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Chapter 05 - Managing Diverse Employees in a Multi-cultural Environment
Chapter 5
Managing Diverse Employees in a Multi-
cultural Environment
CHAPTER CONTENTS
Learning Objectives 130
Key Definitions/Terms 130
Chapter Overview 131
Lecture Outline 132
Lecture Enhancers 141
Management in Action 144
Building Management Skills 147
Managing Ethically 148
Small Group Breakout Exercise 149
Exploring the World Wide Web 150
Be the Manager 150
BusinessWeek Cases in the News 152
Supplemental Features 152
Video Case 152
Management in the Movies 154
Manager’s Hot Seat 154
Self-Assessment(s) 154
Test Your Knowledge 155
Instructor Powerpoint Slides 155
5-1
LEARNING OBJECTIVES
LO1. Discuss the increasing diversity of the workforce and of the

organizational environment.
LO2. Explain the central role that managers play in the effective
management of diversity
LO3. Explain why the effective management of diversity is both an ethical

and a business imperative.
LO4. Discuss how perception and the use of schemas can result in unfair
treatment
LO5. List the steps managers can take to effectively manage diversity
LO6. Identify the two major forms of sexual harassment and how they can
be eliminated.
KEY DEFINITIONS/TERMS
bias: The systematic tendency to use gender schemas: Preconceived beliefs or ideas
information about others in ways that result in about the nature of men and women, their traits,
inaccurate perceptions. attitudes, behaviors, and preferences.
distributive justice: A moral principle calling glass ceiling: A metaphor alluding to the
for the distribution of pay raises, promotions, invisible barriers that prevent minorities and
and other organizational resources to be based women from being promoted to top corporate
on meaningful contributions that individuals positions.
have made and not on personal characteristics
over which they have no control. hostile work environment sexual
harassment: Telling lewd jokes, displaying
diversity: Differences among people in age, pornography, making sexually oriented remarks
gender, race, ethnicity, religion, sexual about someone’s personal appearance, and other
orientation, socioeconomic background, and sex-related actions that make the work
capabilities/disabilities. environment unpleasant.
5-2
mentoring: A process by which an experienced procedural justice: A moral principle calling

member of an organization (the mentor) for the use of fair procedures to determine how
provides advice and guidance to a less to distribute outcomes to organizational
experienced member (the protégé) and helps the members.
less experienced member learn how to advance
in the organization and in his or her career. quid pro quo sexual harassment: Asking for
or forcing an employee to perform sexual favors
in exchange for receiving some reward or
overt discrimination: Knowingly and willingly avoiding negative consequences.
denying diverse individuals access to
opportunities and outcomes in an organization. schema: An abstract knowledge structure that is
stored in memory and makes possible the
perception: The process through which people interpretation and organization of information
select, organize, and interpret what they see, about a person, event, or situation.
hear, touch, smell, and taste to give meaning and
order to the world around them. stereotype: Simplistic and often inaccurate
beliefs about the typical characteristics of
particular groups of people
CHAPTER OVERVIEW
The effective management of diversity means much more than hiring employees from
diverse backgrounds. It also includes learning to appreciate and respond appropriately to the
needs, attitudes, beliefs, and values that diverse people bring to an organization. Correcting
misconceptions about why and how various employee groups differ and finding the most
effective way to utilize the skills and talents of diverse employees are also part of the manager’s
responsibility.
This chapter explores the increasing diversity in today’s environment and the how it can
be proactively managed within the organization. It also explores why sometimes well-
intentioned managers inadvertently treat one group of employees differently from another and
the actions managers can take to ensure that diversity within the organization is respected
5-3
LECTURE OUTLINE
NOTE ABOUT INSTRUCTOR POWERPOINT Chapter Five

SLIDES
The Instructor PowerPoint Slides include most Student Managing Diverse

PowerPoint slides, along with additional material that Employees in a Multicultural
Environment
can be used to expand the lecture. Images of the
Instructor PowerPoint slides can be found at the end of
this chapter on page 156
McGraw-Hill/Irwin ©2009 The McGraw-Hill Companies, All Rights Reserved
BASIC POWERPOINT SLIDE 1

(INSTRUCTOR’S POWERPOINT SLIDE 1)
Chapter Title
A Manager’s Challenge (pp. 149 of text)

Reaping the Benefits of Diversity
Sodexho is committed to the effective and efficient management of diversity. The company goes to great
lengths to demonstrate its support and understanding of the importance of a diverse work force, not only
towards creating a strong organization, but also in creating solid and stronger business results.
Examples of activities which demonstrate Sodexho’s commitment include:
Provision of extensive diversity training
Mentors/Coaches of employees who are different from themselves (note: most company
mentor programs match like individuals)
Performance bonuses paid out to managers who meet diversity goals
Sponsorship of affinity groups for employees again, who are different from themselves.
I. THE INCREASING DIVERSITY OF LO 1: Discuss the increasing

THE WORKFORCE AND THE diversity of the
ENVIRONMENT workforce and of the
organizational
A. Diversity: dissimilarities—differences—among people environment.
due to age, gender, race, ethnicity, religion, sexual
5-4
orientation, socioeconomic background, and

capabilities/disabilities.
The Increasing Diversity of the Workforce and
the Environment
1. Diversity is a critical issue to organizations for the following
reasons: ➢Diversity
≈ Dissimilarities/differences among people in age,
gender, race, ethnicity, religion, sexual
orientation, socioeconomic background, and
a. There is a strong ethical imperative in many societies capabilities/disabilities
that diverse people receive equal opportunities and be
treated fairly and justly. Unfair treatment is illegal.
b. Effective management of organizational diversity can 5-3
improve organizational effectiveness STUDENT POWERPOINT SLIDE 2

(INSTRUCTOR’S POWERPOINT SLIDE
3)
c. There is substantial evidence that diverse individuals Diversity…
continue to experience unfair treatment in the
workplace as a result of biases, stereotypes, and overt
discrimination.
2. The glass ceiling: a term that alludes to the invisible barriers

that prevent women and minorities from being promoted to top
corporate positions.
a. The federal Glass Ceiling Commission Report indicated Sources of Diversity in the Workplace
that African Americans have the hardest time climbing
the corporate ladder, Asians are often stereotyped into
technical jobs, and Hispanics are assumed to be less
educated than other minority groups.
a. workforce, the median weekly earnings of women are

estimated to be $552, as compared to $695 for men. Figure 5.1
5-4
b. Although women comprise 49.5% of the STUDENT POWERPOINT SLIDE 3

employees in managerial and professional positions, (INSTRUCTOR’S POWERPOINT SLIDE
only around 12% of the corporate officers in the 500 4)
Sources of Diversity in the Workplace
largest U.S. companies are women. Women hold only Figure 5.1
12% of all seats on corporate boards and only 8 Fortune
500 companies have women as CEOs.
c. Research suggests that female executives

outperform their male colleagues on such skills as
motivating others, promoting good
3. Age: The aging of the population suggests managers need to

be vigilant in ensuring that employees are not
discriminated against because of age.
4. Gender Although women and men are almost equally

represented in the U.S.
5. Race and Ethnicity
5-5
a. The U.S. census distinguishes between five different

racial groups. They are American Indian or Alaska
Native, Asian, African American, Native Hawaiian or
Pacific Islander, and white. Hispanics, also referred to
as Latino, are people whose origins are in Spanish
cultures, and can be of different races.
b. The racial and ethnic diversity of the

U.S. population is increasing an
exponential rate, as is the composition of
the workforce.
6. Religion
a. Title VII of the Civil Rights Act prohibits

discrimination based on religion, as well
as based on race/ethnicity, country of
origin, sex, and color. (See Table 5.1 in
Chapter 12).
b. In 1997, the federal government issued “The

White House Guidelines on Religious Exercise and
Expression in the Federal Workplace.” Although
technically, these guidelines are only applicable in federal
offices, many corporations rely upon them.
c. When managing religious diversity, a key issue

is recognizing and accommodating the holy days of
various religious groups. For example, critical meetings
should not be scheduled during a holy day for members of
a certain faith and managers should be flexible enough to
allow people time off for religious observances.
7. Capabilities/Disabilities
a. The Americans with Disabilities Act (ADA) prohibits
discrimination against people with disabilities and also
requires employers to make
b. need, while making sure that those accommodations are
perceived to be fair by those not disabled.
c. The ADA also protects those with Acquired

Immune Deficiency Syndrome (AIDS) from
discrimination in the workplace. AIDS awareness training
can help people overcome their fears about AIDS and
provide managers with tools to help prevent illegal
discrimination against HIV-infected employees.
c. reasonable accommodations to allow the disabled to
effectively perform their jobs.
Managers have faced a number of interpretation and fairness

challenges as they have attempted to comply with the ADA. A
key challenge for managers is to create an environment in which
5-6
those needing special accommodations feel comfortable disclosing Major EEO Laws
that.
8. Socioeconomic Background: typically refers to a

combination of social class and income-related factors.
Insert Table 5.1
Socioeconomic diversity requires managers to be
sensitive and responsible to the needs and concerns of
employees who are not as well off as others.
5-7
a. Many of the successes of welfare reform during the STUDENT POWERPOINT SLIDE 4
1990s have been reversed by the recent downturn in the (INSTRUCTOR’S POWERPOINT SLIDE
economy. It is difficult for poor people with few skills to 7)
Major EEO Laws
find jobs in a sluggish economy.
b. In 2000 there were 6,825,475 families with incomes

below the poverty line. These families often face issues
such as transportation and childcare that can impede their
ability to participate in the workforce.
c. Socioeconomic diversity suggests that managers need to

be sensitive and responsible to the needs and concerns of
such workers and whenever possible, provide them with
opportunities to learn, advance, and make meaningful
contributions to the organization while improving their
economic well-being.
9. Sexual Orientation Approximately 2 to 6% of U.S. TEXT REFERENCE

population is gay or lesbian. Focus on Diversity:
Preventing Discrimination Based on
Sexual Orientation
a. An increasing number of organizations recognize the While gays and lesbians have made great
minority status of gay and lesbian employees and strides in terms of attaining fair treatment
affirm their right to fair and equal treatment. Refusal to in the workplace, much more needs to be
welcome and support such employees can cause an done. In a recent study, over 40% of
organization to lose the contributions of valuable gay/lesbian employees indicated that they
employees and risk alienation of customers. had been unfairly treated, denied a
promotion, or pushed to quit their jobs
because of sexual orientation. Many gay
b. There is no federal law that prohibits discrimination
and lesbian employees fear disclosing
based upon sexual orientation. their sexual orientation in the workplace
and thus live lives of secrecy.
c. However, 14 states have such laws and a 1998 executive
order prohibits sexual orientation discrimination in In some companies, managers provide
civilian federal offices. training for their employees to overturn
stereotypes about this diverse group.
Other companies provide to support to
10. Other Kinds of Diversity
this group through gay and lesbian
support groups. On an individual level,
Organizations and teams need members with diverse members of this group have sought the
backgrounds and experiences. right to receive the same kind of
treatment as their heterosexual coworkers
a. This is underscored by the prevalence of cross-functional through the legal system.(Box in text on
teams in organizations whose members might come from p. 158)
5-7
various departments such as marketing, production. Finance,

etc.
b. Employees differ from each other in how attractive they are,

based upon the standard of the culture in which the
organization operates. Employees also differ in terms of body
weight
c. . Each of the types of diversity discussed above presents

managers with a specific set of issues they must appreciate in
order to respond effectively to them. Understanding these
issues is not always a simple matter.
. LO2. Explain the central role
II. Critical Managerial Roles that managers play in the
effective management of
Managers can either promote or derail the effective management of diversity
diversity, depending
a. upon how they perform the managerial roles Critical Managerial Roles
identified in Chapter 1. Table 5.2 summarizes some
of the ways in which managers can ensure that
diversity is effectively managed. Insert Table 5.2
b. By using their formal authority to support diversity,

managers can influence other members of the
organization to make the same commitment.
Managerial commitment to diversity legitimizes 5-16
the diversity management efforts of others. STUDENT POWERPOINT SLIDE 5

Seeing managers express confidence in the (INSTRUCTOR’S POWERPOINT SLIDE
16)
abilities and talents of diverse employees causes Critical Managerial Roles
other organizational members to adopt similar
attitudes and helps reduce misconceptions rooted
in ignorance or stereotypes.
c. Research suggests that slight differences in

treatment of diverse organizational members
based upon race, gender, ethnicity or other
irrelevant factors can accumulate to result in
major disparities over time. Therefore, managers
must ensure that such disparities do not occur
and are not tolerated.
III. The Ethical Imperative to Manage Diversity LO3. Explain why the effective
Effectively management of diversity is
both an ethical and a
A. Two moral principles guide managers in meeting the business imperative.
ethical imperative to manage diversity effectively. They are
distributive justice and procedural justice.
5-8
The Ethical Imperative to Manage

1. The principle of distributive justice dictates that the Diversity Effectively
distribution of pay raises, promotions, job titles,
interesting job assignments, office space, and other ➢Distributive Justice
≈ A moral principle calling for the distribution of
organizational resources should be based on the organizational resources to be based on
meaningful contribution that individuals have
contributions that individuals have made to the made and not personal characteristics over
organization and not on irrelevant personal which they have no control.
characteristics.
a. Statistics comparing the treatment of women and 5-17
minorities with that of other employees in corporate STUDENT POWERPOINT SLIDE 6

America suggests that most managers need to take a (INSTRUCTOR’S POWERPOINT SLIDE
proactive approach to achieve distributive justice in 17)
Distributive Justice…
their organizations.
The Ethical Imperative to Manage
2. The principle of procedural justice requires managers to Diversity Effectively
use fair procedures to determine how to distribute outcomes ➢Procedural Justice
to organizational members. Procedural justice exists when ≈ A moral principle calling for the use of fair
managers carefully appraise a subordinate’s performance, procedures to determine how to distribute
outcomes to
take into account any environmental obstacles to high organizational
members.
performance beyond the subordinate’s control, and ignore
irrelevant personal characteristics. Procedural justice is
necessary to ensure ethical conduct and avoid costly lawsuits.
5-18
STUDENT POWERPOINT SLIDE 7

B. Effectively Managing Diversity Makes Good Business (INSTRUCTOR’S POWERPOINT SLIDE
Sense 18)
Procedural Justice….
1. The diversity of organizational members can be a source of
competitive advantage. The variety of points of view that
diverse employees provide can improve managerial decision-
making. Managing Diversity Effectively Makes
Good Business Sense
What a Diversity of Employees Provides

a. Diverse members of an organization are likely to be ≈ A variety of points of view and approaches to problems
attuned to what goods and services diverse segments of and opportunities can improve managerial decision
making.
≈ Diverse employees can provide a wider range of
the market do and do not want. creative ideas.
≈ Diverse employees are more attuned to the needs of
diverse customers.
≈ Diversity can increase the retention of valued
b. The recruiting of diverse employees must be followed up organizational members.
≈ Diversity is expected/required by other firms
with ongoing effective management of diversity to retain
those employees. Effective diversity management skills 5-20
helps the company avoid the costs related to the hiring of STUDENT POWERPOINT SLIDE 8
replacements of members of diverse groups who feel (INSTRUCTOR’S POWERPOINT SLIDE
their progress in the organization was unfairly thwarted. 20)
Managing Diversity Effectively Makes
Good Business Sense
c. Many organizations also insist that their suppliers
support diversity.
d. Effective management of diversity is important to

avoid costly lawsuits.
IV. MANAGEMENT ACTION AND
5-9
PERCEPTION
LO4. Discuss how perception
A. Perception is the process through which people select, and the use of schemas can
organize, and interpret sensory input—what they see, result in unfair treatment
hear, touch, smell, and taste—to give meaning and order
to the world around them. Perception
1. Factors that Influence Managerial Perception ➢Perception

≈ The process through which people select,
organize, and interpret what they see, hear,
touch, smell, and taste to give meaning and order
a. Because they differ in personality, values, attitudes, to the world around them.
and moods, managers often perceive the same

person, event, or situation differently.
b. Schemas are abstract knowledge structures stored in 5-22

memory, which allow people to organize, and (INSTRUCTOR’S POWERPOINT SLIDE
interpret information about a person, an event, or a 22)
situation. Schemas tend to be reinforced over time Perception...
and are often resistant to change. Inaccurate schemas
are dysfunctional because they cause managers to
perceive people and situations inaccurately and
Perception
make assumptions that are not true.
Perception as a Determinant of Unfair
c. Gender schemas are a person’s preconceived Treatment
➢ Stereotype
notions about the nature of men and women, their ≈ Simplistic and often inaccurate beliefs about the
typical characteristics of particular groups of
traits, attitudes, behaviors and preferences. Research people
indicates that schemas concerning gender behavior ➢ Bias
≈ The systematic tendency to use information
are prevalent among Americans, which can be about others in ways that result in inaccurate
perceptions
problematic. 5-24

2. Perception as a Determinant of Unfair Treatment 24)
Stereotype, Bias….
a. Stereotypes are simplistic and often inaccurate
beliefs about the typical characteristics of particular
groups of people, usually based on a highly visible
characteristic. Stereotypes are lead people to make
erroneous assumes.
3. Factors that Influence Managerial Perception TEXT REFERENCE
Ethics in Action
d. Because they differ in personality, values, attitudes, Disabled Employees Make Valuable
Contributions
and moods, managers often perceive the same Habitat International, a manufacturer and
person, event, or situation differently. contractor of indoor-outdoor carpet and
artificial grass, has an enviable track
e. Schemas are abstract knowledge structures stored in record of success. Profits have steadily
memory, which allow people to organize, and increased over the years and the factory’s
defect rate is less than one half percent.
interpret information about a person, an event, or a Its owners attribute the company’s
situation. Schemas tend to be reinforced over time success to its employees, 75% of whom
and are often resistant to change. Inaccurate schemas have either a physical or mental
5-10
are dysfunctional because they cause managers to disability. Habitat pays its employees
perceive people and situations inaccurately and regionally competitive wages. Turnover
and absenteeism is very low, and
make assumptions that are not true. motivation, job satisfaction and
commitment among workers is high.
f. Gender schemas are a person’s preconceived
notions about the nature of men and women, their A few years ago, David Morris, Habitiat’s
traits, attitudes, behaviors and preferences. Research CEO, overheard representatives of a
distribution company make derogatory
indicates that schemas concerning gender behavior comments about his employees.
are prevalent among Americans, which can be Although the head of the company
problematic. apologized, the same kind of incident
occurred again. This time, Morris
4. Perception as a Determinant of Unfair Treatment dropped the account immediately with no
regrets, although it took the company two
years to regain the revenues lost because
b. Stereotypes are simplistic and often inaccurate of this decision. (Box in text on p. 166)
beliefs about the typical characteristics of particular
groups of people, usually based on a highly visible
characteristic. Stereotypes are lead people to make
erroneous assumes. TEXT REFERENCE
Managing Globally
c. Biases are systematic tendencies to use information about Women Struggle to Advance in their
others in ways that result in inaccurate perceptions. Careers in Japan
Japan passed its first EEO law in 1985
i. The similar-to-me effect is the tendency to perceive and since then Japanese women are
others who are similar to ourselves more positively increasing being found in jobs once
than we perceive people who are different. dominated by men. According to the UN
Development Program’s gender
empowerment measure, however, Japan
ii. The social status effect is the tendency to perceive is the most unequal of the world’s
individuals with high social status more positively wealthy nations when it comes to women.
than we perceive those with low social status.
Japanese work customs make it almost
iii. The salience effect is the tendency to focus attention impossible for women to have both
on individuals who are conspicuously different from family and a career. Expectations for
us. very long hours make it difficult for
5. Overt discrimination occurs when managers knowingly and women who want to advance and at the
willingly deny diverse individuals access to opportunities and same time have children and raise a
family. This expectation not only hurts
outcomes in an organization. Overt discrimination is illegal as
Japanese woman but also limits the
well as unethical. companies who fail to utilize the talents
and contributions of these women. (Box
in text on p. 169)
VI. HOW TO MANAGE DIVERSITY
EFFECTIVELY
1. Steps to managing diversity effectively include:
2. Secure top management commitment.
3. Strive to increase the Accuracy of Perceptions.
4. Increase diversity awareness.
5-11
5. Increase diversity skills.
6. Encourage flexibility.
LO5. List the steps managers can
7. Pay close attention to how employees are evaluated.
take to effectively manage
8. Consider the numbers. diversity
How to Manage Diversity
9. Empower employees to challenge discriminatory behaviors,

Steps in Managing Diversity Effectively
actions, and remarks. ≈ Secure top management commitment
≈ Strive to increase the accuracy of perceptions
≈ Increase diversity awareness
10. Reward employees for effectively managing diversity. ≈ Increase diversity skills
≈ Encourage flexibility
≈ Pay close attention to how organizational members are
evaluated
11. Provide training utilizing a multi-pronged, on-going ≈ Consider the numbers
approach.
5-28
12. Encourage mentoring of diverse employees STUDENT POWERPOINT SLIDE 11

28)
How To Manage Diversity
TEXT REFERENCE
Management Insight
Top Execs Improve Their
Understanding of the Front Line
Organizations have discovered that by top
managers spending time performing the
jobs front-line employees, a greater
understanding of the challenges these
front-line employees is garnered. These
experiences by top managers often
change the way they perceive the
responses of their subordinates as well as
change expectations based on the reality
of the front line environments.(Box in
text on p. 171)
How to Manage Diversity
Steps in Managing Diversity Effectively

≈ Empower employees to challenge discriminatory
behaviors, actions, and remarks
≈ Reward employees for effectively managing diversity
≈ Provide training utilizing
a multi-pronged,
ongoing approach
≈ Encourage mentoring
of diverse employees
5-29

29)
How To Manage Diversity, cont.
VII. SEXUAL HARASSMENT
Sexual harassment seriously damages both the people who are
harassed and the reputation of the organization in which it
occurs. While victims can be either men or women, women are
5-12
the most frequent. How to Manage Diversity

1. Forms of Sexual Harassment
a. Quid pro quo sexual harassment occurs when a ➢Mentoring
≈ A process by which an experienced member of
harasser asks or forces an employee to perform an organization provides advice and guidance to
an less experienced member and helps them
sexual favors to keep a job or avoid negative learn how to advance in the organization and in
consequences their career.
b. Hostile work environment sexual harassment

occurs when organizational members are faced
with an intimidating, hostile, or offensive work 5-31
environment because of their sex. A hostile work STUDENT POWERPOINT SLIDE 13

environment interferes with workers’ ability to (INSTRUCTOR’S POWERPOINT SLIDE
perform their jobs effectively and has been deemed 31)
How To Manage Diversity—Mentoring
illegal by the courts.
2. Steps Managers Can Take to Eradicate Sexual Harassment LO6. Identify the two major
a. Develop and clearly communicate a sexual harassment forms of sexual harassment
policy endorsed by top management. and how they can be
b. Use a fair complaint procedure to investigate charges of eliminated.
sexual harassment.
c. When it has been determined that sexual harassment has
taken place, take corrective actions as soon as possible. Forms of Sexual Harassment
d. Provide sexual harassment education and training to
organizational members, including managers. ➢Quid pro quo
≈ Asking or forcing an
e. Barry S. Roberts and Richard A. Mann, experts on employee to perform
business law and authors of several books on this topic, sexual favors in
exchange for some
suggest a number of additional factors that all reward or to avoid
negative
organizational members, including managers need to consequences.
keep in mind
5-32

32)
Forms of Sexual Harassment—Quid Pro
Quo
Forms of Sexual Harassment
➢Hostile work environment

≈ Occurs when organizational members are faced
with an intimidating, hostile, or offensive work
environment because of their sex
≈ Interferes with their ability to perform their jobs
effectively
5-33

33)
Forms of Sexual Harassment---Hostile
Work
Environment
5-13
LECTURE ENHANCERS
Lecture Enhancer 5.1

A FONDESS FOR GREY HAIR
Age and wisdom may finally be gaining the advantage over youth and beauty in the workplace.
Despite the toughest job market in a decade, Americans 55 and over are holding more jobs and
are now becoming targets for corporate recruiters. Employment among those over 55 jumped
nearly three million in the last three years, with more than two million of that gain in full-time
jobs. Meanwhile, employment of Americans ages 25 to 54 fell by 1.1 million in the same period,
and the number of working full time has dropped by nearly twice that. “It’s remarkable,” says
Joseph Quinn, a Boston College economist who has studied the work habits of older Americans
for decades. “ A one-hundred year old trend towards earlier retirement is over.”
At first glance this paints a rosy picture for older Americans. However, age discrimination
remains rampant. Workers over 40 are filing federal job bias claims at near record levels, and on
average, it takes an unemployed 60 year old eight weeks longer to find a new job than it does a
30 year old.
What are the underlying causes of this newfound fondness for gray hair in the workplace?
Changing demographics and attitudes have increased the supply of older workers. Increasingly,
some older workers are finding that they need or want extra income. Almost half of those over
50 survey by AARP wanted to keep working into their 70s to stay active and productive. Others
find that they must keep working, in the face of pension cutbacks, elimination of retiree health
insurance, and battered 401(k) plans.
Older workers offer businesses a cheaper, more reliable, and more flexible source of labor. Jobs
accepted by older workers often pay less than those offered to younger workers. Studies show
that workers in their mid-60s earn at least ten percent less than those in their mid-50s with
similar qualifications and work hours. And earnings drop by more than 25 percent for workers
between 60 and 70.
Taken from A Fondness for Gray Hair by Kim Clark, published in U.S. News and World Report, March 8, 2004, p. 56.

CATALYST KEEPS TRACK OF FEMALE PROGRESS IN CORPORATE AMERICA
Catalyst is an independent, not-for-profit organization research and advisory organization that

works with businesses and the professions to build inclusive work environments and expand
opportunities for women at work. It is also conducts research on all aspects of women’s career
advancement. Some of its research findings concerning women in workplace are summarized
below.
5-14
Female Executives Aspire to the CEO Job: Women and men report equal aspirations to reach
the corner office, and women who have children living with them are just as likely to aspire to
the CEO job as those who do not. Catalyst found that women and men employ very similar
advancement strategies, which include consistently exceeding performance expectations,
successfully managing others, seeking high-visibility assignments, and demonstrating expertise.
They have also experienced similar barriers to their rise to the top, which include lack of
significant general management or line experience, lack of awareness or organizational politics,
and displaying a behavior style that is different than the organization’s norm,. However, women
report enduring a set of cultural barriers to their advancement not experienced by men, such as
gender based stereotypes, exclusion from informal networks, lack of role models, and an
inhospitable corporate culture. Catalyst’s report also uncovered similar experiences between men
and women regarding the difficulty in achieving work/life balance. However, the two genders
used very different strategies to find such a balance, and as they advanced to senior levels,
women had to make more trade-offs between the two than men.
African American Women: African American women are not advancing as far in corporate
America as their white, Asian, and Latina counterparts. The biggest barriers they face are
negative, race-based stereotypes, more frequent questioning of their credibility and authority, and
a lack of institutional support. Even though African American women represent an important and
growing source of talent, they currently represent only 1.1% of corporate officers in Fortune 500
companies. Experiencing a double outsider status – unlike white women or African American
men – African American women report exclusion from informal networks and conflicted
relationships with white women among the challenges they face. Keys to success for this group
have included exceeding performance expectations, communicating effectively, connecting with
mentors and building positive relationships with managers and colleagues.
Asian Women: Catalyst’s research regarding Asian women in the workplace uncovered two
distinct groups; the more acculturated and the less acculturated. The more acculturated group is
defined as those born in the U.S. or immigrated as children and spoke only English at home.
They are less likely to have elder care responsibilities, are more satisfied and successful in their
careers, and are more likely to be paid what they feel they are worth. The less acculturated group
are less likely to feel it is appropriate to challenge the way things are done in their workplace and
less likely to report that diversity efforts have created a supportive environment. These women
told Catalyst that Asian cultural values are frequently at odds with their ability to successfully
navigate the corporate landscape. Specifically, the discomfort some Asian women have with self-
promotion makes advancement problematic, and their strong work ethic appears to limit
networking opportunities. Also, they report difficulty in finding mentors and few report having
positive relationships with their superiors.
Excerpts from press releases found on www.catalystwomen.org.

DIVERSITY MANAGEMENT AT AMOCO
5-15
Amoco took a survey of its staff around the world, analyzing the views of 29,000 employees.
The results turned out to be a rude awakening for senior management. The research revealed
that 38% of employees felt they would be penalized for taking a risk or making a mistake when
seeking an innovative solution to a problem. It also revealed that most of Amoco’s senior and
middle managers were mostly white men who had spent their entire careers with the firm.
As a direct result of the findings, eighteen months later, Amoco launched the Renewal Program,
designed to correct organizational weaknesses and to improve the company’s approach to
diversity management. However, the company quickly learned that adapting diversity as a
corporate philosophy was one thing; actually implementing it and changing the company’s
culture was quite another.
Amoco’s first step toward culture change, taken in 1991, included providing all employees with
communications skills training, reorganizing employees into work teams, and providing basic
diversity training to encourage employees to list to and respect the views of their colleagues.
However, in 1993, most senior managers recognized that many diversity-related issues remained.
So a global diversity advisory council, chaired by the CEO, was established.
While the council proved valuable for tackling company-wide issues, many subsidiaries felt that
local issues would be overlooked. Therefore, diversity action councils (Dacs) were formed at
lower levels of the organization to address this concern. They were composed of local level
volunteers and responsible for advising senior regional managers. There are now 40 Dacs
throughout Amoco’s worldwide organization, working in such locations as Trinidad, Egypt, and
the UK. The local level Dacs have proven to be quite successful as a tool for implementing
change at Amoco.
Amoco now sees the employment of a diverse workforce as an important strategy in achieving
its aim of becoming one of the world’s premier energy companies. Diversity at Amoco is a
means of achieving superior business results by harnessing the intellectual capital of its entire
workforce. By 1966, 80% of employees surveyed stated that they thought their business unit was
accepting of ethnic, cultural, sex, experience and career background difference, and slightly more
than 8-% said they felt free to try better ways of doing things at work. Amoco’s broad definition
of diversity has encouraged its workforce to believe that individuals are valued.
Taken from People Management, May 1, 1997, Vol. 3, Issue 9, p. 30
MANAGEMENT IN ACTION
Notes for Topics for Discussion and Action
5-16
Discussion
1. Discuss why violations of the principles of distributive and procedural justice continue to
occur in modern organizations. What can managers do to uphold these values in their
organizations?
Behavior that is considered to be unethical still occurs because managers put their own self-
interest above the interests of other organizational stakeholders or choose to ignore the harm
that they are inflicting on others. Sometimes they see the harm done to one group of
stakeholders as indirect or insignificant compared to the benefits received by the decision
maker and their organization. Unethical behavior might also occur as a result of pressure
from superiors to perform and help their organization succeed.
First, managers need to develop a code of ethics that is easily accessible to all stakeholders.
The next step is to provide a visible means of support for ethical behavior such as an ethics
officer or ethics ombudsman to monitor ethical practices and procedures. This person should
ensure that the code of ethics is strictly adhered to and provide a place for an employee to go
to if they witness unethical behavior in the organization. If there is any violation of the
ethical code it needs to be handled seriously and immediately.
2. Why do workers who test positive for HIV sometimes get discriminated against?
People are usually doubly concerned, prejudiced, and afraid or lack knowledge about HIV
status. The first problem can be homophobia that is fear of gays and lesbians. HIV and AIDS
were originally labeled in our society as a ‘gay’ only disease. Many people, who don’t know
that it is an equal opportunity disease, assume that a person with the disease is gay or lesbian
and, therefore, discriminate on the sexual orientation grounds. The second issue is how one
contracts HIV. Many people fear it without understanding that there are only a few ways to
contract the disease such as sexual intercourse with an infected partner
without protection of a condom, blood transfusions, and the exchange of sexual fluids.
People without knowledge fear they can contract it through drinking fountains, a handshake,
or some other means not listed above. They cannot but often hold on to their fears rather than
educating themselves.
3. Why would some employees resent accommodations made for the disabled by the Americans
with Disabilities Act?
Some employees see disabled people as ‘getting’ a break that they are not qualified for
because they are able-bodied under the categories of the ADA. Some feel that disabled
people cannot carry their own load. Some people do not like to be around disabled people.
The reality of all of these attitudes is that have no place in the work place. If some one can do
the job, they can do the job, whether they are disabled or not. Another issue is that people
tend to look at the disability rather than the abilities of the person. A blind person is blind but
that does not stop her or him from working well and sometimes better than many sighted
people. This reality can make some people mad and want to eliminate competition based on
less than fair grounds.
5-17
4. Discuss the ways in which schemas can be functional and dysfunctional.
Schemas can help us organize data to get a clearer picture or they can obscure the data and
cause us to make biased or erroneous decisions. Inaccurate schemas can lead to
discrimination.
5. Discuss an occasion when you may have been treated unfairly because of stereotypical
thinking. What stereotypes were applied to you? How did they result in your being unfairly
treated?
Some inaccurate stereotypes might include instances where people of different gender, age,
race, religion or ethnicity are thought of as less smart, motivated or capable of performing
certain duties and responsibilities. They could result in the inaccurately stereotyped
individuals being treated differently from their coworkers. This could present itself in
selection, job assignments, promotions and raises.
For example a female employee might not be promoted because management might assume
that since she is married she will have children and either quite or not be able to spend the
time into fulfilling her responsibilities. Many of us are aware of the inaccuracy of this
assumption. Females with children should be not considered any differently than males with
children. More and more these days both parents equally share the responsibilities of raising
children. In addition, there are many different childcare options available that enable parents
the time needed to make a full commitment to their jobs.
6. How does the similar-to-me effect influence your own behavior and decisions?
Again, each person must answer this for him or herself. However, one cause is that people
are often most comfortable with others who are just like them and often fear differences in
others even without knowledge or a sound basis for such as judgment.
7. Why is mentoring particularly important for minorities?
Mentoring allows the newcomer to be protected, to find out the "real deal" about an
organization, and to understand the opportunities and the culture and politics of being
successful. This may be particularly important for minorities. Mentors can give newcomers a
legitimacy they might not otherwise gain.
8. Why is it important to consider the numbers of different groups of employees at various

levels in an organization’s hierarchy?
There is a glass and/or color ceiling in our organizations that prevents women and people of
color from progressing into the advanced positions and levels of power, seemingly reserved
for what has been called the ‘old boys’ club’. This situation is gradually changing, but with
glacier-like speed in some organizations.
5-18
9. Think about a situation in which you would have benefited from mentoring but a mentor was
not available. What could you have done to try to get the help of a mentor in this situation.
Action
10. Choose a Fortune 500 company not mentioned in the chapter. Conduct library research to
determine what steps this organization has taken to effectively manage diversity and
eliminate sexual harassment.
(Note to Instructors: Obtaining the information to answer this question is more difficult
than it appears. You might consider eliminating the Fortune 500 requirement or have
students identify an exemplary company in the area of diversity/multiculturalism.
Companies are less likely to disclose anything to do with sexual harassment. Information
on reported incidences of sexual harassment are easier to find. A slightly altered version of
this question is answered.)
In response to allegations of discrimination and other inequitable practices, Texaco has

devised the following plans to create a more diverse environment for their company. These
plans include:
(1) Plans to increase its hiring and promotion of women and other minorities.
(2) Implementing a scholarship and internship program to expand college recruiting.
(3) Revising its employee evaluation procedures.
(4) Increase purchasing from women- and minority-owned businesses.
(5) Plans to encourage women and minorities to become wholesalers and retailers with
targeted financing programs.
AACSB standards: 1, 2, 5, 6, 10
BUILDING MANAGEMENT SKILLS
Solving Diversity-Related Problems
1. Why do you think that the decision maker acted unfairly in this situation?
The manager may have possessed inaccurate perceptions or schemas. Because of his or her
limited experiences with diverse persons and/or groups, stereotypes may have developed that
led to inaccurate assumptions about others.
2. In what ways, if any, were biases, stereotypes, or overt discrimination involved in this
situation?
Responses to this question will vary. However, biases mentioned may include the similar-to-
me effect, the social status effect, or salience. Overt discrimination has occurred if unjust
treatment was intentional and deliberate.
5-19
3. Was the decision maker aware that he or she was acting unfairly?
Responses to this question will vary, also. Because most persons are unaware of their own
biases and faulty perceptions, they do not see themselves as acting unfairly.
4. What could you or the person who was treated unfairly have done to improve matters and
rectify the injustice on the spot?
Open and honest communication in a non-confrontational manner with the decision maker is
usually the best solution. However, sometimes employees may that they are putting their job
in jeopardy by doing so.
5. Was any sexual harassment involved in this situation? If so, what kind was it?
There are two forms of sexual harassment: quid pro quo and hostile work environment. Quid
pro quo sexual harassment occurs when a harasser asks or forces an employee to perform
sexual favors to keep a job, receive a promotion, receive a raise, obtain some other work-
related opportunity or avoid receiving negative consequences such as demotion or dismissal.
Hostile work environment sexual harassment occurs when employees are faced with an
intimidating, hostile, or offensive work environment because of their sex. Examples include
lewd jokes, vulgar language, displays of pornography, etc.
6. If you had authority over the decision maker (for example, you were his or her manager or
supervisor), what steps would you take to ensure that the decision maker no longer treats
diverse individuals unfairly?
Responses to this question will vary. Steps that could be taken include making sure that he
understood the individual and corporate consequences of failing to treat all employees
equally, fairly and with respect, mandating additional diversity training, and perhaps
relinquishing the decision making of supervisory responsibilities. However, none of these
actions could ensure that it did not happen again.
AACSB standards: 1, 2, 5, 6, 7, 10
MANAGING ETHICALLY
Some companies require that their employees work long hours and travel extensively, whether or
not they have children at home or fill some other caregiver role. Employees question whether or
not it’s ethical for managers to expect so much from them in the workplace, and not consider
their other caregiving obligations.
5-20
Questions:
1. Either individually or in a group, think about the ethical implications of requiring long hours
and extensive amounts of travel for some jobs.
Student answers will vary but should consider that the question really doesn’t have to do with
whether or not individuals have families but rather the bigger picture of how many hours a week
a manager should ethically expect employees to work. Challenge the students to consider the
question from the different ethical perspectives as they think things through.
2. What obligations do you think managers and companies have to enable employees to have a
balanced life and meet nonwork needs and demands?
It depends on whether or not students feel that a manager’s obligation is to make employees as
productive as possible---and then how the students feel that should happen. Some may feel that
everyone must “pay their dues” at work and that a manager’s job is to squeeze as much out of
employees as possible. With this perspective, employee non-work issues are not of any concern
to managers. But, students should recognize that employees will be more productive when they
are not distracted by other non-work needs, and thus it is in a company’s best interest to make
employee lives as simple as possible. Ethically, it’s the human thing to do, and economically, it
makes sense in the long run.
SMALL GROUP BREAKOUT EXERCISE
Determining if a Problem Exists
1. Discuss why the patterns of communication that you observed might be occurring in your
restaurants.
People tend to feel more comfortable with those that are more like them. The situation is
natural and may cause no problems unless the groups are treated differently or are bunched in
one level while others are treated better according to some other criteria than productivity
and good work.
2. Discuss whether your observation reflects an underlying problem. If so, why? If not, why
not?
It may or may not reflect an underlying problem. If you wish to find out, you could directly
talk to the employees, or wait to see if there are any problems.
3. Discuss whether you should address this issue with your staff and in your restaurants. If so,
how and why? If not, why not?
You may not want to raise the issue because you might create problems rather than solving
them. One way to increase interaction among employees, however, might be to host some
fun activities that would help employees get to know one another better.
5-21
AACSB standards: 1, 3, 5, 10
EXPLORING THE WORLD WIDE WEB
Tips for Managers to Effectively Manage Diversity and Avoid Costly Law Suits
1. Consider ways in which your perceptions of subordinates might be unintentionally biased

or inaccurate.
2. Make sure your subordinates receive training to increase their diversity awareness and
skills.
3. Find creative ways to flexibly address the needs of diverse employees.
4. Communicate the importance of zero tolerance for discrimination and sexual harassment.
Empower your subordinates to actively promote this policy.
5. Make sure that all of your subordinates are being effectively mentored.
Regarding sexual harassment:

1. Take every sexual harassment charge seriously. Keep allegations confidential and make
sure the rights of accused as well as the alleged victim are protected.
2. Develop and clearly communicate a sexual harassment policy endorsed by top
management. It should contain examples of unacceptable behaviors, a procedure for
reporting instances of harassment, discussion of disciplinary actions that will be taken,
and a commitment to educate and train employees about this problem.
3. Use a fair complaint procedure to investigate charges of sexual harassment. Such a
procedure should be managed by a neutral third party, ensure that complaints are dealt
with promptly and thoroughly, protect and fairly treat victims, and ensure that alleged
harassers are fairly treated.
4. When it has been determined that sexual harassment has occurred, take corrective action
immediately.
5. Make sure suppliers and customers are aware of your organization’s policies, since it is
management’s responsibility to protect employees from sexual harassment by any third-
party persons with whom employees must interact during the course of performing their
job.
AACSB standards: 1, 3, 4, 5, 7, 10
5-22
BE THE MANAGER
You might have lunch with Susan Epstein to try to find out what kinds of problems she has been
having. To act without more information might create problems where none exists. If there is a
problem, you should contact the Human Resources Department for their advice and/or
participation in managing the issue(s), especially if it involves an actionable offense such as
sexual harassment. Another step would be to practice Management By Walking Around to
observe how people interact. Do not make a big deal of your visits, just make them frequent so
that you can interact with people, see what is going on a formal work level as well as an informal
social level. If you do this daily, they will start being themselves and more easy with you, and
you might be able to see what is happening. In general, with or without Susan’s comments, you
need to know your employees and let them know you. You should encourage them to let you
know about any problems you are having.
AACSB standards: 1, 3, 5, 9 10
BUSINESSWEEK CASES IN THE NEWS

Case Synopsis: What works in Women’s Networks
Women’s networks often get a bad rap, based on the perception that the groups are little more
than social networks and/or gripe groups. These networks do not always provide the
opportunities of exposure or skill development which would help women within any
organization get ahead.
To combat these perceptions three organizations (GE, Best Buy and Deloitte) have put together
women’s network that provide skills, exposure and yes some social support to woman (and men)
working in the organization.
Questions:
1. In what ways can women’s networks contribute to the effective management of diversity?
By providing the “roadmap” as well as presenting opportunities for skill development that may
be especially important to an organization, members from various groups can effective
contribute to the organization, while also building the skills necessary for career development
and advancement.
2. What types of networks and network practices are especially beneficial?
According to the article, networks need to be more than social and they need to provide
opportunities for skill development and increased exposure to the top managers. The GE
women’s network created a summit which incorporated both employees and customers, which
has now grown into a coveted invitation. Best Buy used the women’s group to address various
business issues faced by front line employees and Deloitte has used the women’s network to
develop program and training that is applicable to every member of the organization regardless
of gender. It seems that the most effective networks are groups with measurable and achievable
business goals, beyond simply meeting and providing support.
5-23
3. How might these networks help organizations be more responsive to customers?
Obviously, as more women participate in the workforce, the more your customers will be
women. Deloitte’s study found some unique aspects about working with women clients such as
sitting face to face as opposed to side by side or to be clear that nodding for women does not
necessarily mean agreement. The better you can understand your customer, the more effectively
an organization can respond.
4. How might all employees and organizations benefit from effective women’s networks?
The skills and leadership necessary to be successful in an organization, is not predicated on

gender. Any individual seeking training and education on various skills can benefit from the
areas of importance for success within an organization identified by women’s networks, or any
other group working towards increasing diversity and success.
Case Synopsis: The Best Places to Launch a Career:

As Gen Xers enter the workforce, companies are scrambling to attract these new workers. In
“traditional” industries such as Accounting, the importance of these potential employees is even
larger, as the expectation of mass retirements loom.
Questions:
1. How are companies and managers trying to attract and retain Gen Y workers?
These firms have had to adjust their recruiting efforts to appeal to these workers including more
transparency, flexibility, responsiveness, and nurturing. In addition, theses companies are
offering higher starting salaries, more vacation time, perks such as flying in the corporate jet or
providing onsite concierge services.
2. Why are they concerned about doing this?
The workforce is aging rapidly, and as such an employee shortage is looming.
3. How might the changes mangers are making in response to Gen Y workers contribute to
organizational effectiveness
Some of the changes (such as increased salaries) may provide motivation and incentive for the
more experienced workers. In addition, perhaps the Gen Y employee will be more in tune with
potential customers and as such can aid in becoming more effective and efficient in reaching new
and growing markets.
4. How might these changes increase responsiveness to customers?
AACSB standards:
5-24
SUPPLEMENTAL FEATURES
Please see the following collections on the Asset Gallery at www.mhhe.com/assetgallery/
VIDEO CASE
Chapter 5 Video Case: Encore Careers
A large transformation is taking place in the U. S. workforce, the largest since women entered in
large numbers some 30 years ago, according to Marc Freedman, author of Encore: Finding Work
That Matters. Millions of workers in their 50s and 60s are leaving the corporate world, and
many are looking for what Freedman labels “encore” careers. Retirees are heading back to work
to use their skills and experience to help others in a way that positively affects society. Freedman
identifies several characteristics of an encore career: it involves a significant amount of work,
perhaps 10 or even 20 years; it takes place in the second half of life at the end of a career; it
involves some type of pay or benefit; and it’s about a desire to find new meaning and contribute
to the greater good.
Nat Fuchs embraced such a career. After 30 years as a trial attorney with the Securities and
Exchange Commission, he went to work at the Brooklyn District Attorney’s crime prevention
bureau, where he helps seniors avoid being victims of identity theft. The job is a perfect fit with
his background and his goal of helping the public. As an SEC lawyer handling fraud cases, Fuchs
saw first-hand the results when investors were defrauded, and he wanted to teach people how to
avoid being a crime victim. Now he warns of the danger of identity theft in seminars at
community centers. He receives a nominal fee for his work, but the real payoff comes in helping
others, which he says bring fulfillment beyond imagination.
Fuchs and many others like him have been placed in encore careers by ReServe, a nonprofit
organization that recruits retirees and matches their skills with jobs in public service. People are
starting earlier and earlier in what Freedman, a member of ReServe’s board of directors, calls
the second half of work. Jobs are commonly in the education and healthcare fields, where there
are shortages of teachers and nurses. Nonprofit organizations are also popular; 600,000 leaders
are needed in this sector alone, particularly in groups addressing homelessness and poverty.
While the impact is great, the pay may not be. Often the benefits can be very good, especially in
federal, state, and local government agencies. For instance, there may be a pension that a private
employer did not offer. Employers, some of whom were wary at first, have embraced the idea of
encore careers after seeing the deep commitment and skills the people had to offer. As Freedman
says, “Now, the challenge is giving older Americans a purpose and a chance to contribute. That
could be one of the greatest accomplishments of the 21st century.”
Questions
5-25
1. How do encore careers introduce diversity into the workforce?
2. What contributions do encore employees make to an organization?
3. Do encore employees present any special challenges for managers?
Sources: Toddi Gutner, “Helping Boomers Give Their Best,” Business Week, December 17,
2007, p. 10; Glenn Ruffenach, “Retire to the Couch With Some Good Advice,” Wall Street
Journal, November 25, 2007, p. 2; Glenn Ruffenach, “In Search of a Purpose,” Wall Street
Journal, November 17, 2007, p. R8.
Chapter 5 Video Case Teaching Note
Encore Careers
Teaching Objective: To examine a new career trend, appreciate the positive impact of diversity
in the workforce, and understand some of the special challenges a diverse workforce presents for
managers.
Summary: Millions of workers in their 50s and 60s are exiting the corporate world and starting
what author Marc Freedman calls “encore” careers. In encore careers, retirees go back to work
and use their skills and experience in ways that contribute to the greater good. Encore employees
bring years of experience and wisdom to an organization and gain personally from the chance to
help others.
Questions:
1. How do encore careers introduce diversity into the workforce?
Encore employees are generally older, perhaps beyond traditional retirement age. They bring
varied backgrounds, skills, and experiences to the workforce.
2. What contributions do encore employees make to an organization?
Encore employees are beginning second careers in what may be termed the second part of life.
They have experience and wisdom that comes from many years of work, they have a desire to
contribute to society, and they often work for lower pay than typical employees would.
3. Do encore employees present any special challenges for managers?
Managers will need to be able to communicate effectively with encore workers, who in many
cases may be older and more experienced. Some managers may be intimidated by encore
workers, but should be flexible and realize the valuable contribution these workers make.
5-26
MANAGEMENT IN THE MOVIES
• The Inside Man – “Bugged” – length - :28
MANAGER’S HOT SEAT (MHS)
• Diversity: Mediating Morality
SELF-ASSESSMENT(S)
• Appreciating and Valuing Diversity
TEST YOUR KNOWLEDGE
• Comparing Affirmative Action, Valuing Diversity and Managing Diversity
INSTRUCTOR’S POWERPOINT SLIDES

These Instructor’s PowerPoint slides can be used to supplement the lecture material.
The Increasing Diversity of the Workforce and

Chapter Five Learning Objectives the Environment
1. Discuss the increasing diversity of the workforce and of ➢Diversity

the organizational environment.
2. Explain the central role that managers play in the ≈ Dissimilarities/differences among people in age,
Managing Diverse effective management of diversity. gender, race, ethnicity, religion, sexual
3. Explain why the effective management of diversity is orientation, socioeconomic background, and
Employees in a Multicultural both an ethical and a business imperative. capabilities/disabilities
Environment 4. Discuss how perception and the use of schemas can
result in unfair treatment.
5. List the steps managers can take to effectively manage
diversity
6. Identify the two major forms of sexual harassment and
how they can be eliminated.
5-3
5-2
McGraw-Hill/Irwin ©2009 The McGraw-Hill Companies, All Rights Reserved
INSTRUCTOR’S POWERPOINT INSTRUCTOR’S POWERPOINT INSTRUCTOR’S POWERPOINT

SLIDE 1 SLIDE 2 SLIDE 3
Chapter Title Learning Objectives Diversity…
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Sources of Diversity in the Workplace Diversity Concerns Workforce Diversity: Age
➢Glass ceiling ➢Aging U.S. Population

≈ alludes to the invisible barriers that prevents ≈ Median age in the United States is 36.2 years, by
minorities and women 2030 20 per cent of the population will be over 65
from being promoted ➢Federal Age Discrimination Laws
to top corporate
≈ 1964 Title VII of the Civil Rights Act of 1964
positions
≈ 1967 Age Discrimination in Employment Act
Figure 5.1
5-6
5-5
INSTRUCTOR’S POWERPOINT
5-4
INSTRUCTOR’S POWERPOINT INSTRUCTOR’S POWERPOINT

Sources of Diversity in the Glass Ceiling… Workforce Diversity: Age
Workplace
Figure 5.1
Major EEO Laws Workforce Diversity: Gender Race and Ethnicity
➢Women in the Work Place ➢Census Bureau distinguishes between the

≈ U.S. workforce is 46% percent female following races
≈ Women’s median weekly earnings are $572 ≈ American Indian, Asian, African-American, Native
compared to $714 for men Hawaiian and White
Insert Table 5.1 ≈ Women hold only 15% of corporate officer ➢The racial and ethnic diversity of the U.S.
positions population is increasing at an exponential
rate
5-9
5-8
5-7

Major EEO Laws Workforce Diversity: Gender Race and Ethnicity
Table 5.1
Workforce Diversity: Capabilities and

Workforce Diversity: Religion Question?
Disabilities
➢Accommodation for Religious Beliefs ➢Disability Issues What refers to a combination of social class
≈ Scheduling of critical meetings ≈ Providing reasonable accommodations for and income-related factors?
≈ Providing flexible time off for holy days individuals with disabilities A. Sociological background
≈ Posting holy days for different religions on the ≈ Promoting a nondiscriminatory workplace B. Socioeconomic background
company calendar environment
C. Economic diversity
≈ Educating the organization
about disabilities and AIDS D. Social class
5-12
5-11
5-10

Workforce Diversity: Religion Disability Issues… Question
5-28
Workforce Diversity:
Workforce Diversity: Sexual Orientation Critical Managerial Roles
Socioeconomic Background
➢Socioeconomic background ➢Sexual Orientation Issues ➢ Top-management

commitment and
≈ refers to a combination of social class and ≈ Employment and workplace discrimination rewards for the support
income-related factors ≈ Provision of same-sex partner benefits of diversity are critical
ingredients for the
success of diversity
➢ Socioeconomic diversity requires that managers be management initiatives
sensitive and responsive to the needs and
concerns of individuals who might not be as well off
as others
5-15
5-14
5-13

Socioeconomic Background Sexual Orientation Critical Management Roles
The Ethical Imperative to Manage The Ethical Imperative to Manage

Critical Managerial Roles
Diversity Effectively Diversity Effectively
➢Distributive Justice ➢Procedural Justice

≈ A moral principle calling for the distribution of ≈ A moral principle calling for the use of fair
Insert Table 5.2 organizational resources to be based on procedures to determine how to distribute
meaningful contribution that individuals have outcomes to
made and not personal characteristics over organizational
which they have no control. members.
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5-17
5-16

Critical Managerial Roles Distributive Justice… Procedural Justice…
Table 5.2
5-29
Managing Diversity Effectively Makes

Procedural Justice Question?
Good Business Sense
➢Exists when managers: What a Diversity of Employees Provides What is the process through which people
≈ A variety of points of view and approaches to problems interpret what they see, hear, and touch?
≈ carefully appraise a subordinate’s performance and opportunities can improve managerial decision
≈ take into account any environmental obstacles making. A. Perception
to high performance ≈ Diverse employees can provide a wider range of
creative ideas. B. Imperfection
≈ ignore irrelevant personal characteristics ≈ Diverse employees are more attuned to the needs of C. Intuition
diverse customers.
≈ Diversity can increase the retention of valued D. Selective listening
organizational members.
≈ Diversity is expected/required by other firms
5-21
5-20
5-19

Procedural Justice, cont. Managing Diversity Effectively Question
Makes Good Business Sense
Perception Perception Perception
➢Perception Factors that Influence Managerial Perception Perception as a Determinant of Unfair

≈ The process through which people select, ➢ Schema Treatment
organize, and interpret what they see, hear, ≈ An abstract knowledge structure stored in memory that ➢ Stereotype
allows people to organize and interpret information about
touch, smell, and taste to give meaning and order ≈ Simplistic and often inaccurate beliefs about the
a person, event, or situation
to the world around them. typical characteristics of particular groups of
➢ Gender Schema people
≈ Preconceived beliefs or ideas about the nature of men
and women, their traits, attitudes, behaviors, and ➢ Bias
preferences ≈ The systematic tendency to use information
about others in ways that result in inaccurate
perceptions
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5-23
5-22

Perception… Schema, Gender Schema… Stereotype, Bias….
5-30
Bias Perception Discussion Question?
➢ Similar-to-me effect – perceive others who are ➢Overt Discrimination What is the most important step in managing
similar to ourselves more positively than we ≈ Knowingly and willingly denying diverse diversity?
perceive people who are different individuals access to opportunities and outcomes A. Secure top management commitment
➢ Social status effect – perceive individuals with in an organization
B. Increase diversity awareness
high social status more positively than those with ≈ Unethical and illegal
low social status C. Encourage flexibility
➢ Salience effect – focus attention on individuals D. Pay close attention to how organizational
who are conspicuously different members are evaluated
5-27
5-26
5-25

Bias Overt Discrimination Question
How to Manage Diversity How to Manage Diversity Diversity Awareness Programs
Steps in Managing Diversity Effectively Steps in Managing Diversity Effectively ➢ Provide members with accurate information about
≈ Empower employees to challenge discriminatory diversity
≈ Secure top management commitment
≈ Strive to increase the accuracy of perceptions behaviors, actions, and remarks ➢ Uncover personal biases and stereotypes
≈ Increase diversity awareness ≈ Reward employees for effectively managing diversity ➢ Assess personal beliefs, attitudes, and values and
≈ Provide training utilizing learning about other points of view
≈ Increase diversity skills
a multi-pronged, ➢ Develop an atmosphere in which people feel free to
≈ Encourage flexibility ongoing approach share their differing perspectives
≈ Pay close attention to how organizational members are
evaluated
≈ Encourage mentoring ➢ Improve understanding of others who are different
of diverse employees
≈ Consider the numbers
5-30
5-29
5-28

How to Manage Diversity How to Manage Diversity, cont. Diversity Awareness Programs
5-31
How to Manage Diversity Forms of Sexual Harassment Forms of Sexual Harassment
➢Mentoring ➢Quid pro quo ➢Hostile work environment

≈ A process by which an experienced member of ≈ Asking or forcing an ≈ Occurs when organizational members are faced
an organization provides advice and guidance to employee to perform with an intimidating, hostile, or offensive work
an less experienced member and helps them sexual favors in environment because of their sex
learn how to advance in the organization and in exchange for some ≈ Interferes with their ability to perform their jobs
their career. reward or to avoid effectively
negative
consequences.
5-33
5-32
5-31

Mentoring… Forms of Sexual Harassment Forms of Sexual Harassment, cont.
Factors to Keep in Mind About Sexual

Steps to Eradicate Sexual Harassment Steps to Eradicate Sexual Harassment
Harassment
➢Develop and clearly communicate a sexual ➢When it has been determined that sexual ➢Every sexual harassment charge should be
harassment policy endorsed by top harassment has taken place, take corrective taken seriously
management action as soon as possible ➢Employees who go along with unwanted
➢Use a fair complaint procedure to investigate ➢Provide sexual harassment education and sexual attention in the workplace can be
charges of sexual harassment training to all organizational members, victims
including managers ➢Employees sometimes wait before they file
complaints
5-35 5-36
5-35
5-34

Steps to Eradicate Sexual Steps to Eradicate Sexual Factors to Keep in Mind About
Harassment Harassment, cont. Sexual Harassment
5-32
Factors to Keep in Mind About Sexual Factors to Keep in Mind About Sexual
Movie Example: Inside Man
Harassment Harassment
➢A firm’s sexual harassment policy should be ➢Investigations of harassment charges and ➢ What apparent biases does Sergeant
communicated to each new employee and any disciplinary action should proceed in a Collins have?
reviewed with current employees on a timely manner ➢ How does Detective
periodic basis ➢Managers must protect employees from Frazier deal with
➢Suppliers and customers need to be familiar sexual harassment from any third-party Sergeant Collins
with a firm’s sexual harassment policy employees apparent stereotypes?
5-39
5-38
5-37

Factors to Keep in Mind About Factors to Keep in Mind About Move Example: Inside Man
Sexual Harassment, cont. Sexual Harassment, cont.
Video: Encore Careers
➢How do encore careers introduce diversity

into the workforce?
➢Do encore employees present any special
challenges for managers?
5-40
SLIDE 40
Video Case: Encore Careers
5-33
Another random document with
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la dolcezza, la modestia e la riserva di lei. Morto Druso, Antonia non
volle rimaritarsi più, sebbene la lex de maritandis ordinibus ne
facesse obbligo anche a lei; «giovane e bellissima — scrive Valerio
Massimo — si ridusse a vivere in compagnia di Livia, e il medesimo
letto vide morire il giovane marito e invecchiare la sposa in una
austera vedovanza»; Augusto e il popolo furono così inteneriti da
questa suprema prova di fedeltà alla memoria dell’indimenticabile
marito, che per comune consenso dell’opinione pubblica, essa fu
dispensata dall’obbligo di rimaritarsi; e Augusto stesso, pur così
rigoroso nell’imporre l’osservanza della lex de maritandis ordinibus
alla sua famiglia, fu questa volta disarmato. Per la prima volta la
Ragion di Stato, mezzana e pronuba di prostituzioni legali, rispettò
l’anima e il corpo di una donna pura, esentandola dalle promiscuità
politiche, obbligatorie per tutte le altre donne della sua famiglia e
della sua casta.
Tra una sua villa di Bauli, dove passava la maggior parte dell’anno e
Roma, la bella vedova badava ad allevare i suoi tre figli —
Germanico, Livilla, Claudio — vivendo appartata dalle cose politiche,
nella intimità di Livia, da essa venerata, dopo la morte di Ottavia,
come la madre; e cercando di infondere uno spirito di concordia
nella lacerata famiglia.
Antonia era molto amica di Tiberio, il quale a sua volta ricambiava di
viva simpatia e di un profondo rispetto la bella e virtuosa cognata.
Che Antonia, la quale era legatissima a Livia, abbia parteggiato per
Tiberio, è certo per molti indizî. Ma della lotta che si impegnò in
quegli anni fra nemici ed amici di Tiberio, non Antonia, creatura
dolce e mite, ma Livia, più forte, più autorevole, più energica, fu
l’anima.
Le cose peggiorarono rapidamente: l’opinione pubblica diventava
sempre più ostile a Tiberio e più favorevole a Giulia e al suo figlio;
ben presto si vollero dare al fratello minore di Caio Lucio, gli stessi
onori già assegnati a Caio; gli interessi si allearono agli odi e ai
rancori contro Tiberio, perchè non appena Tiberio era partito, il
Senato aveva aumentato le spese delle frumentazioni per il popolo,
e quelle per i pubblici giuochi. Quanti approfittavano di queste spese
avevano ormai interesse a impedire che Tiberio, famoso per la sua
avversione a tutte le spese inutili, tornasse. Non si badò ai mezzi pur
di rovinare Tiberio; tutte le arti e tutte le calunnie furono lecite,
perfino l’accusa di ordire delle congiure contro Augusto.
Fronteggiare insieme i rancori e le inclinazioni di Augusto, l’opinione
pubblica, la maggioranza del Senato, gl’interessi coalizzati, Giulia e i
suoi amici, era impresa ardua, anche per una donna così abile e
forte come Livia. Quattro anni passarono, l’uno più nero ed infausto
dell’altro per Tiberio ed i suoi. Al partito di Giulia crescevano di
continuo le forze.
GIULIA SABINA
Alla fine il partito di Tiberio si decise ad una audacia disperata:
colpire il partito avversario con uno scandalo nella persona stessa di
Giulia. La lex Iulia de adulteriis, fatta da Augusto nell’anno 18, e che
dava licenza a qualunque cittadino di accusare la sposa infedele
davanti ai tribunali, quando il marito o il padre non l’accusassero, si
applicava a tutti i cittadini romani, dunque anche la figlia di Augusto,
alla vedova di Agrippa, alla madre di Caio e di Lucio Cesare, le due
giovani speranze della repubblica. Giulia aveva sino ad allora violato
la lex Iulia; e non aveva subito la pena, che aveva colpito tante altre
donne dell’aristocrazia, solo perchè nessuno aveva osato provocar
questo scandalo nella prima famiglia dell’impero. Il partito di Tiberio,
protetto e guidato da Livia, l’osò alla fine. È impossibile dire quale fu
la parte di Livia in questa tragedia: certo è che essa o qualche altro
personaggio influente riuscì a procurarsi le prove della colpa di
Giulia, e le portò ad Augusto, minacciando, se egli non compiva il
suo dovere, di portarle al pretore e di fare un processo. Augusto
aveva voluto con la lex Julia che se il marito, come era allora il caso
di Tiberio, non poteva accusare la donna infedele, il padre doveva
farne le veci; ed Augusto dovette subir la sua terribile legge, per
evitare scandali e guai peggiori. Esiliò Giulia nella piccola isoletta di
Pantelleria; e a 37 anni, la giovane, avvenente, piacevole, voluttuosa
signora, che aveva brillato a Roma tanti anni, dovette sparire per
sempre dalla metropoli, ridursi a vivere in una isoletta selvaggia. La
sua vita era troncata per sempre dall’odio implacabile di un partito
nemico, dalla crudeltà inesorabile di una legge, fatta dal padre.
Dopo l’esilio di Giulia, la fortuna di Tiberio e di Livia, per quattro anni
languente, risorge. Ma non così rapidamente, come Livia e Tiberio
forse avevano sperato. Giulia conservò, anche nella disgrazia,
numerose amicizie e una grande popolarità; per molto tempo il
popolo di Roma dimostrò a suo favore; molti sollecitavano il suo
perdono da Augusto: prova evidente che le orribili infamie raccontate
sul suo conto erano esagerazioni di nemici. Giulia aveva violata la
lex Iulia, questo è sicuro: ma se aveva commesso un fallo, non era
un mostro, come i suoi nemici dicevano: era una bella signora, come
molte ce ne furono, ce ne sono e ce ne saranno, provvista di vizi e di
virtù umane. E difatti il suo partito, riavutosi dallo scandalo, riprese la
guerra; e fermo nel pensiero di far perdonare Giulia, tentò quanto
potè per impedire a Tiberio di tornare a Roma e riprender parte alla
vita politica, sapendo che se il marito rimetteva il piede in Roma,
Giulia non ci ritornerebbe più. Uno solo poteva rientrare in Roma: o
Tiberio o Giulia. E la mischia dei due partiti riarse intorno ad
Augusto, più furiosa che mai.
Caio e Lucio Cesare, i due giovani figli di Giulia, prediletti di Augusto,
furono i portavoce dei nemici di Tiberio presso Augusto, il
contrappeso dell’influenza di Livia. Nessuna arte fu negletta per
seminare tale odio e diffidenza tra i due giovani e Tiberio, che non
potessero mai ritrovarsi insieme nel governo e la presenza degli uni
escludesse l’altro. Un nuovo aiuto i nemici di Tiberio trovarono in una
figlia di Giulia e di Agrippa — Giulia minore, come la storia l’ha
chiamata, — che Augusto amava non meno di Caio e di Lucio.
Sposata a L. Emilio Paolo, al discendente di una delle più grandi
famiglie di Roma, Giulia divenne presto, in Roma, al posto della
madre, l’Antilivia; raccogliendosi dattorno, come la madre, una corte
di giovani eleganti, di scrittori, di poeti — Ovidio faceva parte del suo
circolo — la quale bilanciasse la consorteria dei vecchi senatori
(parrucconi, diremmo noi) che facevano circolo intorno a Livia. Non
indugiò molto neppure ad abusare della benevolenza del nonno
come ne aveva abusato la madre; sfoggiando, all’ombra della sua
protezione, un lusso che i nemici del vecchio puritanismo romano
ammiravano appunto perchè vietato dalle leggi; costruendo una
magnifica villa, che era una sfida alla legge suntuaria; e — se si vuol
credere alla tradizione — violando anche quella lex de adulteriis, che
era stata così fatale alla madre.
Cosicchè, anche dopo la caduta di Giulia, i suoi tre figli — Caio,
Lucio, Giulia — erano abbastanza potenti, e per la debolezza di
Augusto, e per il favore pubblico, e per gli appoggi in Senato, da
contrastare il terreno al partito di Livia. A mala pena, dopo infiniti
stenti e quattro anni di intrighi, nell’anno 2 dopo C., Livia riuscì ad
ottenere che Tiberio potesse ritornare a Roma; ma a condizione che
s’occupasse solo dell’educazione del figlio e dei suoi affari privati,
ogni faccenda pubblica esclusa. Augusto era vecchio e non bastava
più all’impero; l’esercito era arrugginito, le finanze dissestate, le
frontiere mal sicure; in Gallia, in Pannonia, in Germania la rivolta
serpeggiava; Tiberio solo, che era il primo generale e uno dei migliori
amministratori del suo tempo, che poteva mettere a disposizione
della repubblica il pieno vigore della sua virilità matura, era in grado
di fare ciò, che Lucio e Caio non sapevano. Ma inutilmente: Augusto
non cedeva alle istanze di Livia: I Giulî erano padroni dello Stato e
ne tenevano lontani i Claudî.
Tiberio sarebbe forse stato bandito per sempre dal potere, se il caso
non l’avesse aiutato, togliendo di mezzo Caio e Lucio Cesare. Poco
dopo il ritorno di Tiberio, il 20 agosto dell’anno 2 d. C. Lucio Cesare
moriva a Marsiglia, spento da breve malattia; e venti mesi dopo, nel
febbraio dell’anno 4, moriva pure Caio, in Licia, in seguito ad una
ferita ricevuta in una scaramuccia. Queste due morti furono così
premature, così vicine l’una all’altra e così opportune per Tiberio, che
la posterità si è rifiutata di considerarle come uno dei tanti accidenti
che possono capitare a tutti gli umani; e ha sospettato in quelle la
mano criminosa di Livia! Senonchè chi conosce un po’ il mondo e gli
uomini, sa che è più facile immaginare e sospettare che compiere
questi avvelenamenti romanzeschi. Pur lasciando in disparte ogni
considerazione sul carattere di Livia, — e molte se ne potrebbero
fare — è difficile immaginare come essa avrebbe osato e potuto
avvelenare i due giovani a tanta distanza da Roma, in Asia l’uno e in
Gallia l’altro, per mezzo di molti complici, in tempi in cui, divisa come
era la famiglia di Augusto da tanti odi, ogni suo membro era
sospettato, spiato, appostato da un partito nemico; e in cui l’esempio
di Giulia provava che la parentela con Augusto non era schermo
sufficiente contro i rigori della legge e la collera dell’opinione
pubblica. È poi cosa notissima che il popolo inclina sempre a
sospettare un delitto ogni qual volta un uomo noto e potente muore
prematuramente. Senza risalire alla leggenda del Conte Rosso
avvelenato dalla madre, ricorderemo che trent’anni fa era tradizione,
a Torino, che Cavour fosse stato avvelenato dalla mano di
un’amante, chi diceva per ordine di Napoleone III, chi dei gesuiti,
solo perchè la sua vita fu repentinamente troncata (da una nefrite,
credo) a 52 anni, proprio quando l’Italia sentiva di averne maggior
bisogno! Questa ecatombe di giovinetti e di giovani nella famiglia di
Augusto sembra la persecuzione di un’oscura fatalità e può riuscir
sospetta: ma appunto perchè le morti premature furono così
numerose, non si possono spiegare se non con il logoramento della
stirpe bacata nel midollo. Tutte le famiglie, invecchiando nel potere e
nella ricchezza, si spengono: onde nessuna aristocrazia potè durare
se non rinnovandosi, e quelle che si sono chiuse in sè, sono perite.
Nessuna seria ragione ci autorizza ad attribuire a una donna, che fu
venerata come un modello dagli uomini migliori della sua età, un
così orrendo delitto; e le favole che ne raccontò il popolino, avverso
a Livia perchè fedele a Giulia, e che gli storici delle età seguenti
raccolsero, valgono quanto le dicerie del popolino torinese sul
veleno propinato a Cavour. La morte di Caio e di Lucio Cesare fu
però una grande fortuna per Tiberio, perchè impose il suo ritorno al
potere. L’impero era nei guai dappertutto; la Germania era mezza in
rivolta; l’esercito aveva bisogno di un capo; pure Augusto, vecchio e
irresoluto, esitava ancora, temendo l’avversione che covava e in
senato e nel popolo contro il troppo autoritario Tiberio. Alla fine,
d’accordo con Livia, la parte più seria, più autorevole, più antica
della nobiltà senatoria, capeggiata da un nipote di Pompeo, Gneo
Cornelio Cinna, gli impose di richiamare Tiberio, minacciando, pare,
di ricorrere a qualche espediente violento, su cui noi non abbiamo
sicure notizie. Certo è che si fece paura al vecchio Augusto,
vincendo così con una paura maggiore la paura di cui gli era cagione
la impopolarità di Tiberio; e il 26 giugno dell’anno 4 dell’êra volgare
Augusto adottava Tiberio come figlio, gli faceva dare la potestà
tribunizia per dieci anni, prendendolo a collega. Tiberio, a sua volta,
per volontà di Augusto, adottava come figlio Germanico, il figlio
maggiore di Druso e di Antonia, la sua fedele amica: un giovane
intelligente, attivo, e da cui tutti speravano molto.
ANTONIA
Ritornato al potere Tiberio provvide, di accordo con Augusto, a

riordinare l’esercito e lo Stato; e a placare, con atti di clemenza e
nuovi matrimoni, le furiose discordie che negli ultimi anni avevano
diviso o turbato la famiglia dei Giuli e dei Claudi. L’esilio di Giulia fu
addolcito; Germanico sposò Agrippina, un’altra figlia di Giulia e di
Agrippa, una sorella di Giulia minore, vedova di Caio Cesare; Livilla,
sorella di Germanico e figlia di Antonia, fu data al figlio di Tiberio, a
Druso, un giovane coetaneo di Germanico e che non ostante certi
difetti, l’irascibilità e l’inclinazione ai piaceri, mostrava alcune qualità
di uomo di Stato: fermezza, mente solida, attività. Si voleva sempre
con questi matrimoni far della famiglia di Augusto, del ramo giulio e
del ramo claudio che la componevano intrecciati, un corpo solo,
formidabile, unito, così da poter essere il fondamento su cui
poserebbe la repubblica, ossia il governo di tutto l’impero. Ma se il
proposito era savio, i fermenti di discordia e la infelicità dei tempi
potevano più che i buoni propositi. Troppo si era aspettato a
richiamar Tiberio al potere; il disordine, dopo dieci anni di governo
senile, era troppo grande; i provvedimenti imaginati da Tiberio per
riassettare le finanze dell’impero, irritarono le classi ricche dell’Italia;
nel 6 dopo C. scoppiò la grande rivolta della Pannonia. Che
spavento fu quello! Parve di tornare ai tempi dei Cimbri e dei
Teutoni. In un istante di follia collettiva si temè perfino che la
penisola potesse essere invasa e Roma assediata dai barbari!
Tiberio accorse rapido, e domò l’insurrezione, non affrontandola in
campo aperto, ma stancandola: metodo sicuro e savio, con le milizie
di cui disponeva! Ma a Roma, passato lo spavento, il protrarsi della
guerra irritò, e divenne per molti un pretesto per sfogar l’odio antico
contro Tiberio, il quale fu accusato di aver paura, di non sapere il
suo mestiere, di tirare in lungo la guerra per ambizione! Il partito
avverso a Tiberio risollevò la testa, tentando perfino di aizzargli
contro Germanico, che giovane, ambizioso, temerario, avrebbe
preferito una guerra rapida; e certo si sarebbe creato già sin da
allora un partito di Germanico ed uno di Tiberio, se Augusto, questa
volta, non avesse da Roma sostenuto Tiberio. Ma le difficoltà e le
incertezze erano grandi; e rinascevano di continuo.
In mezzo a queste lotte e a queste paure un nuovo scandalo scoppiò
nella famiglia di Augusto: Giulia minore, come la madre, si lasciò
cogliere in fallo dalla lex Iulia de adulteriis e dovè prendere
anch’essa la via dell’esilio! Come e per opera di chi lo scandalo
scoppiasse, noi non sappiamo: sappiamo invece che Augusto
amava molto la nipote; onde è da credere che in quell’agitato e
torbido momento, mentre tanti odi si appuntavano contro la sua
famiglia e la sua casa, tanti sforzi si facevano per rovesciare di
nuovo Tiberio, che pure aveva salvato l’impero, Augusto dovè una
seconda volta subire la sua legge; e non osò contendere al partito
puritano, alla minoranza arcaizzante dei senatori, agli amici di
Tiberio, questa seconda vittima della sua famiglia. Certo è che si
fece quanto si potè per limitare lo scandalo; e che dell’esilio della
seconda Giulia appena qualche sommaria notizia sarebbe giunta
sino a noi, se tra i complici che furono esiliati con lei non ci fosse
stato anche Ovidio, che doveva empire venti secoli dei suoi lamenti
e farli giungere sino alle orecchie dei più tardi nipoti.
L’esilio di Ovidio è uno dei misteri che più tormentarono la curiosità
dei secoli, come la maschera di ferro. Ovidio stesso l’ha acuita con
la prudenza, non parlando mai chiaramente delle accuse a cui
soggiacque, facendo ad esse soltanto delle vaghe allusioni, che si
riassumono in due parole: carmen et error. Onde i posteri si
domandano da venti secoli quale fu questo error che mandò
l’elegante poeta a morire tra i barbari Geti, sulle sponde del Danubio;
e naturalmente senza venirne a capo. Se però non è possibile
precisare quale fu l’error che costò così caro ad Ovidio, è possibile
invece rendersi ragione di quel che fu questo singolare e famoso
episodio della storia di Roma, a cui Ovidio deve in parte la sua
immortalità. Ovidio non fu vittima, come troppo si è ripetuto, di un
capriccio del dispotismo; e quindi non può essere paragonato ad uno
dei tanti scrittori russi, che l’amministrazione deportava in Siberia per
odio e per paura, senza una ragione precisa, sotto gli czar. Il suo
caso, in una certa misura, potrebbe piuttosto paragonarsi al
processo di Oscar Wilde, sebbene l’accusa a cui i due poeti
soggiacquero fosse diversa. L’error di Ovidio fu certamente di aver
violata qualche disposizione della Lex Iulia de adulteriis, che, noi lo
sappiamo, era molto minuta e specificava come casi di complicità
molti atti e fatti, che anche agli occhi dei più rigoristi moderni,
sembrerebbero biasimevoli, sì, ma non degni di così terribili pene. È
verosimile che Ovidio incappasse in una di queste disposizioni; ma il
suo error, grave o leggera che fosse, più che la ragione vera della
condanna, fu il pretesto: il pretesto per sfogare su di lui un vecchio
rancore, che aveva ragioni più profonde. Il tradizionale puritanismo
romano volle mandare in esilio il poeta delle signore frivole, eleganti,
leggere; l’autore dei poemi erotici, che con la penna ed i versi aveva
aiutato i tempi a mutare l’antica austera materfamilias in una
dispendiosa amica degli uomini e dei sollazzi; il poeta, che si era
fatto ammirare, sopratutto dalle donne, lusingandone le inclinazioni
più pericolose. Il puritanismo odiava i nuovi indirizzi della vita
sociale, e quindi anche la poesia di Ovidio, precipuamente per i loro
funesti effetti sulle donne, le quali, come vedemmo, nelle famiglie
aristocratiche, non erano punto mantenute nell’ignoranza, e quindi
leggevano poeti e filosofi. Ma perciò appunto ci fu sempre a Roma
una viva avversione contro la letteratura leggera e immorale. Se i
libri fossero andati solo per le mani degli uomini, la poesia di Ovidio
non avrebbe forse avuto la fortuna di una persecuzione, che doveva
attirare su di essa l’attenzione della posterità. La libertà della donna
pareva, insomma, a questa società, dovere imporre una maggior
riserva anche nella letteratura; e Ovidio, che se ne era scordato, se
ne ricordò a proprie spese, quando dovè ridursi in esilio tra i Geti,
sulle rive del Danubio gelato, perchè troppe donne leggevano troppo
volontieri, a Roma, i suoi libri. I quali furono, per ordine di Augusto,
tolti dalle biblioteche: il che non impedì tuttavia che giungessero sino
a noi, quando tante opere più serie — la storia di Tito Livio per
esempio — si sono o interamente o in troppa parte perdute!
II.
Dopo la rovina della seconda Giulia, Augusto non ebbe più, sino alla
morte, che avvenne il 23 agosto del 14 dopo C., gravi dispiaceri
dalle donne della sua casa. La grande sciagura degli ultimi anni del
suo governo è una sciagura pubblica: la disfatta di Varo e la perdita
della Germania. Ma con quanta tristezza doveva Augusto guardare
indietro, nelle ultime settimane della sua lunga vita, la storia della
sua famiglia! Tutti quelli che egli aveva amati erano stati strappati a
lui innanzi tempo da un destino crudele: dalla morte, Druso, Caio e
Lucio Cesare; dall’Infamia e dalla Crudeltà della legge, peggiore che
la morte, le due Giulie! La grandezza senza esempio a cui si era
levata, non aveva portato fortuna alla sua famiglia. Egli restava
vecchio, quasi solo, superstite stanco tra le tombe dei suoi cari
spenti innanzi tempo dal Fato, tra le memorie ancora più dolorose di
quelle che erano state sepolte vive in selvaggie isolette e nella
tomba dell’Infamia; non avendo più altra compagnia che quella di
Tiberio con cui si era riconciliato davvero, di Antonia, la dolce nuora
da tutti rispettata, e di Livia, la donna che il destino aveva messo ai
fianchi negli anni orrendi del sangue e del ferro; la compagna fedele,
per cinquantadue anni, della sua varia, meravigliosa e tragica
fortuna. Si capisce quindi che, come gli storici narrano, le ultime
parole del vecchio imperatore siano state un tenero ringraziamento
alla moglie fedele: «Addio, Addio, Livia; ricordati della nostra lunga
unione!». Con queste parole egli terminava la sua vita da vero
romano: rendendo omaggio alla sposa, che il costume e la legge
volevano compagna fedele e amorosa, non docile schiava
dell’uomo.
Ma se la famiglia di Augusto aveva tribolato e sanguinato già
durante la sua vita, più sofferse e pericolò dopo la morte di lui. Non
si renderà mai conto della storia del primo impero chi, partendo dal
preconcetto che Augusto fondò una monarchia, si imagina che la
sua famiglia dovè godere, nella società romana, dei privilegi che
sono riconosciuti, in tutte le monarchie, alla famiglia del sovrano.
Certo di una condizione privilegiata questa famiglia godè sempre se
non per legge, di fatto, e per la forza stessa delle cose: ma non per
nulla Roma era stata per tanti secoli una repubblica aristocratica, in
cui tutte le famiglie della nobiltà si erano considerate eguali e
sottoposte alle medesime leggi. Del privilegio che alla famiglia dei
Giulio-Claudi assicurava la suprema dignità del suo capo,
l’aristocrazia si vendicò prendendola in odio, sospettandone e
calunniandone tutti i membri, sottoponendola con crudele voluttà,
quando poteva, alle leggi comuni, anzi maltrattando con più feroce
accanimento quelli che per caso cadessero sotto le sanzioni di una
legge. Ai privilegi di cui godevano i membri della famiglia imperiale,
faceva equilibrio il pericolo di dover ricevere più forte i colpi delle
leggi, se qualcuno ci cascasse sotto, per dare all’aristocrazia
senatoria la atroce soddisfazione di vedere uno di questi felici
martoriato come e più degli altri. Non è dubbio, ad esempio, che le
due Giulie furono più severamente punite e infamate che le altre
signore dell’aristocrazia ree dello stesso delitto; e che Augusto aveva
dovuto essere con loro spietato, perchè non si dicesse in Senato,
che faceva leggi non per i suoi, ma per gli altri.
TIBERIO
Tuttavia sinchè Augusto visse, egli fu per i suoi parenti uno schermo
sufficiente. Sopratutto nell’ultimo ventennio Augusto fu l’oggetto di
un rispetto quasi religioso. L’epoca tempestosamente grande da cui
proveniva, straordinaria fortuna, il lungo governo, i servigi che aveva
resi davvero e quelli che era parso rendere, gli avevano conferito
tanta autorità, che l’invidia riponeva innanzi a lui le sue freccie più
avvelenate. Per rispetto a lui, anche la sua famiglia non fu, tranne in
qualche passeggero furore dell’opinione pubblica, come quelli in cui
le due Giulie furono condannate, troppo calunniata e maltrattata. Ma,
lui morto, le cose mutarono, perchè Tiberio, sebbene fosse un
sagace amministratore, un valentissimo generale e un uomo capace,
non godeva le simpatie e il rispetto di Augusto: anzi era odiato da
una parte considerevole del Senato e della aristocrazia, quella che
aveva a lungo parteggiato per Caio e Lucio Cesare. Non
l’ammirazione del Senato e del popolo, ma la necessità l’aveva
imposto come capo della repubblica, perchè, quando Augusto morì,
l’impero essendo in guerra con i Germani e le provincie pannonico-
illiriche in rivolta, era forza affidare l’esercito ad un uomo che
incutesse terrore ai barbari e che al caso sapesse combatterli.
Tiberio stesso era così convinto che la maggioranza del Senato e il
popolo di Roma subirebbero il suo governo per forza, che era stato a
lungo in forse: se accettare o no. Nessuno si illudeva meno di lui che
sarebbe facile governare con gli animi così avversi.
Sotto il governo di Tiberio la famiglia imperiale fu circondata da un
odio molto più intenso e palese, che non sotto Augusto. Una coppia
faceva eccezione: Germanico ed Agrippina, i quali erano molto
amati. Ma qui appunto incominciarono le prime gravi difficoltà per
Tiberio. Intorno a Germanico, che aveva 29 anni quando Tiberio fu
assunto alla presidenza della repubblica, incominciò a raccogliersi
un partito che, corteggiandolo e adulandolo, lo oppose a Tiberio;
inconsapevolmente aiutato sopratutto dalla moglie di Germanico:
Agrippina. Era costei, diversamente da sua sorella Giulia, una donna
di costumi intemerati, innamorata e fedele al marito, una vera
matrona romana come la tradizione l’aveva vagheggiata, casta e
feconda, che a 26 anni aveva già dati nove figli al marito, di cui però
sei erano morti. Ma quasicchè Agrippina fosse destinata a mostrare
che nella casa di Augusto ed in quei tempi torbidi e strani, la virtù
non era meno pericolosa del vizio, sia pure per un altro verso, e per
differenti ragioni, della sua fedeltà al marito, dell’ammirazione che
godeva in Roma, Agrippina era così fiera, che tutti gli altri difetti del
suo carattere erano come inturgiditi dallo smodato orgoglio di questa
sua virtù. E tra questi suoi difetti occorre enumerare una grande
ambizione, una specie di attività faragginosa e tumultuaria, una
irriflessiva impetuosità di passioni, una pericolosa mancanza di
ponderazione e di criterio. Agrippina non era malvagia; ma era
ambiziosa, violenta, intrigante, imprudente, poco riflessiva, quindi
facile a scambiare i suoi sentimenti ed interessi per la ragione
universale del giusto; amava molto il marito, da cui non si staccava
mai, che accompagnava in tutti i viaggi; ma appunto perchè lo
amava lo spingeva a secondare quella sorda opposizione a Tiberio,
che voleva farne il suo campione e il suo favorito.
Se di nuovo il Senato e la famiglia imperiale non si scisse in due
fazioni, fu perchè Germanico resistè saviamente ai suoi troppo
zelanti ammiratori; e forse anche perchè la madre, Antonia, non
smise mai di essere, quanto il governo di Tiberio durò, la più fida ed
affezionata amica dell’imperatore. Dopo il divorzio di Giulia, Tiberio
non si era riammogliato; e gli affettuosi uffici che avrebbe dovuto
compiere presso di lui la moglie, furono compiuti in parte dalla
madre, in parte dalla cognata. Nessuna persona era ascoltata dal
chiuso e diffidente imperatore, quanto Antonia. Chi voleva impetrar
da lui qualche favore, non poteva far meglio che affidar la causa ad
Antonia. È verosimile quindi che Antonia bilanciasse presso il figlio la
moglie. Ma se proprio non si giunse alla scissione, delle difficoltà
nacquero presto. Non solo Agrippina e Livia vennero in discordia,
ma — e fu cosa più grave — cedendo un po’ al suo temperamento,
un po’ ai suggerimenti della moglie e degli adulatori, Germanico, che
alla morte di Augusto era legato per la Gallia, iniziò di suo capo una
politica germanica contraria alle istruzioni di Tiberio. Tiberio, che i
Germani conosceva per lunga esperienza, non voleva più molestarli:
la rivolta di Arminio dimostrava che, minacciati nella loro
indipendenza, sapevano unirsi e diventavano pericolosi; lasciati in
pace, si distruggevano in guerre continue. Occorreva quindi non
assalirli o minacciarli, ma abilmente soffiar nel fuoco delle loro
continue discordie e guerre, affinchè, interdistruggendosi,
lasciassero tranquillo l’impero. Ma questa saggia e prudente politica
poteva piacere a un vecchio guerriero, come Tiberio, che già aveva
raccolti tanti allori; non ad un giovane che ambiva di segnalarsi con
grandi imprese; al cui fianco stava, stimolo continuo, una moglie
ambiziosa e che era circondato da una corte di adulatori.
Germanico, di sua iniziativa, passò il Reno e incominciò una vasta
offensiva, attaccando una dopo l’altra, con rapide e fortunate
spedizioni, le più potenti popolazioni germaniche. A Roma questa
ardita mossa piacque, massime ai nemici di Tiberio che erano molti;
sia perchè l’ardimento piace sempre più che la prudenza, a coloro
che non rischiano nulla e giudicano di una guerra a centinaia di
miglia dai campi di battaglia; sia perchè la gloria di Germanico
poteva offuscare Tiberio. E Tiberio, non ostante disapprovasse, per
un certo tempo lasciò fare il figlio adottivo per non contrariare
l’opinione pubblica e per non parer di invidiare al giovane Germanico
la gloria che si acquistava.
Tuttavia egli non voleva che Germanico si impegnasse troppo con le
tribù germaniche; e quando gli parve che avesse abbastanza
mostrato il valor suo e abbastanza fatto sentire ai nemici la
possanza di Roma, lo richiamò, mandando l’altro figlio suo, figlio non
adottivo, ma vero, Druso. Ma questo richiamo non garbò punto al
partito di Germanico, il quale recriminò amaramente sussurrando
che Tiberio era geloso di Germanico, che lo aveva richiamato per
impedirgli di acquistare gloria in una impresa immortale. Tiberio
pensava così poco a impedire a Germanico di adoperare in servizio
di Roma il suo ingegno, che subito dopo nell’anno 18 d. C. lo mandò
in Oriente a rimettere l’ordine nell’Armenia agitata da interne
discordie, dandogli quindi un comando non meno importante di
quello che gli aveva tolto. Ma nel tempo stesso non volle affidar
interamente ogni cosa al senno di Germanico, che era capace e
valoroso, ma giovane, e sempre accompagnato da una moglie
imprudente e da una corte di adulatori irresponsabili; e perciò gli
mise a fianco un uomo più anziano, maturo e sperimentato: Gneo
Pisone, un senatore, che apparteneva ad una delle più illustri
famiglie di Roma.
Gneo Pisone doveva aiutare, consigliare, e se era necessario,
frenare Germanico; e anche informare Tiberio di quanto il giovane
faceva in Oriente. Di questo non si può dubitare: ma chi vorrà
contestare a Tiberio, che aveva la responsabilità dell’impero, il diritto
di far sorvegliare un giovane di trentatrè anni, cui tanti e così gravi
interessi erano commessi? Senonchè questa ragionevole e misurata
cautela fu cagione di infiniti guai. Germanico si offese, e istigato
dagli amici, venne in guerra con Pisone; Pisone avendo condotto
sua moglie Plancina, che era una grande amica di Livia, come
Germanico aveva condotto Agrippina, Agrippina e Plancina
litigarono, da mogli fedeli, non meno dei loro mariti; l’autorità romana
in Oriente si divise in due cabale, quella di Pisone e quella di
Germanico, che si accusarono di illegalità, di concussione, di
prepotenza, e di cui ciascuna non pensò che a disfare quello che
l’altro aveva fatto. Quale delle due cabale avesse ragione o in che
misura ciascuna avesse torto o ragione, è difficile dire, perchè il
racconto di Tacito, annebbiato da un’ostilità preconcetta, non ci
illumina affatto. Ma è certo che Germanico non rispettò sempre le
leggi e qualche volta agì con soverchia leggerezza, obbligando
Tiberio ad intervenire personalmente: come allorchè andò con
Agrippina a fare un viaggio in Egitto, che anche allora era una meta
favorita dei viaggiatori curiosi e istruiti. Ma allora vigeva anche
un’ordinanza di Augusto che vietava ai senatori romani di metter
piede in Egitto, senza uno speciale permesso. Come aveva
scavalcato questo divieto, non sarebbe meraviglia se Germanico in
altre occasioni non avesse rispettato troppo alla lettera le leggi, che
definivano i suoi poteri.
Purtroppo la discordia tra Germanico e Pisone empì di confusione e
di discordia tutto l’Oriente; e inquietò di riflesso Roma, dove il partito
avverso a Tiberio l’accusò di perseguitare il figlio adottivo per
gelosia; dove anche Livia, non più protetta da Augusto, incominciò
ad essere sospettata di intrigare contro Germanico per odio di
Agrippina. E Tiberio non sapeva che fare, impacciato dalla opinione
pubblica favorevole a Germanico, e desideroso nel tempo stesso
che i suoi figli dessero l’esempio di obbedire alle leggi. Quando, nel
19 d. C. Germanico ammalò ad Antiochia; e dopo una malattia
lunga, alternata di molti miglioramenti e peggioramenti, alla fine,
come suo padre, come i suoi cognati, soccombette al destino, in
piena giovinezza, a 34 anni! È da stupirsi se l’immaginazione
popolare, sgomenta da questa nuova morte immatura, che troncava
una pericolosissima discordia politica, incominciasse subito a
sussurrar di veleno? Il partito di Germanico, esasperato da questa
sciagura che lo annientava, insieme con le speranze di quanti si
erano legati a Germanico per le loro fortune future, raccolse, colorì,
propagò per ogni dove la voce: e chi a questa voce credette con
maggior fede fu Agrippina, che il natural dolore della morte faceva
anche più impetuosa, scriteriata e violenta. Agrippina che, se fosse
stata una donna ponderata e di senno, meglio di ogni altro avrebbe
potuto sapere quanto quella diceria era assurda.
AGRIPPINA
In breve fu diceria universale a Roma che Germanico era stato

avvelenato da Pisone; e per ordine di Tiberio e di Livia, si sussurrò a
voce più bassa. Pisone era stato lo strumento di Tiberio, Plancina
quello di Livia. L’accusa è assurda: lo riconosce anche Tacito, il
quale ci racconta in che modo gli accusatori di Pisone pretendevano
che il veleno fosse stato propinato: in un banchetto, a cui Pisone,
invitato da Germanico, sedeva parecchi posti distante da lui, e
avrebbe versato il veleno nelle sue vivande, in presenza di tutti i
convitati, senza che nessuno se ne accorgesse. Tacito stesso, che
pure odia a morte Tiberio, dice che tutti giudicavano questa una
favola assurda: e tale la giudicherà ogni uomo di buon senso. Ma
l’odio fa credere anche a persone intelligenti le favole più
inverosimili; il popolo, favorevole a Germanico, era invelenito contro
Pisone e non ascoltava ragione; tutti i nemici di Tiberio si persuasero
facilmente che qualche truce mistero si nascondeva sotto questa
morte e che da un processo contro Pisone potrebbe nascere uno
scandalo, il quale riverbererebbe sullo stesso Tiberio; si incominciò a
dire che Pisone possedeva delle lettere di Tiberio, in cui era
contenuto l’ordine di avvelenare Germanico! Alla fine anche
Agrippina giunse a Roma con le ceneri del marito e con l’usata
veemenza incominciò a empire di proteste, di imprecazioni e di
accuse contro Pisone la casa imperiale, il Senato, Roma tutta. Il
popolo, che l’ammirava per la sua fedeltà e il suo amore, si
commosse anche di più e da ogni parte si gridò che un così
esecrando delitto meritava una punizione esemplare.
Difatti se da prima Pisone aveva trattato come meritavano, con
altero disprezzo, queste accuse, presto si accorse che gli era
necessario ritornare a Roma a difendersi. Un amico di Germanico
l’aveva accusato; Agrippina, strumento inconsapevole dei nemici di
Tiberio, riscaldava ogni dì più la opinione pubblica con il suo lutto
querulo ed ostentato; il partito di Germanico agitava il Senato e il
popolo. Ma quando Pisone giunse a Roma, si vide abbandonato
quasi da tutti. Egli sperava in Tiberio, che conosceva la verità e che
desiderava che questa follia dileguasse dagli spiriti. Ma Tiberio era
sorvegliato da una malevolenza spietata; qualunque cosa avesse
fatto a prò di Pisone, sarebbe stata interpretata come la prova che
egli era il complice di lui e che perciò lo voleva salvo. Tutta Roma,
diceva, ripeteva, era sicura che Pisone mostrerebbe al processo le
lettere di Tiberio. Livia si industriò nell’ombra per salvare Plancina,
ma per Pisone Tiberio non potè far altro, che raccomandare al
Senato, quando il processo incominciò, e con un nobilissimo
discorso che Tacito ci ha conservato, la più rigorosa imparzialità.
Giudicassero senza riguardi nè alla famiglia imperiale nè alla
famiglia di Pisone. Inutile ammonimento: chè la condanna era sicura,
non ostante l’assurdità della accusa. I nemici di Tiberio erano così
inviperiti e così risoluti a spingere le cose all’estremo, sperando che
saltassero fuori le famose lettere; l’opinione pubblica era così
esaltata, che Pisone si uccise prima della fine del processo.
Agrippina aveva sacrificato ai Mani del marito, morto
prematuramente, un innocente. Tiberio potè solo salvare la moglie, il
figlio e la fortuna di Pisone, che i nemici volevano distruggere con un
solo colpo.
IV.
TIBERIO E AGRIPPINA.
I.
Con la morte di Germanico e il processo contro Pisone, incomincia

quel tetro periodo, che doveva passar nella storia con il nome di
«tirannide tiberiana». In questo la famosa legge de majestate, non
applicata sotto Augusto, prende forza e flagella Roma a sangue con
gli scandalosi processi, le atroci denuncie, le condanne crudeli, i
suicidi disperati, la rovina e l’infamia di tanti illustri personaggi.
Di questi processi, delle denuncie che li promossero, delle crudeli
condanne in cui terminarono, la storia chiama da venti secoli
responsabile una crudele e sospettosa tirannide del figlio di Livia,
che avrebbe tollerato intorno a sè soltanto servi e sicari, cui ogni
memoria della antica libertà romana avrebbe dato ombra e noia. Ma
quanto è lontano dal vero questo giudizio! Quanto male ha inteso la
posterità superficiale e leggera la terribile tragedia del governo di
Tiberio! Si dimentica sempre che Tiberio fu il secondo princeps o
presidente dopo Augusto; ossia il primo che dopo il fondatore ebbe a
reggere la nuova e un po’ strana carica suprema della repubblica,
senza il prestigio e il rispetto che assicuravano ad Augusto la
straordinaria fortuna della sua vita, l’universale opinione che egli
aveva terminate le guerre civili, ridato pace al travagliato impero,
salvato Roma dalla rovina suprema, di cui l’Egitto, Cleopatra e la
follìa di Marco Antonio, l’avevano minacciata. Questo prestigio e
questo rispetto avevano, sinchè Augusto visse, tenuto in soggezione

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LO1. Discuss the increasing diversity of the workforce and of the

LO3. Explain why the effective management of diversity is both an ethical

mentoring: A process by which an experienced procedural justice: A moral principle calling

NOTE ABOUT INSTRUCTOR POWERPOINT Chapter Five

The Instructor PowerPoint Slides include most Student Managing Diverse

BASIC POWERPOINT SLIDE 1

A Manager’s Challenge (pp. 149 of text)

I. THE INCREASING DIVERSITY OF LO 1: Discuss the increasing

orientation, socioeconomic background, and

b. Effective management of organizational diversity can 5-3

improve organizational effectiveness STUDENT POWERPOINT SLIDE 2

2. The glass ceiling: a term that alludes to the invisible barriers

a. workforce, the median weekly earnings of women are

b. Although women comprise 49.5% of the STUDENT POWERPOINT SLIDE 3

c. Research suggests that female executives

3. Age: The aging of the population suggests managers need to

4. Gender Although women and men are almost equally

5. Race and Ethnicity

a. The U.S. census distinguishes between five different

b. The racial and ethnic diversity of the

a. Title VII of the Civil Rights Act prohibits

b. In 1997, the federal government issued “The

c. When managing religious diversity, a key issue

c. The ADA also protects those with Acquired

Managers have faced a number of interpretation and fairness

8. Socioeconomic Background: typically refers to a

b. In 2000 there were 6,825,475 families with incomes

c. Socioeconomic diversity suggests that managers need to

9. Sexual Orientation Approximately 2 to 6% of U.S. TEXT REFERENCE

various departments such as marketing, production. Finance,

b. Employees differ from each other in how attractive they are,

c. . Each of the types of diversity discussed above presents

b. By using their formal authority to support diversity,

the diversity management efforts of others. STUDENT POWERPOINT SLIDE 5

c. Research suggests that slight differences in

The Ethical Imperative to Manage

a. Statistics comparing the treatment of women and 5-17

minorities with that of other employees in corporate STUDENT POWERPOINT SLIDE 6

STUDENT POWERPOINT SLIDE 7

What a Diversity of Employees Provides

d. Effective management of diversity is important to

IV. MANAGEMENT ACTION AND

1. Factors that Influence Managerial Perception ➢Perception

and moods, managers often perceive the same

b. Schemas are abstract knowledge structures stored in 5-22

STUDENT POWERPOINT SLIDE 9

STUDENT POWERPOINT SLIDE 10

2. Secure top management commitment.

3. Strive to increase the Accuracy of Perceptions.

4. Increase diversity awareness.

5. Increase diversity skills.

9. Empower employees to challenge discriminatory behaviors,

12. Encourage mentoring of diverse employees STUDENT POWERPOINT SLIDE 11

Steps in Managing Diversity Effectively