UNIVERSITAS GADJAH MADA

FACULTY OF ECONOMICS AND BUSINESS

DIVERSITY IN ORGANIZATION

Session 02 – Organizational Behavior

The Four Layers of Diversity
Functional Level/
Classification

Geographic Location

Marital Work
Mgmt. Income
Status Content/
Status Age
Field

Parental Personal
Status Race Habits
Personality
Recreational Division/
Appearance Habits
Sexual Dept./
Union Ethnicity Orientation
Unit/
Affiliation Group
Physical
Work Ability Source: L
Religion
Experience Gardenswartz and A
Rowe, Diverse Teams
Educational at Work: Capitalizing
Background
on the Power of
Work
Seniority Diversity (New
Location
York: McGraw-Hill,
2-2
1994), p. 33
 The Four Layers of Diversity
Internal Dimensions
 Surface-level dimensions – out of our control

External Influences
 Secondary-level dimensions – be able to control

The impact of the layers of diversity in organization or

society?
 Attitude, perception, and behavior

 Each layer, even each box be different in content

A Process Model of Diversity

2-4
 Effects of Diverse Work Environments

fosters more lower job

Gender and interpersonal satisfaction,
racial diversity in conflict which higher turnover,
a work group leads to and lower
productivity
Effects of Diverse Work Environments

Demographic faultline
• Hypothetical dividing lines that may split a group into
subgroups based on one or more attributes

Diverse groups had positive

outcomes when….
• members were open-minded, discussed and shared
information, and displayed integrative behavior

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Effects of Diverse Work Environments

 Demographic faultline
Diverse groups had positive outcomes
when….

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 Managing Diversity
Potential problems due to diversity?
 Discrimination

 Stereotypes

 Glass ceiling

Affirmative Action
 However, it emerges negative perceptions?
Consequences on Diversity

Social Categorization Theory

Similarity leads to liking and attraction

Information/Decision-Making
Theory
 Diversity leads to better task-relevant
processes and decision-making
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 Managing Diversity

What can organizations do to

facilitate the POSITIVE outcomes of
diversity?

2-10
Challenges to Managing Diversity

What barriers exist for organizations trying to

manage diversity?
Stereotype and prejudice


 Discrimination

 Work-Family Balance due to Gender Perspective

Stereotype and prejudice

Discrimination
Work-Family Balance due to Gender Perspective
 Thomas’s Generic Action Options
Responses to handling diversity issues:
 Option 1: Include/Exclude

 Option 2: Deny
Which ones are most
 Option 3: Assimilate
effective for managing
 Option 4: Suppress diversity? Condition to
 Option 5: Isolate prepare or implement it?
 Option 6: Tolerate

 Option 7: Build Relationships

 Option 8: Foster Mutual Adaptation

ORGANIZATIONAL CULTURE
AND SOCIALIZATION PROCESS

Session 02-Organizational Behavior

 Organizational Culture

“Shared values and beliefs that underlie a

company’s identity”

“The shared social knowledge within an organization

regarding the rules, norms, and values that
shape the attitudes and behaviors of
its employees”
 How does the organization’s culture manifest itself?
3-14
 Understanding Organizational Culture

Antecedents Organizational Culture Group & Social

Organizational
Structure & Processes
• Founder’s values Practices • Socialization
• Observable artifacts
• Industry & business • Reward systems • Mentoring
environment
• National culture • Organizational • Decision
• Espoused values making
• Senior leaders’ design
vision and behavior • Group
• Basic assumptions dynamics
• Communication
Collective Attitudes • Influence &
& Behavior empowerment
Organizational
• Leadership
Outcomes • Work attitudes
• Effectiveness • Job satisfaction
• Innovation & • Motivation
stress 3-15
Layers of Organizational Culture
 Layers of Organizational Culture
1. Observable artifacts
Symbol, physical structures, language, story, rituals
2. Values
• enduring belief in a mode or conduct or end-state

• Espoused and enacted values

3. Basic Assumptions
• Certain actions would be inconceivable in this culture
(taken-for-granted)
3-17
Four Functions of Organizational Culture
Culture Strength
Managing a Culture
Maintaining the Culture
• Attraction-Selection-Attrition (ASA)

• Socialization Process

Changing a Culture
 Changing leadership
 Mergers and acquisition
Competing Values Framework

3-21
Outcomes Associated with Culture

3-22
Embedding Culture in Organizations

Formal statements of mission, vision, values

Design of physical space
Slogans & sayings
Deliberate role modeling, training
Explicit rewards, status symbols
Language
Stories, legends, myths
Organizational activities, processes, or outcomes leaders attend to
Leader reactions to critical incidents
Workflow and organizational structure
Organizational systems and procedures
Organizational goals and criteria for managing human resources
 Organizational Socialization
Phases
Anticipatory socialization learning that
occurs prior to joining the organization
Encounter values, skills, and attitudes
start to shift as new recruit discovers
what the organization is truly like
Change and acquisition recruit masters
skills and roles and adjusts to work
group’s values and norms
Description
 Anticipating realities about the
organization and the new job
 Anticipating organization’s needs for
one’s skills and abilities
 Managing lifestyle-versus-work conflicts
 Managing intergroup role conflicts
 Seeking role definition and clarity
 Becoming familiar with task and group
dynamics
 Competing role demands are resolved
 Critical tasks are mastered
 Group norms and values are internalized
 Organizational Socialization

Outsider
Phases
1) Anticipatory socialization
2) Encounter
3) Change and acquisition

Socialized Insider
Behavioral Outcomes Affective Outcomes
 Performs role assignments  Generally satisfied
 Remains with organization  Internally motivated to work
 Spontaneously innovates and  High job involvement
cooperates
Mentoring
 “The process of
forming and
maintaining
developmental
relationships between a
mentor and a junior
person.”

 Functions of Mentoring
 Career Functions
 Psychological Functions
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Developmental Networks Associated
with Mentoring
Developmental Relationship Strength
Weak Ties Strong Ties
Developmental Relationship Diversity

Low • D2 • D2
Range Key:
D1 • D1 • D = Developer
•P •P
P = Protege
Receptive Traditional

D1 • • D2 D1 • • D2

High
• •
Range P P
D3 • • D4 D3 • • D4

Opportunistic Entrepreneurial
MANAGING ACROSS CULTURE
 Cultural Influences on Organizational Behavior

Organizational
culture
 Economic/technological
setting
 Personal
 Political/legal Societal Culture values/ethics
setting  Customs Organizational
 Attitudes
 Ethnic  Language behavior
 Assumptions
background
 Religion  Expectations

4-29
Ethnocentrism: A Cultural Roadblock
 Ethnocentrism is the
belief that one’s native
country, culture,
language, and modes of
behavior are superior to
all others
 How do you overcome
this?

4-30
 High vs. Low Context Cultures
High-Context
 Rely heavily on situational
cues for meaning
 What characterizes high-
context cultures?
 What countries have high-
context cultures?
Low-Context
 Meaning is derived from
the written and spoken
word
 What characterizes low-
context cultures?
 What countries have low-
context cultures?
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Contrasting High-Context & Low-Context Cultures

4-32
Cultural Dimensions from the GLOBE Project

 Power Distance
 Uncertainty Avoidance
 Institutional Collectivism
 In-group Collectivism
 Gender Egalitarianism
 Assertiveness
 Future Orientation
 Performance Orientation
 Humane Orientation
4-33
Countries Ranking in GLOBE Dimensions

4-34
Cultural Dimensions: Hofstede Study

Power Distance How much do people expect

inequality in social institutions?
Individualism- How loosely or closely is the
Collectivism person socially bonded?

Masculinity- Does the person embrace

stereotypically competitive,
Femininity
masculine traits or nurturing,
feminine traits?
Uncertainty How strongly does the person desire
Avoidance highly structured situations?
4-35
 Individualism vs. Collectivism
Individualistic Collectivist
 “We” and “Us” cultures
 “I” and “Me” cultures
 Rank shared goals higher than
 Priority given to individual desires and goals
individual freedom and  Subordinate their own wishes
choice and goals to those of the
 Example countries? relevant social unit
 Example countries?

4-36
 Cultural Perceptions of Time
Monochronic Polychronic
 Preference for doing one  Preferences for doing more
thing at a time because than one thing at a time
time is limited, precisely because time is flexible
segmented, and schedule and multidimensional.
driven.  What characterizes
 What characterizes polychronic cultures?
monochronic cultures?  What countries have
 What countries have polychronic cultures?
monochronic cultures?
4-37
Interpersonal Distance Zones
US Interpersonal Zones (distance in

Public
12.0

Social
feet)

4.0
Personal
1.5
Intimate
0

Arab Asian + North

Latin American +
American Northern
Cultures European

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Leadership Attributes - GLOBE

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Failure of Expatriates on Foreign Assignments

 Personal and family

adjustment problems
 Homesickness
 Lack of:
 Cultural adaptability
 Patience
 Flexibility and
 Tolerance for other’s
beliefs
4-40
 A Perception: Women on Foreign Assignments

 Barriers: Self-
disqualification and
assumption that women
would not be welcomed

 Viewed as foreigners
first, then as women

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 Tips for Landing a Foreign Assignment

 While in school, pursue foreign study opportunities and

become fluent in one or more foreign languages
 From first interview, clearly state your desire for a foreign
assignment
 Become very knowledgeable about foreign countries where
you would like to work
 Network with expatriates in your company
 Be visible
 Stay informed about company’s international strategies and
programs
 Polish your cross-cultural communication skills
4-42
The Foreign Assignment Cycle
(with OB Trouble Spots)

Home Country Foreign Country

Experiences Experiences

1. Selection & 2. Arrival &

training adjustment
“unrealistic “culture
expectations” shock”

Reassignment

4. Returning
home & 3. Settling in &
adjusting acculturating
“reentry “lack of
shock” support”

4-43
Key Cross-Cultural Competencies

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