house focus groups, and
• Diversity (bias reduction) training.
0 Meirc Training & Consulting
l--
Managing Diversity (Carrefour) - 90
.... .. Diversity by Rashed Turabi Page 77 of 83
![Page 79: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/79.jpg)
I Shared Goal Setting
• When different groups participate fully in determining organizational direction and deciding how to meet its goals, they better understand the organization and their places in it.
0 Meirc Training & Consulting Managing Diversity (Carrefour) - 91
Diversity by Rashed Turabi Page 78 of 83
![Page 80: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/80.jpg)
I Surveys & Feedback
• Employee surveys; • Customer surveys; • 360° feedback, and • Special training in conflict resolution.
0 Meirc Training & Consulting Managing Diversity (Carrefour) - 92
Diversity by Rashed Turabi Page 79 of 83
![Page 81: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/81.jpg)
Appendix •
Diversity by Rashed Turabi Page 80 of 83
![Page 82: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/82.jpg)
I Why Western Expatriates Fail on Foreign Assignments
~ Meirc Training & Consulting
I..-
• Manager's spouse cannot adjust to new physical or cultural surroundings;
• Manager cannot adapt to new physical or cultural surroundings;
• Family problems;
• Manager is emotionally immature;
• Manager cannot cope with foreign duties,·
• Manager is not technically competent;
• Manager Jacks proper motivation for foreign assignment.
Managing Diversity (Carrefour) - 94
Diversity by Rashed Turabi Page 81 of 83
![Page 83: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/83.jpg)
[__
I Why Global Managers Succeed on Foreign Assignments
~ Meirc Training & Consulting
• Global Perspective: Focus on global business; • Cultural Responsiveness: Become familiar
with many cultures; • Appreciate Cultural Synergies: Learn
multicultural dynamics; • Cultural Adaptability: Live and work effectively
in different cultures; • Cross-Cultural Communication: Daily cross
cultural interaction; • Cross-Cultural Collaboration: Multicultural
teamwork; • Acquire Broad Foreign Experience: Series of
foreign career assignments.
Managing Diversity (Carrefour) - 95
Diversity by Rashed Turabi Page 82 of 83
![Page 84: Diversity Master.pdf](https://reader034.fdocuments.us/reader034/viewer/2022050804/5529e9284a7959e1768b45ca/html5/thumbnails/84.jpg)
THANKYOU