DIVERSITY

By RASHED TURABI
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 Confli cts
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
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
~ 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
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
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
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
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
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
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
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
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
Unknown
to others
Behavior
Attitude
Diversity by Rashed Turabi Page 12 of 83
Known
to others
Unknown
to others
Behavior
Values, Standards, Judgment
Att
.ltu de
~
Motives, Ethics, Beliefs.
Diversity by Rashed Turabi Page 13 of 83
Behavior
Cultural Values
ll
I ~ Easy to
I! Influence
11 Short Term
Difficult to
I nfluence
Long T e ~ m
' ..................................................................... .
Personal Values
Very
Di fficult to
Influence
Las tin
Diversity by Rashed Turabi Page 14 of 83
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
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
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
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
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
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
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
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
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
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
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
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
14. Food and Eating Habits
Muslims are prohibited from consuming o r k ~ ~ . . . . . . . . . _
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
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
[._ .
~ ~
"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
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
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
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
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
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
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
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
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
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
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,
11
Yes Sir or Yes Madam!''
0 Meirc Training & Consulting Managing Diversity (Carrefour) - 52
Diversity by Rashed Turabi Page 39 of 83
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
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
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 ~ a r n 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
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
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
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
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
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
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
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
Cultural Sources of
Misunderstanding
No. We are I!J ~ ~
better//
Weare
better//
Diversity by Rashed Turabi Page 50 of 83
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
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
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
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
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
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
Cultural Conflicts
Diversity by Rashed Turabi Page 57 of 83
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
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
~ - - - """' ~ . ---
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
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
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
I Conflict Management Styles
C/)
C/)
(].)
t::
COMPETING COLLABORATING
(PRINCIPLED)
:: I
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
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
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
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
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
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
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
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
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
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
~ Meirc Training & Consulting
L--
Managing Diversity (Carrefour) - 86
Diversity by Rashed Turabi Page 73 of 83
I Pluralism
Mixed management men1bership
o Active steps to fully 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
0 Meirc Training & Consulting Managing Diversity (Carrefour) - 87
Diversity by Rashed Turabi Page 74 of 83
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
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
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
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
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
Appendix
Diversity by Rashed Turabi Page 80 of 83
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
[__
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

THANKYOU