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Summary Management Chapter 4
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A summary of management Chapter 4, 14th global edition Stephen P. Robbins, Mary Coulter (Pearson).
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Chapter 4: Valuing a diverse workforceL04.1
Definitions
Workforce diversity: The ways in which people in an organization are different from and
similar to one another.
Surface-level diversity: Easily perceived differences that may trigger certain stereotypes,
but that do not necessarily reflect the ways people think or feel.
Deep-level diversity: Differences in values, personality, and work preferences.
Managing workforce diversity is important for three reasons:
1. people management benefits:
Better use of employee talent.
Increased quality of team problem-solving efforts.
Ability to attract and retain diverse employees.
2. organizational performance benefits:
Reduced costs.
Enhanced problem-solving ability.
Improved system flexibility.
3. strategic benefits:
Increased understanding of a diverse marketplace.
Potential to improve sales and market share.
Competitive advantage.
History workforce diversity: See p.147
, L04.2
The main changes in the workplace in the United States (p.152)
The total increase in the population
The changing components of the population: especially in relation to racial/ethnic
groups.
Aging population: A lot of people will retire, so a lot of jobs need to be filled.
The most important changes in the global population
the total world population:
1. Migration and movement: Changes in national and regional policies happen on
immigration that affect the ability of businesses to hire people from other countries.
This effects the diversity of workplaces.
Aging population: A lot of people will retire, so a lot of jobs need to be filled.
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