Page 100 - Fundamentals of Management Myths Debunked (2017)_Flat

CHAPTER 3 • Integrative Managerial Issues 99
GLBt—sexUAL orIeNtAtIoN AND GeNDer IDeNtIty. The acronym GLBT—which
refers to gay, lesbian, bisexual, and transgender people—is being used more frequently
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and relates to the diversity of sexual orientation and gender identity. Sexual orientation
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has been called the “last acceptable bias.” We want to emphasize that we’re not condon-
ing this perspective; what this comment refers to is that most people understand that racial
and ethnic stereotypes are “off-limits.” Unfortunately, it’s not unusual to hear derogatory
comments about gays or lesbians. U.S. federal law does not prohibit discrimination against
employees on the basis of sexual orientation, although many states and municipalities
do. However, in Europe, the Employment Equality Directive required all European
Union member states to introduce legislation making it unlawful to discriminate
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on grounds of sexual orientation. Despite the progress that’s been made in
making workplaces more accommodating of gays and lesbians, obviously much
more needs to be done. One study found that more than 40 percent of gay and
lesbian employees indicated they had been unfairly treated, denied a promo-
tion, or pushed to quit their job because of their sexual orientation. 56
As with most of the types of diversity we’ve discussed in this section,
managers need to look at how best to meet the needs of their GLBT
employees. They need to respond to employees’ concerns
while also creating a safe and productive work environ-
ment for all.
Jane Hobson/Alamy
Increasing gender diversity in senior manage-
otHer tyPes of DIversIty. As we said earlier, diversity refers to any dissimilarities ment is a top priority of Sodexo, a global food
and facilities management services firm.
or differences that might be present in a workplace. Sodexo nurtures high-potential talent like
Other types of workplace diversity that managers might confront and have to deal Debbie White, CEO of Sodexo in the United
with include socioeconomic background (social class and income-related factors), team Kingdom and Ireland, through initiatives
that include training, mentoring, women’s
members from different functional areas or organizational units, physical attractiveness, networks, and visible job assignments.
obesity/ thinness, job seniority, or intellectual abilities. Each of these types of diversity also
can affect how employees are treated in the workplace. Again, managers need to ensure that
all employees—no matter the similarities or dissimilarities—are treated fairly and given the
opportunity and support to do their jobs to the best of their abilities.

Try It 3!
If your professor has assigned this, go to the Assignments section of mymanagementlab.com to
complete the Simulation: HR and Diversity.

Challenge for Managers: Blurred lines between
employees’ work and personal lives.

How Are Organizations and Managers Adapting
to a Changing Workforce?
Since organizations wouldn’t be able to do what they’re in business to do without employees,
managers have to adapt to the changes taking place in the workforce. They’re responding
with diversity initiatives such as work-life balance programs, contingent jobs, and recognition
of generational differences.

work-LIfe BALANCe ProGrAms. The typical employee in the 1960s or 1970s
showed up at the workplace Monday through Friday and did his or her job in eight- or
nine-hour chunks of time. The workplace and hours were clearly specified. That’s not