MODULE UNIT 3 MA 326 HBO BS MA Finale

Republic of the Philippines
ISABELA STATE UNIVERSITY

Certified ISO 9001: 2015
Main Campus : University of people, nature,
San Fabian, Echague, Isabela, Philippines innovation and entrepreneurship
MODULE UNIT – 3 MA 326

Second Semester AY 2020 – 2021 HUMAN BEHAVIOR ORGANIZATION ( HBO )
By : Ralliegh F. Vizcarra, RMT,MBM,MSPH,PhD,CBO,DBA,DPA – Associate Professor II
1. TITLE OF THE MODULE :

Managing Demographics, Cultural Diversity and Organizational Culture
2. INTRODUCTION / OVERVIEW :
Organizational diversity is essential in generating innovative ideas, understanding local markets,

and acquiring talent. An Inclusive Workplace and Corporate cultures that display characteristics of local
and global awareness and inclusion capture critical benefits of workplace diversity in the organization
will vitally linked the impact of diversity management.
Based in the pattern of the presentation as presented in the Course Outline, this unit presents a
cascading flow of discussions and learning focused on Managing Demographics, Cultural Diversity
and Organizational Culture, bringing the theoretical concepts and outlining the specifically the following
sub-topics :
1. Demographic Diversity
2. Challenges of Diversity
3. Managing Demographic Diversity
4. Cultural Diversity
5. Managing Cultural Diversity
6. Socialization and Culture
7. Credo and Corporate Social Responsibility
Diversity can be one of the greatest strengths and opportunities of an organization. Each
person and individual in the organization is treated with uniqueness. Even if we find someone similar
to us, they can’t be our exact copies. A wide array of employee backgrounds means the organization
as a whole has more experience and expertise coverage, especially in critical areas with diversified
environment. Understanding on how to effectively and strategically manage Demographics, Cultural
Diversity and Organizational Culture will provide an organizational stability and productivity.
3. LEARNING OBJECTIVE / OUTCOME :

This course is designed to extend your knowledge of Managing Demographics,
Cultural Diversity and Organizational Culture and to encourage you to reflect on and apply this
knowledge in ways that will enhance your abilities of future professionals.
The General learning objective includes :
 Appreciate the concepts of Managing Demographics, Cultural Diversity and Organizational Culture
The Specific learning objectives include :

 Describe Demographic Diversity;
 Determine the Challenges of Diversity;
 Demonstrate skills in Managing Demographic Diversity;
 Define Cultural Diversity;
 Implement initiatives in Managing Cultural Diversity;
 Relate Socialization and Culture; and
 Compare and Contrast Credo and Corporate Social Responsibility
Dr. Ralliegh F. Vizcarra Associate Professor II RFVIZCARRA@ISU 2021

4. LEARNING TOPICS / CONTENT :
1. Concept of Diversity
WORKFORCE DIVERSITY– refers to the similarities and

differences ( Age, Gender, Ethnic, Heritage, physical abilities and
disabilities, race and sexual orientation ) among employees of the
organization.
This reinforces that managers and organizations should view

employees as having qualities in common as well as differences
that separate them among the people in the organization.
Diversity in the workforce – careers, human resource issues
1. Wellness in the workplace

2. Health & Safety
3. Disability management
4. Benefits
5. Interaction in the Workplace communication
6. Teambuilding
7. Managing conflicts,
8. Sexual harassment
Diversity in organization – policy and strategy
1. Managing diversity in workplace

2. Diversity in volunteering
3. Diversity is an issue for every organization. It refers to racial diversity, but also to age, gender, disability,
sexual orientation & socio- economic background – to name but a few!
4. Diversity management in multicultural workforce is increasingly becoming an important issue for the
business in the era of globalization. It affects the productivity and efficiency of the workforce in general.
Possible barriers in the organization that prevent a more balanced workforce
1. Limiting area of consideration

2. Lack of diversity at the senior ranks
3. Categorizing people into certain positions
4. Always recruiting from same source
5. Grooming/developing only one person
DEMOGRAPHIC DIVERSITY - refers to the ways in which people are similar or different from each other. It may
be defined by any characteristic that varies within a particular work unit such as gender, race, age, education,
tenure, or functional background (such as being an engineer versus being an accountant). Even though diversity
may occur with respect to any characteristic, our focus will be on diversity with respect to demographic, relatively
stable, and visible characteristics: specifically gender, race, age, religion, physical abilities, and sexual
orientation.

A. Levels of Diversity
1. Deep Level Diversity

As people get to know one another, the surface-level differences become less important and deep-level
diversity—differences in values, personality, and work preferences—becomes more important. These deep-level
differences can affect the way people view organizational work rewards, communicate, react to leaders, negotiate,
and generally behave at work.
2. Surface Level Diversity

The demographic characteristics that we tend to think of when we think of diversity—age, race, gender, ethnicity,
etc.—are just the tip of the iceberg. These demographic differences reflect surface-level diversity, which are easily
perceived differences that may trigger certain stereotypes, but that do not necessarily reflect the ways people
think or feel.
B. Benefits of Diversity - a diverse workforce and managing it effectively have the potential to bring about a
number of benefits to organizations.
1. Higher Creativity in Decision Making - An important potential benefit of having a diverse workforce is
the ability to make higher quality decisions. In a diverse work team, people will have different opinions
and perspectives. Having a diverse workforce may have a direct impact on a company’s bottom line by
increasing creativity in decision making.
2. Better Understanding and Service of Customers - A company with a diverse workforce may
understand the needs of particular groups of customers better, and customers may feel more at ease
when they are dealing with a company that understands their needs.
3. More Satisfied Workforce - When employees feel that they are fairly treated, they tend to be more
satisfied. On the other hand, when employees perceive that they are being discriminated against, they
tend to be less attached to the company, less satisfied with their jobs, and experience more stress at
work. Organizations where employees are satisfied often have lower turnover.
4. Higher Stock Prices - Companies that do a better job of managing a diverse workforce are often
rewarded in the stock market, indicating that investors use this information to judge how well a company
is being managed.
5. Lower Litigation Expenses - effective management of diversity can lead to big cost savings by
decreasing the probability of facing costly and embarrassing lawsuits.
6. Higher Company Performance - As a result of all these potential benefits, companies that manage
diversity more effectively tend to outperform others.
C. Role of diversity in human resource management
1. Create an enriched workplace environment where differences are respected rather than discriminated
against.
2. Diversity is connected to ethics principles as well as compliance management laws and corporate social
responsibility (CSR) policies in many parts of the world.
3. A workforce in which employees are hired based on their skills and qualifications without discrimination
as to gender, sexual orientation, race, religion, ethnicity, disability or other factor supports a human resource
management system that values diversity. Diversity in human resource management encourages respect
among people of different backgrounds and genders in the workplace.
D. Elements of Diversity
1. Age
2. Gender
3. Ethnicity 10. Income
4. Race 11. Marital Status
5. Physical Ability 12. Religious Beliefs
6. Physical Characteristics 13. Geographic Location
7. Ability 14. Parental Status
8. Education 15. Personality Type
9. Personality Type

E. Principles of Diversity Management
1. Establish a business strategy for effectively managing a diverse workforce

2. Create a positive work environment
3. Promote personal and professional development
4. Empower all people to reach their full potential
5. Remove barriers that hinder progress
6. Ensure equal opportunities and prevent discrimination
2. Challenges of Diversity
Managing diversity effectively has the potential to increase

company performance, increase creativity, and create a
more satisfied workforce. Despite all the potential
advantages, there are also a number of challenges
associated with increased levels of diversity in the
workforce.
1. Similarity-Attraction Phenomenon
One of the commonly observed phenomena in human interactions is the tendency for individuals to be attracted
to similar individuals. Research shows that individuals communicate less frequently with those who are perceived
as different from themselves. They are also more likely to experience emotional conflict with people who differ
with respect to race, age, and gender. Individuals who are different from their team members are more likely to
report perceptions of unfairness and feel that their contributions are ignored.
The similarity-attraction phenomenon may explain some of the potentially unfair treatment based on demographic
traits.
2. Faultlines
A faultline is an attribute along which a group is split into subgroups.
Teams that are divided by faultlines experience a number of difficulties. These types of teams make less effective
decisions and are less creative.
Faultlines are more likely to emerge in diverse teams, but not all diverse teams have faultlines.
Research shows that even groups that have strong faultlines can perform well if they establish certain norms.
When members of subgroups debate the decision topic among themselves before having a general group
discussion, there seems to be less communication during the meeting on pros and cons of different alternatives.
Having a norm stating that members should not discuss the issue under consideration before the actual meeting
may be useful in increasing decision effectiveness.
The group on the left will likely suffer a strong faultline due to the lack of common ground.
The group to the right will likely only suffer a weak faultline because the men and women
of the different groups will likely identify with each other.

3. Stereotypes
The assumption that women are more relationship oriented, while men are more assertive, is an example of a
stereotype. The problem with stereotypes is that people often use them to make decisions about a particular
individual without actually verifying whether the assumption holds for the person in question.
Stereotypes often lead to unfair and inaccurate decision making. For example, a hiring manager holding the
stereotype mentioned above may prefer a male candidate for a management position over a well-qualified female
candidate. The assumption would be that management positions require assertiveness and the male candidate
would be more assertive than the female candidate. Being aware of these stereotypes is the first step to
preventing them from affecting decision making.
Specific Diversity Issues

Different demographic groups face unique work environments and varying challenges in the workplace. In this
section, we will review the particular challenges associated with managing gender, race, religion, physical ability,
and sexual orientation diversity in the workplace.
1. Gender Diversity in the Workplace - Despite the existence of strong legislation, women and men often
face different treatment at work. The earnings gap and the glass ceiling are two of the key problems
women may experience in the workplace.
2. Earnings Gap - Women are more likely to have gaps in their résumés because they are more likely to
take time off to have children. Women are still the primary caregiver for young children in many families
and career gaps tend to affect earnings potential because it prevents employees from accumulating job
tenure. If the earnings gap could be traced only to résumé gaps, choice of different occupations, or
differences in negotiation behavior, the salary difference might be viewed as legitimate.
3. Glass Ceiling - Another issue that provides a challenge for women in the workforce is the so-called
glass ceiling. While women may be represented in lower level positions, they are less likely to be seen
in higher management and executive suites of companies. In fact, while women constitute close to one-
half of the workforce, men are four times more likely to reach the highest levels of organizations.
One explanation for the glass ceiling is the gender-based stereotypes favoring men in managerial
positions. Traditionally, men have been viewed as more assertive and confident than women, while
women have been viewed as more passive and submissive.
4. Race Diversity in the Workplace
Race is another demographic characteristic that is under legal protection
Unfortunately, discrimination against ethnic minorities still occurs. It seems that the perception that the
organization does not value diversity is a fundamental explanation for why ethnic minorities may feel
alienated from coworkers. Creating a fair work environment where diversity is valued and appreciated
seems to be the key.
5. Age Diversity in the Workplace
Research shows that age is correlated with a number of positive workplace behaviors, including higher
levels of citizenship behaviors such as volunteering, higher compliance with safety rules, lower work
injuries, lower counterproductive behaviors, and lower rates of tardiness or absenteeism. As people get
older, they are also less likely to want to quit their job when they are dissatisfied at work.
What are the challenges of managing age diversity beyond the management of stereotypes?
a. Age diversity within a team can actually lead to higher team performance. In a simulation, teams with
higher age diversity were able to think of different possibilities and diverse actions, leading to higher
performance for the teams.

b. Age diversity may be challenging because different age groups seem to have different opinions about
what is fair treatment, leading to different perceptions of organizational justice.
c. Age diversity also means that the workforce will consist of employees from different generations.
6. Religious Diversity in the Workplace

Employers’ concerns for productivity against employees’ desires to fulfill religious obligations.
Accommodating someone’s religious preferences may also require companies to relax their dress code
to take into account religious practices.
7. Employees with Disabilities in the Workplace
Employees with a wide range of physical and mental disabilities are part of the workforce.
Particularly employees suffering from illnesses that last for a long time and require ongoing care seem
to be at a disadvantage, because they are more likely to be stereotyped, locked into dead-end jobs, and
employed in jobs that require substantially lower skills and qualifications than they possess. They also
are more likely to quit their jobs.
The visible differences between individuals may act as an initial barrier against developing rapport,
employees with disabilities and their managers may benefit from being proactive in relationship
development.
8. Sexual Orientation Diversity in the Workplace
Lesbian, bisexual, gay, and transgender (LBGT) employees in the workplace face a number of
challenges and barriers to employment.
Creating an environment where all employees feel welcome and respected regardless of their sexual
orientation is the key to maintaining a positive work environment.
3. Managing Diversity
A. Strategies in Managing Demographic Diversity

1. Build a Culture of Respecting Diversity
In the most successful companies, diversity management is not the
responsibility of the human resource department. Starting from top
management and including the lowest levels in the hierarchy, each
person understands the importance of respecting others. If this respect
is not part of an organization’s culture, no amount of diversity training or
other programs are likely to be effective.
Companies with a strong culture—where people have a sense of shared values, loyalty to the organization is
rewarded, and team performance is celebrated—enable employees with vastly different demographics and
backgrounds to feel a sense of belonging.
2. Make Managers Accountable for Diversity
People are more likely to pay attention to aspects of performance that are measured. In successful companies,
diversity metrics are carefully tracked. Bonuses of managers partly depended on whether they had met their
diversity-related goals. When managers are evaluated and rewarded based on how effective they are in diversity
management, they are more likely to show commitment to diversity that in turn affects the diversity climate in the
rest of the organization.

3. Diversity Training Programs

Many companies provide employees and managers with training programs relating to diversity. However, not all
diversity programs are equally successful. You may expect that more successful programs are those that occur
in companies where a culture of diversity exists.
4. Review Recruitment Practices
Companies may want to increase diversity by targeting a pool that is more diverse. By building relations with
occupational groups, organizations may attract a more diverse group of candidates to choose from. Companies
may also benefit from reviewing their employment advertising to ensure that diversity is important at all levels of
the company.
5. Affirmative Action Programs
Policies designed to recruit, promote, train, and retain employees belonging to a protected class are referred to
as affirmative action. An organization may also be using affirmative action as a result of a court order or due to
a past history of discrimination. Affirmative action programs are among the most controversial methods in
diversity management because some people believe that they lead to an unfair advantage for minority members.
Four groups of programs can be viewed as part of affirmative action programs:
1. Simple elimination of discrimination.
These programs are the least controversial and are received favorably by employees.
2. Targeted recruitment.
These affirmative action plans involve ensuring that the candidate pool is diverse. These programs are also
viewed as fair by most employees.
3. Tie-breaker.
In these programs, if all other characteristics are equal, then preference may be given to a minority candidate.
These programs are viewed as less fair by employees.
4. Preferential treatment.
These programs involve hiring a less-qualified minority candidate. Strong preferential treatment programs
are illegal in most cases.
B. Creating an Organization That Can Manage Diversity

1. Organizational vision
2. Top management commitment
3. Auditing and assessment of needs
4. Clarity of objectives
5. Clear accountability
6. Effective communication
7. Coordination of activity
8. Evaluation
C. Techniques for Managing Diversity

1. Managing diversity training programs
2. Core groups
3. Multicultural teams
4. Senior managers of diversity
5. Targeted recruitment and selection programs
6. Compensation and reward programs tied to achieving diversity goals
7. Language training
8. Mentoring programs
9. Cultural advisory groups
10. Corporate social activities that celebrate diversity
D. Managing diversity effectively

1. Greater range of perspectives, ideas, and creativity.
2. Better problem definition, generation of alternatives, and decisions.
3. Greater potential of developing a high performance team.
4. Greater resilience in dealing with escalating demands.

E. Mismanaging diversity
1. Disrupts development of trust, constructive working relationships, arriving at consensus & agreement.
2. Stereotyping of other members and sub grouping along cultural lines.
3. Misunderstanding and disruptive communication.
4. Low levels of efficiency, effectiveness & productivity
F. Unintended Results of Managing Diversity

1. Programs that focus on encouraging certain groups may create feelings of unfairness or exclusion in
others
2. Giving preferential treatment to certain groups may stigmatize their members
3. Increasing diversity without recognition and rewards for the new members can create organizational
tension
G. Implications for Managers in Managing Diversity

1. Managing a diverse workforce is an important part of an international manager’s job
2. Must understand the impact of diversity and know how to utilize
3. Realize different cultures view diversity differently and consider impact on manager
H. Potential Benefits of an Effective Diversity Management Program

1. Improve organizational performance
2. Help prevent unlawful discrimination or harassment incidents  Improve workplace relations  Build more
effective work teams
3. Improve organizational problem solving
4. Improve customer service
5. Enhanced recruitment efforts
I. Strategies for Inclusion in Diversity Management

1. The Value of Mentoring
- Without regard to race, gender, religion, national origin ….
- Inconvenience yourself to show someone else the way
- Unleash someone else’s potential
2. Professional Development
- Identify training and development needs for all employees
- Utilize Individual Development Plans
- Rotational & Developmental Assignments
- Rotate “acting” supervisor
3. Cost –Benefit of Diversity
KEY TAKEAWAY
Organizations managing diversity effectively benefit from diversity because they achieve higher
creativity, better customer service, higher job satisfaction, higher stock prices, and lower litigation
expenses. At the same time, managing a diverse workforce is challenging for several key reasons.
Employees are more likely to associate with those who are similar to them early in a relationship, the
distribution of demographic traits could create faultlines within a group, and stereotypes may act as
barriers to advancement and fair treatment of employees.
Demographic traits such as gender, race, age, religion, disabilities, and sexual orientation each face
unique challenges. Organizations can manage demographic diversity more effectively by building a
culture of respect, making managers accountable for diversity, creating diversity-training programs,
reviewing recruitment practices, and under some conditions, utilizing affirmative action programs.

4. Cultural Diversity
A. CULTURAL DIVERSITY
Culture refers to values, beliefs, and customs that exist in a
society.
Understanding the role of national culture for organizational
behavior may provide you with a competitive advantage in your
career.
Increase the understanding and appreciation of differences
across cultures. Cultural differences may shape how people
dress, how they act, how they form relationships, how they
address each other, what they eat, and many other aspects of
daily life.
Cultural diversity is a major issue in diversity management. Ely and Roberts (2008) define cultural diversity
as differences among team members in race, ethnicity, gender, religion, nationality, or other dimensions of
social identity that are marked by a history of inter group prejudice, discrimination or oppression.
Cultural Diversity Dimensions :
1. Primary 2. Secondary 3. Tertiary

• Race • Religion • Beliefs
• Ethnicity • Lifestyle • Assumptions
• Gender • Economic status • Perceptions
• Age • Culture • Attitudes
• Disability • Family status • Feelings
• Thinking style • Values
• Geographic origin • Group norms
• Political orientation
• Nationality
• Work experience
• Language
5. Managing Cultural Diversity
1. Help Employees Build Cultural Intelligence

Cultural intelligence is a person’s capability to understand how
a person’s cultural background influences one’s behavior.
Developing cultural intelligence seems important, because the
days when organizations could prepare their employees for
work simply by sending them to long seminars on a particular
culture.
This means employees will not necessarily have to become experts in one culture. Instead, they should have the
ability to work with people from many diverse backgrounds all at the same time.
Employees will need to develop an awareness of overall cultural differences and learn how to recognize cultural
principles that are operating in different situations. In other words, employees will need to be selected based on
cultural sensitivity and understanding and trained to enhance such qualities.
2. Avoid Ethnocentrism
Ethnocentrism is the belief that one’s own culture is superior to other cultures one comes across. Ethnocentrism
leads organizations to adopt universal principles when doing business.

Culture affects employee expectations of work life such as work–life balance, job security, or the level of
empowerment. Ignoring cultural differences, norms, and local habits may be costly for businesses and may lead
to unmotivated and dissatisfied employees.
Successful global companies modify their management styles, marketing, and communication campaigns to fit
with the culture in which they are operating.
3. Listen to Locals
When doing cross-cultural business, locals are a key source of information. To get timely and accurate feedback,
companies will need to open lines of communication and actively seek feedback.
4. Recognize That Culture Changes
Cultures are not static—they evolve over the years. A piece of advice that was true 5 years ago may no longer
hold true. For example, showing sensitivity to the Indian caste system may be outdated advice for those
internationals doing business in India today.
5. Do Not Always Assume That Culture Is the Problem
Attributing all misunderstandings or failures to culture may enlarge the cultural gap and shift the blame to others.
In fact, managing people who have diverse personalities or functional backgrounds may create
misunderstandings that are not necessarily due to cultural differences.
While familiarizing employees about culture, emphasizing the importance of interpersonal skills regardless of
cultural background will be important.
KEY TAKEAWAY
With the increasing prevalence of international business as well as diversification of the domestic
workforce in many countries, understanding how culture affects organizational behavior is becoming
important. Individualism-collectivism, power distance, uncertainty avoidance, and masculinity–
femininity are four key dimensions in which cultures vary. The position of a culture on these dimensions
affects the suitable type of management style, reward systems, employee selection, and ways of
motivating employees.
Diversity Management
- Diversity management is about full utilization of people with different backgrounds and
experiences.
- Effective diversity management strategy has a positive effect on cost reduction, creativity, problem
solving, and organizational flexibility
Approaches to measure diversified performances
1. Measure employees contribution in a fair way.

2. A team is much more than the sum of its individuals. A good team can accomplish far more than the
sum of its individuals. We should stimulate 'team thinking' and reward people if they place their team
goal above their own goals.
3. Team members know best.
4. We want team members to give the input for individual performance reviews. The people that work
closest to you, know best how much you contribute to your team.
5 Feedback is an easy tool for fast, reliable evaluation.
5. Collects feedback from each and every employee to create a culture in which team performance is
important. People should be stimulated to progress themselves and above all their team.
6. Create teams culture in your organization.
7. Teams are the core of a company, therefore regularly evaluate them.

6. Socialization and Culture
Socialization and Culture in the Organization
Organizational socialization and culture - is the process

by which people learn about and adjust to the knowledge, skills,
attitudes, expectations, and behaviors needed for a new or
changing role within an organization.
Some of the Organizational socialization and culture methods
that are used include stories, rituals, material symbols, and
language. The following diagram explains the socialization and
culture process in the organization:
Organizational socialization and culture focuses on organizational membership.
1. Socialization is a term used by sociologists, social psychologists, anthropologists, political scientists, and
educationalists to refer to the lifelong process of inheriting and disseminating norms, customs, values,
and ideologies, providing an individual with the skills and habits necessary for participating within their
own society.
2. Socialization is thus “the means by which social and cultural continuity are attained. Socialization
describes a process which may lead to desirable outcomes—sometimes labeled “moral”—as regards
the society where it occurs.
3. Individual views on certain issues, for instance, race or economics, are influenced by the society’s
consensus and usually tend toward what that society finds acceptable or “normal”.
4. Many socio-political theories postulate that socialization provides only a partial explanation for human
beliefs and behaviors, maintaining that agents are not blank slates predetermined by their environment;
scientific research provides evidence that people are shaped by both social influences and genes.
5. Genetic studies have shown that a person’s environment interacts with his or her genotype to influence
behavioral outcomes. Socialization can be conceptualized as a process made up of 3 stages.

The Three ( 3 ) Stages of Organizational Socialization and culture in the organization :
1. The Pre-Arrival Stage :
a. It starts with the pre-arrival stage, which consists of anything a potential organization member has
learned about the organization prior to joining.
b. Part of the pre-arrival stage is the selection process, which is used by the hiring company to hire people
who can adequately perform the job but also to select people who will fit well into the culture of the
company. The selection process provides the organization with information about the candidate but also
gives the job-seeker information about the organization.
c. Candidates who find that their personal values do not match the core values of the prospective company
should disqualify themselves from the selection process at this time.
2. The Encounter Stage :
a. Once a candidate accepts a job offer, they enter the encounter stage.
b. This stage is where the expectations of the new employee meet the reality of the job. If the reality of the
new job is different than what the new employee expected it to be, socialization methods are used to
orient the new employee to the existing culture and to help them make sense of the culture of their new
organization.
c. The new member must work out any problems discovered during the encounter stage.
3. The Metamorphosis Stage :
a. This may mean going through changes – hence, we call this metamorphosis stage. The options
presented in the above figure are alternatives designed to bring about the desired metamorphosis.
b. Note that the more management relies on socialization programs that are formal, collective, fixed, serial,
and emphasize divestiture, the greater the likelihood that newcomers’ differences and perspectives will
be stripped away and replaced by standardized and predictable behaviors.
c. Careful selection by the management of newcomers’ socialization experiences can – at the extreme –
create conformists who consider no organizational practice sacred.
d. Successful metamorphosis should have a positive impact on the new employee’s productivity and his
commitment to the organization and reduce his propensity to leave the organization.
Understanding how do cultures differ from each other ?

Cultural differences may shape how people dress, how they act, how they form relationships, how they address
each other, what they eat, and many other aspects of daily life.
Research also shows that cultural variation with respect to these four dimensions influence employee job
behaviors, attitudes, well-being, motivation, leadership, negotiations, and many other aspects of organizational
behavior.
1. Individualism-Collectivism - Individualistic cultures are cultures in which people define themselves as
an individual and form looser ties with their groups. These cultures value autonomy and independence
of the person, self-reliance, and creativity.

Countries such as the United States, United Kingdom, and Australia are examples of individualistic cultures.
Asian countries such as China and Japan, as well as countries in Latin America are higher in collectivism.
In collectivistic cultures, people define themselves as part of a group. In fact, this may be one way to detect
people’s individualism-collectivism level.
In collectivistic societies, family bonds are more influential in people’s daily lives. While individualists often refer
to their nuclear family when thinking about their families, collectivists are more likely to define family in a broader
sense.
Collectivists are more attached to their groups and have more permanent attachments to these groups.
Conversely, individualists attempt to change groups more often and have weaker bonds to them.
2. Power Distance- Power distance refers to the degree to which the society views an unequal distribution
of power as acceptable. Simply put, some cultures are more egalitarian than others.
In low power distance cultures, egalitarianism is the norm.
In high power distance cultures, people occupying more powerful positions such as managers, teachers, or
those who are older are viewed as more powerful and deserving of a higher level of respect.
3. Uncertainty Avoidance - Uncertainty avoidance refers to the degree to which people feel threatened by
ambiguous, risky, or unstructured situations. Cultures high in uncertainty avoidance prefer predictable
situations and have low tolerance for ambiguity. Employees in these cultures expect a clear set of
instructions and clarity in expectations.
4. Masculinity – Femininity
Masculine cultures are cultures that value achievement, competitiveness, and acquisition of money and other
material objects.
Masculine cultures are also characterized by a separation of gender roles. In these cultures, men are more
likely to be assertive and competitive compared to women.
Feminine cultures are cultures that value maintaining good relationships, caring for the weak, and
emphasizing quality of life. In these cultures, values are not separated by gender, and both women and men
share the values of maintaining good relationships.

7. Credo and Corporate Social Responsibility
Credo and Corporate Social Responsibility
Credo is a Latin word, which the Oxford English Dictionary defines as " a
statement of the beliefs or aims which guide someone's actions."
In the corporate world, a credo is similar to a company's mission

statement, its beliefs, principles, or purpose. A company's website likely will
contain a prominently displayed mission statement, along with the firm's
goals and objectives. In the best possible world, a company would use its
credo to guide its actions.
Corporate Social Responsibility (CSR) - is a self-regulating business model that helps a company be socially
accountable—to itself, its stakeholders, and the public. By practicing corporate social responsibility, also
called corporate citizenship, companies can be conscious of the kind of impact they are having on all aspects of
society, including economic, social, and environmental.
To engage in CSR means that, in the ordinary course of business, a company is operating in ways that
enhance society and the environment, instead of contributing negatively to them.
Understanding Corporate Social Responsibility (CSR)
CSR is a broad concept that can take many forms depending on the company and industry. Through CSR
programs, philanthropy, and volunteer efforts, businesses can benefit society while boosting their brands.
As important as CSR is for the community, it is equally valuable for a company. CSR activities can help
forge a stronger bond between employees and corporations, boost morale and help both employees and
employers feel more connected with the world around them.
KEY TAKEAWAYS
 Corporate social responsibility is important to both consumers and companies.
 Starbucks is a leader in creating corporate social responsibility programs in many aspects of its
business.
 Corporate responsibility programs are a great way to raise morale in the workplace.

For a company to be socially responsible, it first needs to be accountable to itself and its shareholders. Often,
companies that adopt CSR programs have grown their business to the point where they can give back to society.
Thus, CSR is primarily a strategy of large corporations. Also, the more visible and successful a corporation is,
the more responsibility it has to set standards of ethical behavior for its peers, competition, and industry.
Example of Corporate Social Responsibility
Starbucks has long been known for its keen sense of corporate social responsibility and commitment to
sustainability and community welfare. According to the company, Starbucks has achieved many of its CSR
milestones since it opened its doors. According to its 2019 Global Social Impact Report, these milestones include
reaching 99% of ethically sourced coffee, creating a global network of farmers, pioneering green building
throughout its stores, contributing millions of hours of community service, and creating a groundbreaking college
program for its partner/employees. Starbucks' goals for 2020 and beyond include hiring 10,000 refugees,
reducing the environmental impact of its cups, and engaging its employees in environmental leadership.
CSR refers to practices and policies undertaken by corporations that are intended to have a positive influence
on the world. The key idea behind CSR is for corporations to pursue other pro-social objectives, in addition to
maximizing profits. Examples of common CSR objectives include minimizing environmental externalities,
promoting volunteerism among company employees, and donating to charity.

Why should a company implement CSR?

Many companies view CSR as an integral part of their brand image, believing that customers will be
more likely to do business with brands that they perceive to be more ethical. In this sense, CSR activities can be
an important component of corporate public relations. At the same time, some company founders are also
motivated to engage in CSR due to their personal convictions.
What is the impact of CSR?

The movement toward CSR has had an impact in several domains. For example, many companies have
taken steps to improve the environmental sustainability of their operations, through measures such as installing
renewable energy sources or purchasing carbon offsets. In managing supply chains, efforts have also been taken
to eliminate reliance on unethical labor practices, such as child labor and slavery. Although CSR programs have
generally been most common among large corporations, small businesses also participate in CSR through
smaller-scale programs such as donating to local charities and sponsoring local events.
Forms and Dimensions of Corporate Social Responsibility (CSR)
Among the organizational researchers who have tried from time to time to identify and describe the various forms
of CSR, probably the most established and accepted model of CSR which addresses the forms of CSR is the
one called ‘Four-Part Model of Corporate Social Responsibility’ as proposed by Archie Carroll and subsequently
refined later by Carroll and Buchholtz.
CSR is a multi-layer concept consisting of four inter-related aspects of responsibilities, namely, economic, legal,
ethical, and philanthropic. This presents these different responsibilities as consecutive layers within a pyramid.
This illustration offers the definition of CSR in these words: “Corporate social responsibility encompasses the
economic, legal, ethical, and philanthropic expectations placed on organizations by society at a given point in
time.”
1. Economic Responsibility:
A corporation has to meet its economic responsibilities in terms of reasonable return to investors, fair
compensation to employees, goods at fair prices to customers, etc. Thus, meeting economic responsibility is the
first-layer of responsibility and also the basis for the subsequent responsibilities. The fact remains that meeting
economic responsibility is must for all corporations to survive in the time.
2. Legal Responsibility:
The legal responsibility of business corporations demands that businesses abide by the law of land and play
by the rule of the game. Laws are the codification of do’s and don’ts do’s in the society.
Abiding by laws is the prerequisite for any corporation to be socially responsible. Corporate history is replete
with instances where violation of laws disallowed corporations to run any longer.

3. Ethical Responsibility:
These responsibilities refer to obligations which are right, just, and fair to be met by corporations. Just abiding
by law, procedure, and rule and regulations does not make business conduct always as ethical or good. The
conduct of corporations that go beyond law and contribute to social well being is called ethical.
Hence, corporations have an ethical responsibility to do, even going beyond law and rule and regulations,
what proves good for the society. In other words, ethical responsibilities consist of what is generally expected by
society from corporations over and above economic and legal expectations.
4. Philanthropic Responsibility:
The Greek word ‘philanthropy’ means literally ‘the love of the fellow human.’ The use of this idea in business
context incorporates activities that are, of course, within the corporation’s discretion to improve the quality of life
of employees, local communities, and ultimately society at large.
Making donations to charitable institutions, building of recreational facilities for employees and their families,
support for educational institutions, supporting art and support activities, etc. are the examples of philanthropic
responsibilities discharged by the corporations. It is important to note that the philanthropic activities are desires
of corporations, not expected by the society.
5. LEARNING AND TEACHING ACTIVITIES :
The teacher's fundamental task is to get students to engage in learning activities that are likely
to result in achieving [the intended learning] outcomes. It is helpful to remember that what the student
does is actually more important that what the teacher does. ( Schuell, 1986, p.429 )
It is vitally and equally important that each activity is meaningful, and ensures student
development and advancement through this module unit. Activities should build in enabling the
students to engage with and develop their skills, knowledge and understandings in different
ways. Meaningful activities engage students in active, constructive, intentional, authentic, and
cooperative ways.
This unit module has been designed to specifically develop an outcome-based learning and
teaching interactive activities to :
 REMEMBERING by describing Demographic Diversity and determine the Challenges of Diversity;

 UNDERSTAND by demonstrating skills in Managing Demographic Diversity and defining Cultural Diversity;
 APPLY by implementing initiatives in Managing Cultural Diversity;
 ANALYSE by relating Socialization and Culture; and
 EVALUATE by comparing and contrasting Credo and Corporate Social Responsibility
6. FLEXIBLE TEACHING LEARNING MODALITY ( FTLM ) ADAPTED :
The global pandemic of novel coronavirus causing COVID-19 has forced and reshaped the
contour of education by shifting from face-to-face instruction to full online virtual platform or flexible
teaching learning modalities. These modalities of instruction, flexible teaching learning (FTL)
appears to be the most practical because it lacks restriction of time, place, and pace of study. The
Teacher- Learner engagement using the learning Management System (LMS ) in this module which
has customized to ensure the delivery of teaching and learning documents which includes :

SYNCHRONOUS ONLINE DISTANCE LEARNING using Google Meet

(formerly known as Hangouts Meet) is a video-communication service
developed by Google.
ASYNCHRONOUS ONLINE DISTANCE LEARNING using Google Classroom

for Education. Classroom is already included in Google Workspace for
Education and works seamlessly with Google Workspace collaboration
tools.
7. ASSESSMENT TASK AND EVALUATION :
According to Grant Wiggins (1998), an authentic assessment is realistic, requires judgment and
innovation., asks the student to “do” the subject, replicates or simulates the contexts in which adults are “tested”
in the workplace or in civic or personal life, assesses the student’s ability to efficiently and effectively use a
repertoire of knowledge and skills to negotiate a complex task and allows appropriate opportunities to rehearse,
practice, consult resources, and get feedback on and refine performances and products.
The within the unit learning tasks and evaluation as a tool in the measurement and assessment of the
learning impact and magnitude of this unit module, the academic subject handler will be providing SELF
LEARNING ASSESSMENT ACTIVITIES which include CONCEPOT MAPPING Instructional advisories on
these learning activities will be progressively posted in the Flexible Teaching – Learning Modality ( FTLM )
Adapted in order to ensure the achievement of the learning objectives and to carry out the accomplishment of
the learning activities.
8. REFERENCES :
Cottle, M. (1999, April 25). Too personal at the interview. New York Times, p. 10;
Thomas, J. (1999, July–August). Beware of illegal interview questions. Women in Business
https://www.coursehero.com/file/74680271/Lecture-4-Managing-Workforce-Diversitypptx/
http://www.opentextbooks.org.hk/ditatopic/5142
https://pressbooks.senecacollege.ca/organizationalbehaviour/chapter/chapter-2/
https://www.slideshare.net/AKHLAS/lecture-06-diversity-at-workplace-39578707
https://www.iedunote.com/organizational-socialization
https://www.yourarticlelibrary.com/business/forms-and-dimensions-of-corporate-social-responsibility-csr/41243

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Republic of the Philippines

ISABELA STATE UNIVERSITY

MODULE UNIT – 3 MA 326

1. TITLE OF THE MODULE :

Organizational diversity is essential in generating innovative ideas, understanding local markets,

3. LEARNING OBJECTIVE / OUTCOME :

The Specific learning objectives include :

Dr. Ralliegh F. Vizcarra Associate Professor II RFVIZCARRA@ISU 2021

4. LEARNING TOPICS / CONTENT :

WORKFORCE DIVERSITY– refers to the similarities and

This reinforces that managers and organizations should view

Diversity in the workforce – careers, human resource issues

1. Wellness in the workplace

Diversity in organization – policy and strategy

1. Managing diversity in workplace

Possible barriers in the organization that prevent a more balanced workforce

1. Limiting area of consideration

Dr. Ralliegh F. Vizcarra Associate Professor II RFVIZCARRA@ISU 2021

1. Deep Level Diversity

2. Surface Level Diversity

Dr. Ralliegh F. Vizcarra Associate Professor II RFVIZCARRA@ISU 2021

E. Principles of Diversity Management

1. Establish a business strategy for effectively managing a diverse workforce

Managing diversity effectively has the potential to increase

Dr. Ralliegh F. Vizcarra Associate Professor II RFVIZCARRA@ISU 2021

Specific Diversity Issues

Dr. Ralliegh F. Vizcarra Associate Professor II RFVIZCARRA@ISU 2021

6. Religious Diversity in the Workplace

A. Strategies in Managing Demographic Diversity

Dr. Ralliegh F. Vizcarra Associate Professor II RFVIZCARRA@ISU 2021

3. Diversity Training Programs

B. Creating an Organization That Can Manage Diversity

C. Techniques for Managing Diversity

D. Managing diversity effectively

Dr. Ralliegh F. Vizcarra Associate Professor II RFVIZCARRA@ISU 2021

F. Unintended Results of Managing Diversity

G. Implications for Managers in Managing Diversity

H. Potential Benefits of an Effective Diversity Management Program

I. Strategies for Inclusion in Diversity Management

Dr. Ralliegh F. Vizcarra Associate Professor II RFVIZCARRA@ISU 2021

Cultural Diversity Dimensions :

1. Primary 2. Secondary 3. Tertiary

5. Managing Cultural Diversity

1. Help Employees Build Cultural Intelligence

Dr. Ralliegh F. Vizcarra Associate Professor II RFVIZCARRA@ISU 2021

Approaches to measure diversified performances

1. Measure employees contribution in a fair way.

Dr. Ralliegh F. Vizcarra Associate Professor II RFVIZCARRA@ISU 2021

6. Socialization and Culture

Socialization and Culture in the Organization

Organizational socialization and culture - is the process

Organizational socialization and culture focuses on organizational membership.

Dr. Ralliegh F. Vizcarra Associate Professor II RFVIZCARRA@ISU 2021

The Three ( 3 ) Stages of Organizational Socialization and culture in the organization :

1. The Pre-Arrival Stage :

2. The Encounter Stage :

3. The Metamorphosis Stage :

Understanding how do cultures differ from each other ?