Table Of ContentSecond Edition
Opportunities and
Challenges of Workplace
Diversity
T , C , E
HEORY ASES AND XERCISES
Kathryn A. Cañas
University of Utah
Harris Sondak
University of Utah
Prentice Hall
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ISBN 10: 0-13-612517-4
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CONTENTS
Preface viii
Part I Uncovering the Complexities of Workplace
Diversity 1
Chapter 1 Diversity in the Workplace: A Theoretical
and Pedagogical Perspective 3
Kathryn A. Cañas and Harris Sondak
Diversity Management 4
Opportunities of Teaching Diversity Management 4
Challenges of Teaching Diversity Management 6
Defining Diversity 7
Society for Human Resource Management 7
Marilyn Loden 8
Anita Rowe and Lee Gardenswartz 9
R. Roosevelt Thomas, Jr. 10
Myrtle P. Bell 10
David A. Thomas and Robin J. Ely 10
Michàlle E. Mor Barak 11
Four Principles for an Improved Definition of Diversity 11
Understanding Leadership-Based Organizational Paradigms
for Managing Diversity 14
Resistance Paradigm 14
Discrimination-and-Fairness Paradigm 15
Access-and-Legitimacy Paradigm 16
Integration-and-Learning Paradigm 16
Understanding the Business Case for Diversity 18
The Business Case for Diversity 18
Assessing the Business Case for Diversity 19
Chapter 2 Diversity in the Workplace: A Legal Perspective 26
P. Corper James
Administration of the Law 27
Amendments to Title VII 28
The Protected Classes 28
Race 28
iii
iv Contents
National Origin 29
Color of Skin 30
Religion 30
Age 31
Veterans 31
Disability 32
Sex/Gender 34
Sexual Orientation 37
Advice for Managers 38
Have a Title VII Policy and Procedure 38
Be Clear about the “Legitimate Business Purpose” Concept 38
Develop Objective Job Criteria 39
Do Not Retaliate 39
Advice for Employees 39
Follow Policies and Procedures 39
Behave Reasonably 39
A Word about Affirmative Action 40
The Future of Title VII 40
Chapter 3 Diversity Management as Systemic 44
A Systemic Approach to Managing Diversity 48
Kathryn A. Cañas
Leadership Commitment 50
Communication 51
Recruitment and Retention 52
Incorporation of Diversity into the Main Work ofOrganization 55
Linkage of Diversity Initiatives to Organizational Outcomes 56
External Relationships 57
(cid:2) CASE STUDY:Diversity as Strategy 58
David A. Thomas
Part II Managing and Mismanaging: Case Studies
on American Businesses 71
Chapter 4 Gender 73
(cid:3) Obama Signs Equal-Pay Legislation 74
Sheryl Gay Stolberg
Essay:Off-Ramps and On-Ramps:Keeping Talented Women
on the Road to Success 75
Sylvia Ann Hewlett and Carolyn Buck Luce
Contents v
(cid:2) CASE STUDY:Augusta National Golf Club:Membership for Women
orStaying the Course? 87
Ray B. Swart, Ashish K. Singh, and Andrew Nelson under the
supervision of James S. O’Rourke
(cid:2) CASE STUDY:Mothers Work Inc.:Brand Image and Accusations
ofEmployment Discrimination 95
Carolyn E. Billick and Lusiena H. C. Wong under the supervision
of James S. O’Rourke
Chapter 5 Race and National Origin 101
(cid:3) NFL Looking to Expand Rooney Rule 102
Associated Press
Essay:The Truth about Mentoring Minorities:Race Matters 103
David A. Thomas
(cid:2) CASE STUDY:The Classic Look of Discrimination:Abercrombie & Fitch’s
Struggle to Manage Diversity 109
Kathryn A. Cañas and Jacob K. Sorensen
(cid:2) CASE STUDY:Texaco,Inc.:Racial Discrimination Suit (A) 118
Tanya Goria, DeWayne Reed, and Dan Skendzel under the
supervision of James S. O’Rourke
(cid:2) CASE STUDY:Texaco,Inc.:Racial Discrimination Suit (B) 121
Tanya Goria, DeWayne Reed, and Dan Skendzel under the
supervision of James S. O’Rourke
(cid:2) CASE STUDY:Denny’s Restaurants:Creating a Diverse Corporate
Culture (A) 133
M. Jennifer Abes, W. Brent Chism, and Thomas F. Sheeran under
the supervision of James S. O’Rourke
(cid:2) CASE STUDY:Denny’s Restaurants:Creating a Diverse Corporate
Culture (B) 138
M. Jennifer Abes, W. Brent Chism, and Thomas F. Sheeran under
the supervision of James S. O’Rourke
Chapter 6 Age 141
(cid:3) Many Workers Ages 50+ Downshift in New Jobs—And Love
the Work 142
AARP Press Center
Essay:It’s Time to Retire Retirement 143
Ken Dychtwald, Tamara Erickson, and Bob Morison
(cid:2) CASE STUDY:Asleep at the Wheel:Ford Motor Company’s Exclusion
of the Older Worker 152
Kathryn A. Cañas and Harris Sondak
Chapter 7 Religion and Spirituality 161
(cid:3) Religion in the Workplace Is Diversity Issue for U.S.Companies:ManyFirms
Seek Guidance in Accommodating Employees’ Religious Practices 162
Louise Fenner
vi Contents
Essay:Taking Religion to Work 163
C. Stone Brown
(cid:2) CASE STUDY:Purity of Spirit:Tom’s of Maine 172
Adapted by Kathryn A. Cañas and Harris Sondak from a case written
byEdmund R. Gray
Chapter 8 Sexual Orientation and Identity 183
(cid:3) LGBT Equality at the Fortune 500 184
Human Rights Campaign
Essay:Selections from Straight Talk About Gays in the Workplace:
Creating an Inclusive,Productive Environment for Everyone in Your
Organization 185
Liz Winfeld
(cid:2) CASE STUDY:The Cracker Barrel Restaurants 193
John Howard
(cid:2) CASE STUDY:When Steve Becomes Stephanie 198
Loren Gary and Brian Elliot
Chapter 9 Disabilities 207
(cid:3) Finding the Right Way to Disclose a Disability 208
Suzanne Robitaille
Essay:Counting on Workers with Disabilities 209
Susan J. Wells
Essay:Selections from the Inclusive Corporation:A Disability Handbook
for Business Professionals 216
Griff Hogan
(cid:2) CASE STUDY:In the Eye of the Perfect Storm:Creating Accessibility—
IBM,GM,and CISCO 221
Kathryn A. Cañas and Harris Sondak
Part III Exercises: Developing Three Essential Skills 233
Chapter 10 Analyzing Self 235
Your Pie Chart 235
Taylor Cox and Ruby L. Beale
Diversity Questionnaire 236
William Sonnenschein
First Thoughts 237
Jonamay Lambert and Selma Myers
Masculine and Feminine Speaking Styles 238
Kathryn A. Cañas and Harris Sondak
Religion and the Workplace: A Brainstorming Activity 240
Kathryn A. Cañas
Contents vii
Chapter 11 Understanding Difference 242
Analysis ofMini Diversity Management Cases 242
Carlos Eduardo de Sousa
What Constitutes Sexual Harassment? 247
Kathryn A. Cañas, P. Corper James, and Harris Sondak
Religion and Spirituality: What Could be Happening Here? 248
Kathryn A. Cañas and Harris Sondak
Discrimination Based on Sexual Orientation: Counting the Costs 249
Amy J. Zuckerman and George F. Simons
The Ten Commandments of Interacting with People with
Disabilities 251
Kathryn A. Cañas and Harris Sondak
Cultural Diversity 253
Jonamay Lambert and Selma Myers
Chapter 12 Assessing Organizations 255
Examining Exemplary Leaders in Managing Diversity 255
Kathryn A. Cañas and Harris Sondak
Analysis of Diversity Consulting Companies 257
Kathryn A. Cañas and Harris Sondak
Analyzing Diversity Commitment on Company
Web sites 258
Kathryn A. Cañas
Diversity and Sports: An Examination of the NFL, NASCAR,
NHL, PGA, and NBA 259
Kathryn A. Cañas and Ruslan Chaplygin
The Diversity Consulting Team 261
Kathryn A. Cañas and Harris Sondak
Nine Symptoms that May Indicate a Need for Diversity
Training 265
Lee Gardenswartz and Anita Rowe
Managing Diversity Questionnaire 265
Lee Gardenswartz and Anita Rowe
Asking Good Questions 267
Lee Gardenswartz and Anita Rowe
Index 270
PREFACE
DIVERSITY AND THE WORKPLACE:CREATING A DIALOGUE
OF OPPORTUNITY
Teaching diversity management—whether to students or managers—is both challenging and
rewarding. The topic of diversity management is engaging and dynamic as significant develop-
ments emerge daily from well-known organizations such as Abercrombie & Fitch, Coca Cola, the
National Football League, and Verizon. While diversity management is a thought-provoking
subject, it also poses some challenges for instructors because it is a complex and sometimes para-
doxical organizational topic that involves conversations about emotionally charged issues such as
racism, sexism, and ageism. Teaching diversity management is rewarding as the classroom has the
potential to become a place in which knowledge is constructed through dialogue—through active
student engagement, respectful debate, and continuous conversations about both historical and
current diversity management business issues and cases. Essential to our purpose is the notion of
dialogue as it represents the overarching pedagogical philosophy that frames our motivation for
writing this textbook.
New to This Edition
• In Part I, we have updated both of the opening essays and we have added Chapter 3, “Diversity
Management as Systemic,” in which we describe top-ranked organizations for managing
diversity, explicate a best practices integrated model of systemic diversity management, and
include a comprehensive essay that highlights how IBM implements diversity management
initiatives effectively on a comprehensive, systemic organizational level.
• In Part II, we have incorporated new, timely newspaper articles that begin each of the chapters.
• We are included two new case studies on the topics of race/national origin and the workplace,
specifically Abercrombie and Fitch and Denny’s Restaurants; one new case study on the GLBT
issues and the workplace, “When Steve Becomes Stephanie”; and a new essay on people with
disabilities in the workforce, “Counting on Workers with Disabilities.”
• We updated the case on age and the workplace (Ford Motor Co.), as well as disabilities and the
workplace (IBM, GM, and Cisco).
• In Part III, we have added a new section comprised of mini diversity cases that provide students
the opportunity to work in teams and grapple with common yet involved diversity management
workplace situations.
• We have enhanced exercises from our first edition and have added new exercises, specifically
“Religion and the Workplace: A Brainstorming Activity,” “Analyzing Diversity Commitment
on Company Web Sites,” and “Diversity and Sports: An Examination of the NFL, NASCAR,
NHL, PGA, and NBA.”
By writing this textbook, we hope to invite and create a dialogue of opportunity about the topic of
workplace diversity with scholars, managers, consultants, and students. We, along with anumber of
diversity practitioners and academics who have contributed to this textbook, engage in dialogue
about the intersection of diversity and the workplace. We believe that themost effective method for
teaching diversity management is to bring together multiple perspectives, narratives, and voices
that unite to cocreate a comprehensive source about the opportunities and challenges of managing
diversity. Having a diverse workplace is indeed abusiness opportunity, but only when its complex-
ities are managed successfully, which requires that they are both acknowledged and understood.
Without understanding diversity as a complex phenomenon, it is difficult to gain a comprehensive
understanding of what it means to manage a diverse workforce effectively. In essence, we hope to
viii
Preface ix
contribute a significant and unique perspective to today’s conversation about diversity in the work-
place by encouraging and engaging in open dialogue.
As we discuss diversity as an opportunity, we hope to help our readers become more effective
and responsible organizational members. The underlying argument supported throughout our discus-
sion is that organizations that manage their diverse workforce effectively will have a competitive
advantage over organizations that do not. That is, we believe that managing diversity well will lead to
increased organizational performance. A diverse workforce is more likely to gain a competitive
advantage when diversity is implemented systemically; diversity must be understood and valued as an
essential component of every aspect of the organization rather than incorporated sporadically within
it. Organizations that are able to accomplish this will have more opportunity to excel in all areas.
Three-Tiered Structure for Understanding
Our discussion unfolds in three stages: First, we offer a theoretical and pedagogical as well as legal
understanding of diversity; second, we provide detailed case studies of U.S. businesses that have both
managed and mismanaged diversity; third, we incorporate multiple exercises that help students
examine diversity on both personal and organizational levels.
In Part I, “Uncovering the Complexities of Workplace Diversity,” our goal is to help explain
the complexities of workplace diversity from both managerial and legal perspectives. Managers in
today’s dynamic workplace need to understand how these two perspectives interact—specifically,
how one informs the other in the context of a complex workplace. In the first of the two opening
chapters in this part, we examine diversity from a managerial and pedagogical point of view and
discuss the following important considerations for understanding diversity in American business:
multiple alternative definitions of diversity and important principles to acknowledge when defining
diversity; four paradigms or approaches for diversity management; and the strengths and weakness-
es of the business case for diversity. In the second chapter, P. Corper James outlines the legal aspects
of managing diversity in his explication of the classes of people protected by law, the legal definition
of sexual harassment, the Americans with Disabilities Act (ADA), and the Age Discrimination in
Employment Act (ADEA). In addition, he offers general legal advice for both managers and employ-
ers on the topic of diversity management.
In Part II, “Managing and Mismanaging: Case Studies on American Businesses,” we
illustrate organizational successes and mistakes of American businesses. This section reflects our
belief that understanding diversity is facilitated through detailed examination of real case studies.
Our collection of comprehensive case studies focuses on how familiar organizations have grappled
with diversity management. Our examples of organizations include Augusta National, Mothers
Work, Abercrombie and Fitch, Texaco, Denny’s, Ford Motor Company, Tom’s of Maine, Cracker
Barrel Restaurants, IBM, General Motors, and Cisco; we discuss how these organizations have
managed diversity issues related to gender, race and national origin, age, religion and spirituality,
sexual identity, and disabilities in the workplace.
In Part III, “Developing Three Essential Skills,” our goal is to encourage our readers to examine
their own relationship with diversity, assess how organizations manage diversity, and better understand
the intersection of diversity and work. These exercises invite students to engage in energized, intelli-
gent dialogue on the many intricacies of diversity in the workplace.
Terms and Concepts that Frame Our Discussion
DIVERSITY A primary objective of our text is to illuminate the complexities of workforce diversity.
We understand workplace diversity as a constellation of dynamic and interrelated identity group
memberships that operate on both primaryand secondary dimensions1as they continuously interact
and unite to represent a person in his or her entirety at a particular time in his or her life. These iden-
tity group memberships reflect personal characteristics—both visible (e.g., race and gender) and less
visible (e.g., religion and marital status)—that differ from whatever is considered the societal norm or
