Organizational Behavior 2E Chapter 4
Event Memory
(1/3 Compartments of Long-Term Memory) Composed of categories containing information about both specific and general events. i.e. going to a restaurant, job interview, movie
Semantic Memory
(2/3 Compartments of Long-Term Memory) General knowledge about the world. i.e. a definition (such as a good leader) and associated traits, emotional states, physical characteristics, and behaviors
Person Memory
(3/3 Compartments of Long-Term Memory) Contain information about a single individual or groups of people.
The millennial generation is described as A. patriotic, loyal, and disciplined. B. multitasking, communicate fast, and online. C. workaholic, idealistic, competitive. D. entitled, civic-minded, closely involved with parents. E. self-reliant, adaptable, cynical.
D
Which of the following is not a layer of diversity? A. organizational B. personality C. internal D. attributional E. external
D
Helen uses a wheelchair to get around. Her company, Cue Furniture, makes sure her desk is wheelchair accessible. The ___________ requires the company to do provide this. A. Civil Rights Act B. Rehabilitation Act C. Genetic Information Nondiscrimination Act D. Americans with Disabilities Act E. Equal Treatment Directive
D`
Megan was hurt at work. Megan's manager concluded that Megan was careless and clumsy. Megan's manager may have committed an error called:
Fundamental attribution error
Deep-level characteristics of diversity:
Include Attitudes, Opinions, and Values
Which of the following tends to have the most positive influence on job choice decisions?
Job vacancy characteristics
___ describes how much personal responsibility a person takes for his or her behavior and its consequences.
Locus of Control
Knowing about social perception can help managers avoid mistakes
True
Diversity applies to:
everybody
The term _______ identifies an invisible but absolute barrier that prevents women from advancing to higher-level positions. A. diversity management B. affirmative action C. glass ceiling D. causal attribution E. self-serving bias
C
What form of diversity management is an organization adopting when it acknowledges differences but does not value nor accept them? A. mutual adaptation B. building relationships C. toleration D. isolation E. suppression
C
The ___/___ option in Thomas' framework has the goal to either increase or decrease the number of diverse people at all levels of the firm.
include/exclude
When considering attribution theory, managers should remember that we tend to attribute behavior to ___ causes.
internal
Self-serving bias implies that people will credit successes to ___ factors and failures to uncontrollable ___ ones.
internal external
The ___ option of Thomas' framework is based on the action of moving the diverse person off to the side.
isolate
One of the ways we make a decision is by retrieving a summary ___ that was already made.
judgement
The ___ option of Thomas' framework involves acknowledging differences but not prizing or accepting them.
tolerate
An access-and legitimacy perspective on diversity is based in recognition that the organization's markets and constituencies are culturally diverse
true
However, current minority groups appear to be stalled at their own glass ceiling: ― Smaller percentage in the professional class ― More discrimination cases ― Lower earnings
true
It takes accurate information and motivation to reduce the use of stereotypes
true
Managing diversity gives an organization the ability to grow and maintain a business in an increasingly competitive marketplace
true
Perceptual Errors Can Be Avoided by Understanding the Process that Guides Perception
true
The Census Bureau predicts by 2060 57% of the workforce will consist of minority groups
true
Affirmative action plans have created tremendous opportunities for ___ and ___
women minorities
In managerial and professional jobs
women of color are represented beter thean men of color
Stage1: SelectiveAttention/Comprehension
• Attention is the process of becoming consciously aware of something or someone • People pay attention to salient stimuli: - Somethingthatstandsoutfromitscontext
Stage 3: Storage and Retention
• Event Memory • Semantic Memory • Person Memory
Causal Attributions
• Suspected or inferred causes of behavior • Important because the attributions affect organizational behavior
Predicted changes in diversity in the US between 2020 and 2060
*Asian population % will increase *Non-Hispanic white population will decrease *Hispanic population % will increase *African American population percentage will grow
Studies have shown that diversity in organizations
*firms with at least one woman on the board of directors have outperformed stocks with no women on the board *White Americans will be less than half of the population within fifty years. *Companies struggled to fill specific job openings in 2012-2013
Internal or surface-level
*located between personality and external influences on the diversity wheel. *Readily discernible to other people *Viewed as being unchangeable
Ways companies are responding to the challenges of managing diversity
*responding to changing customer demographics *helping women navigate their careers *paying attention to sexual orientation
People make causal attributions by observing three dimensions of behavior
- Consensus - Distinctiveness - Consistency
Keys for Managing Diversity
-Education -Enforcement -Exposure
Four-step process of stereotyping
1) Categorizing people into groups according to various criteria (gender, age, race, etc.) 2) Inference that all people within group have the same set of characteristics 3) Forming expectations of others and interpreting their behavior according to our stereotypes 4) Maintaining stereotypes -overestimating frequency -incorrectly explaining behaviors -differentiating minorities from oneself P. 87
Layers of Diversity
1) Personality 2) Internal dimentions -race, age, gender 3) External influences 4) Organizational dimensions -seniority, job title P. 96
Social Information Processing Model of Perception
1) Selective Attention/Comprehension 2) Encoding and Simplification 3) Storage and Retention 4) Retrieval and Response P. 84
The _ framework provides a practical way for managers to understand, measure, and change organizational culture.
Competing Values
Attribution Theory: Explanation
Consistency: Measures time Distinctiveness: Measures tasks Consensus: Measures people
No Change
Continuing Pay Gap Pay Gap for Female MBA Graduates Gender Discrimination
People with high _ see themselves as capable and effective.
Core Self-Evaluations
CSE stands for: A. Core self-esteem B. Core self-evaluation C. Core self-efficacy D. Core stability of emotions E. Core self-effectiveness
Core self-evaluation
•Rachel, an expatriate working in Japan is feeling very uncomfortable in her surroundings. She often feels as if she has said the wrong thing. Rachel is most likely in which emotional stage of expatriation:
Culture Shock
Carrie goes out to lunch and orders a diet soda. If we consider _________, she is likely to prefer a salad for lunch. A. person perception B. category-based knowledge C. context of interaction D. implicit cognition E. cognitive load
D
External factors include all of the following except A. bad luck. B. a difficult task. C. ineffective coworkers. D. putting forth effort. E. an unsympathetic boss.
D
Harold Kelley hypothesized that people make causal attributions by observing three dimensions of behavior A. context, consistency, and simplification. B. consensus, storage, and retention. C. distinctiveness, retrieval, and consensus. D. consensus, distinctiveness, and consistency. E. consistency, recognition, and context.
D
Perception is the process that A. measures an individual's set of beliefs about the characteristics of a group. B. automatically activates any thoughts or beliefs from memory. C. evaluates suspected or inferred causes of behavior. D. enables us to interpret and understand our surroundings. E. attributes another person's behavior to his or her personal characteristics.
D
Sharon observes her older co-worker, Robert, being rude to a new trainee. She has seen this behavior in Robert whenever the company brings in new trainees. Sharon believes that Robert resents the younger management trainees, who he refers to as "know-it-alls." She talks to him about _______ to help him understand. A. perceptions B. implicit cognition C. appraisals D. stereotyping E. internal attribution
D
The fundamental attribution bias says that we tend to over-attribute others' behaviors to _________ factors. A. situational B. external C. environmental D. personal E. self-serving
D
Recency Effects
The tendency to remember recent information. If the recent information is negative, the person or object is evaluated negatively. Table 4-1 P. 88
Managing diversity gives an organization the ability to grow and maintain its business in an increasingly competitive marketplace. Provide two examples that show how an organization might benefit from managing diversity.
The textbook specifies two examples, but you can create others. Here's what William Weldon, former chairman and CEO of Johnson & Johnson, said: "Diversity and inclusion are part of the fabric of our businesses and are vital to our future success worldwide. The principles of diversity and inclusion are rooted in Our Credo [the company's values] and enhance our ability to deliver products and services to advance the health and well-being of people throughout the world. We cannot afford to reduce our focus on these critical areas in any business climate." Research supports the logic of this strategy. For example, a recent study of 739 retail stores found reinforcement for the access-and-legitimacy perspective, defined in the following manner: An access-and-legitimacy perspective on diversity is based in recognition that the organization's markets and constituencies are culturally diverse. It therefore behooves the organization to match the diversity in parts of its own workforce as a way of gaining access to and legitimacy with those markets and constituent groups. This particular study discovered that customer satisfaction and employee productivity were higher when the racial-ethnic composition of store employees matched that of customers.
Martha would like to hire employees who will be strong performers in her organization. Which of the Big Five personality dimensions should she try to make sure the new employees score high on?
Those scoring high on conscientiousness have a strong sense of purpose, obligation, and persistence and generally perform better.
Years and Defining Invention to the: Generation
Traditionalist: 1925-1945 Fax Machine Baby Boomer: 1946-1964 Personal Computer Gen Xers: 1965-1979 Mobile Phone Millennials 1980-2001 Google and Facebook Gen2020: 2002-? Social Media and Iphone Apps
___ represent stable physical and mental characteristics that form an individual's identity.
Traits
CSEs are related to reduced conflict and lower stress.
True
Companies with clan cultures resemble family-type organizations
True
Direct applicants are people who apply for a vacancy without prompting from the organization.
True
External influences are individual differences that we have the ability to influence.
True
Kelley identified three dimensions of behavior that people observe when making attributions: consensus, distinctiveness, and consistency.
True
Research indicates that job applicants find companies with due-process policies more attractive than companies with employment-at-will practices.
True
Something is salient when it stands out from its context
True
Surface-level characteristics are those that are quickly apparent to other people.
True
The most important influence on international HRM is the culture of the country in which a facility is located.
True
True or False: Stereotypes are not always negative
True
When people make judgments and decisions, they retrieve information from memory.
True
The ___ option in Thomas' framework is based on the premise that eventually all people will learn to blend in or become like the dominant group.
assimilate
The fundamental ___ ___ leads people to disregard environmental influences on behavior.
attribution bias
The existence of implicit cognition leads people to make
biased decisions without realizing they are doing so.
The ___ ___ option in Thomas' framework is based on the belief that good relationships can rise above differences.
build relationships
Psychological Safety
the extent to which people feel safe to express their ideas and beliefs without fear of negative consequences
Perception is a cognitive process that enables us to interpret and understand our surroundings.
TRUE
Types of memory
Event Person Semantic
The ways managers can work to reduce stereotyping include:
1. " Managers should educate people about stereotypes and how they can influence our behavior and decision making. 2. " Managers should create opportunities for diverse employees to meet and work together in cooperative groups of equal status. 3. " Managers should encourage all employees to strive to increase their awareness regarding stereotypes.
Improvements made in the workplace by 2016 relative to female discrimination
1. Educational attainment 2. Seats on boards of directors of Fortune 500 firms 3. Leadership positions in educational institutions 4. Federal court appointments
Barriers to successful diversity programs at work
1. Inaccurate stereotypes and prejudice 2. Ethnocentrism 3. Poor career planning 4. A negative diversity climate 5. An unsupportive and hostile working environment for diverse employees 6. Lack of political savvy on the part of diverse employees 7. Difficulty in balancing career and family issues 8. Fears of reverse discrimination 9. Diversity is not seen as an organizational priority 10. The need to revamp the organization's performance appraisal and reward system 11. Resistance to change
Ways firms can retain an aging workforce
1. Provide challenging work assignments that make a difference to the firm 2. Give the employee considerable autonomy and latitude in completing a task. 3. Provide equal access to training and learning opportunities when it comes to new technology 4. Provide frequent recognition for skills, experience, and wisdom gained over the years 5. Provide mentoring opportunities whereby older workers can pass on accumulated knowledge to younger employees. 6. Ensure that older workers relieve sensitive, high quality supervision 7. Design a work environment that is both stimulating and fun.
The Stages of Selective Attention
1. Selective Attention/ Comprehension 2. Encoding and Simplification 3. Storage and Retention 4. Retrieval and Response
Actions that employees feel represent good leadership
1. Setting specific goals for the group. 2. Assigning tasks to group members. 3. Telling others that they have done well.
Stereotyping Process
1. categorization 2. inferences 3. expectations 4. maintenance
Four Layers of Diversity
1. personality 2. internal dimensions 3. external dimensions 4. organizational dimensions or functional level
At its most basic, a person's behavior can be attributed to either ______ or ______ factors. A. internal; external B. motivated; accidental C. effort; ability D. success; failure E. implicit; explicit
A
Bill receives a compliment on a recent campaign; he attributes the success to his creativity. Mark's campaign didn't do well; he blames his team for not pulling together. These are examples of A. self-serving bias. B. person perception. C. fundamental attribution. D. consensus. E. implicit cognition.
A
David's boss has observed that David took about 12 hours to perform tasks A, B, and C. However, he took 24 hours to complete task D. David's boss concluded that task D must have been tougher than the other tasks. Which of the following attributional information led David's boss to this conclusion? A. high distinctiveness B. high consensus C. low consensus D. high consistency E. low distinctiveness
A
Ethan observes that his subordinate, Nate, is performing and acting like the other members of the unit. He is observing A. consensus. B. distinctiveness. C. implicit factors. D. explicit factors. E. consistency.
A
If Otto views a situation as having low consensus, low distinctiveness, and high consistency, he is likely to make an attribution of A. internal causes. B. external causes. C. self-serving bias. D. fundamental bias. E. person perception.
A
Mario is setting up an after-school program for inner city youth. The population is a mix of white, African-American and Latino, with Latinos comprising the majority of participants. Which of the following would help the group overcome stereotypes? A. Create project opportunities using a mix of populations with equal status. B. Ignore stereotypes and the students will do the same. C. Ask the Latino student to be "nice" to the minority groups. D. Prevent any discussion of stereotypes. E. Treat the minority factions differently from the Latinos.
A
Marion, a shift supervisor, is keeping a performance diary for each of her employees. This mechanism can ______ performance appraisals. A. reduce bias in B. prove stereotypes for C. increase bias in D. eliminate E. speed up
A
Of the following options, which is the action to address any type of diversity issue? A. mutual adaptation B. exclusion C. denial D. isolation E. assimilation
A
___ is(are) an artificial intervention aimed at giving management a chance to correct an imbalance, injustice, mistake, or outright discrimination that occurred in the past.
Affirmative Action
Pat is applying for a new job. Which of the following will help her online "image"? A. Include information on her volunteer activities. B. Criticize a former employer. C. Post pictures of her at a Halloween party in costume. D. Make negative political comments. E. Post comments about religious conflicts.
A
Since she was hired four months ago, Janelle has performed poorly on many aspects of her job. This is likely to be attributed to A. internal causes. B. external causes. C. self-serving bias. D. fundamental bias. E. nothing; there is not enough information.
A
Surface-level characteristics include _____, age, and race. A. gender B. attitudes C. opinions D. values E. seniority
A
The use of implicit cognitions A. leads people to make biased decisions. B. causes individuals to form stereotypes. C. influences managers to hire good candidates. D. fosters cultural change. E. is consistent with affirmative action programs.
A
When must managers accurately identify and communicate the behavioral characteristics and results they look for in a good performance? A. at the beginning of a review cycle B. in the middle of a review cycle C. at the end of a review cycle D. during the performance review meeting E. at least once a year
A
Cognitive Categories
A category containing a number of objects that are considered equivalent. P. 86
What is Perception?
A cognitive process that enables us to interpret and understand our surroundings • OB is concerned with social perception • Important in OB because perception affects actions and decisions
Perception
A cognitive process that enables us to interpret and understand our surroundings is called ___. • OB is concerned with social perception • Important in OB because perception affects actions and decisions
Perception
A cognitive process that enables us to interpret and understand our surroundings. P. 84
Schema
A person's mental picture or summary of a particular event or type of stimulus. i.e. if I say "sports car" and an image of a small 2-door red car appears in your head. P. 86
Leniency
A personal characteristic that leads an individual to consistently evaluate other people or objects in an extremely positive fashion. Table 4-1 P. 88
Halo
A rater forms an overall impression about an object and then uses that impression to bias ratings about the object. Table 4-1 P. 88
What is a stereotype? How are stereotypes formed and maintained? Present an example of a stereotype that affected your perception. Was it accurate or not?
A stereotype is an individual's set of beliefs about the characteristics or attributes of a group. Stereotyping is based on a four-step process: categorization, inferences, expectations, and maintenance. In categorization, we categorize people into groups according to criteria gender, age, race, and occupation. In inferences, we infer that all people within a category possess the same traits or characteristics. In expectations, we form expectations of others and interpret their behavior according to our stereotypes. In maintenance, we overestimate the frequency of stereotypic behaviors, incorrectly explain expected and unexpected behaviors, and differentiate minority individuals from ourselves.
Salient Stimuli
A stimulus that stands out from its context, ie. a 250 lb man in a women's aerobics class. P. 85
A public accounting firm of 250 employees realizes they have a surplus of 15 support personnel (not auditors). What should they do?
A. Hire temporary workers B. Offer early retirement C. Downsize people in those positions D. Wait for attrition and implement a hiring freeze for those positions There may be more than one good answer depending on the student's rationale. D would have the least negative impact but may take a long time. "B" Early retirement would likely entice more than just support personnel and perhaps more than just 15 people which could cause a labor shortage. Downsizing would be fast but could create morale problems and a poor public image although with the small numbers this may not be much of a problem. "A" is not appropriate until the surplus is managed.
Jessica would like to be a best-selling author. She studied OB and knows this will take at least 10,000 hours of deliberate practice. Jessica should do all of the following EXCEPT:
A. Identify aspects of performance that need improvement B. Get a coach to receive feedback C. Study other writers and their works D. Take breaks to maintain concentration E. Only practice as long as it remains fun The answer is (E). Deliberate practice requires us to focus on things we are not good at doing. It would be more fun to repeat behaviors or activities at which we excel.
All of the following are accurate about stereotypes EXCEPT:
A. Stereotypes can lead to poor decisions B. All stereotypes are negative C. Stereotypes are used during the encoding process of perceptio D. Quality interpersonal contact among mixed groups may reduce the use of stereotypes E. Some people have negative stereotypes about older individuals The answer is (B). Not all stereotypes are negative.
Steven wants to be sure there is no implicit cognitio creating bias in his company's interviewing process. The best course of action is:
A. To train all interviewers in the interview process B. To have more than one interviewer conducting interview C. To conduct the interviews virtually D. To use a structured interview approach E. All of the above The answer is (E). All four will reduce bias.
Which of the following questions is permissible?
A. Will child care demands affect your ability to get to work? B. Do you have a car so that you will be able to get here on time? C. This job requires you to be here from 8:00am to 5:00pm. Can you meet that job requirement? Answer - C You can ask if the applicant has a drivers' license if the job requires driving a vehicle.
Statements regarding attribution theory
Ability is an internal factor. The 3 dimensions of behavior vary independently in the creation of attributions. Attribution theory says behavior can be caused by external or internal influence.
Affirmative Action
An artificial intervention aimed at giving management a chance to correct an imbalance, injustice, mistake, or outright discrimination that occurred in the past
Stereotypes
An individual's set of beliefs about the characteristics or attributes of a group • May or may not be accurate • Can lead to poor decisions • Can create barriers for: - Women - Olderindividuals - Peopleofcolor - Peoplewithdisabilities
Stereotype
An individual's set of beliefs about the characteristics or attributes of a group is called a ____. They are an individuals feelings about a group of people. *May or may not be accurate *Can lead to poor decisions *Can create barriers for: - Women - Older individuals - People of color - People with disabilities
Stereotype
An individual's set of beliefs about the characteristics or attributes of a group. Not always negative. *Think back to article re: stereotypes against women. P. 86
Meghan has a virtual interview with ABQ, Inc. for a receptionist position. The interviewer asks Meghan about any potential physical limitations she has. Meghan, who uses a walker, chooses not to answer. She does not get the job. Explain how this situation involves both discrimination and stereotyping. What should the interviewer have done differently and why? How would the Human Resources manager address what the interviewer did?
Approximately 20 percent of Americans have a physical or cognitive disability, according to the US Census Bureau. The Americans with Disabilities Act prohibits discrimination against those with disabilities and requires organizations to reasonably accommodate an individual's disabilities. Not surprisingly, some people with disabilities have difficulty finding work. The US Bureau of Labor Statistics found that 10.4 percent were unemployed in July 2015, much higher than the 5.4 percent rate for those without disabilities. Contrary to negative stereotypes about hiring the disabled, such as that making reasonable accommodation is expensive, many organizations are finding this group of people to be a valuable source of talent. Walgreens, for example, is dedicated to hiring people with disabilities. Forty percent of the workforce at two of its distribution centers have disabilities. Stereotypes influence decision making and interpersonal processes throughout the organization. The key managerial challenge is to reduce the extent to which stereotyping effects occur. Three ways that this can be achieved are: " Managers should educate people about stereotypes and how they can influence our behavior and decision making. " Managers should create opportunities for diverse employees to meet and work together in cooperative groups of equal status. " Managers should encourage all employees to strive to increase their awareness regarding stereotypes.
The process of becoming consciously aware of something or someone is called ____.
Attention
Attention
Attention is the process of becoming consciously aware of something or someone. People tend to pay attention to salient stimuli. P. 84
A(n) ______ is an individual's set of beliefs about the characteristics of a group. A. implicit cognition B. stereotype C. negativity bias D. attribution E. memory
B
ABC Airlines hires flight attendants from diverse backgrounds and puts them through an extensive training and orientation program before they are approved to fly. In addition to learning about responding to medical issues and FAA guidelines, they also must learn the company's many rules and processes as contained in an extensive procedures and policies manual. ABC Airlines is adopting a(n) ______ option for managing diversity. A. deny B. assimilate C. suppress D. tolerate E. mutual adaptation
B
Alana looks at the clouds and sees flowers. Her brother, Sammy, looks at the same clouds and sees jellyfish. Alana and Sammy have different A. stereotypes. B. perceptions. C. attributions. D. attitudes. E. contexts.
B
All the employees in Mustafa's unit are performing poorly on one specific aspect of their jobs during the month of June; however, they are performing well on all other parts of their job. This is likely to be attributed to A. internal causes. B. external causes. C. self-serving bias. D. fundamental bias. E. implicit cognition.
B
Carl's team is evaluating his effectiveness as a leader. Which of the following behaviors does reflect an effective leader? A. telling others they have done well B. not letting other group members make any decisions C. trying to get the group to work as a team D. maintaining definite standards of performance E. setting specific goals for the group
B
Carlos, a manager, is looking at records of Mary's work performance. He notes that she performed very well on task A, but poorly on task B. He is observing A. consensus. B. distinctiveness. C. implicit factors. D. explicit factors. E. consistency.
B
Jennifer is described by her friends as independent, distrusting authority, and technologically savvy. One of her strongest memories is the day of the Oklahoma City bombings. She is most likely to be a member of the _____ generation. A. Baby boomers B. Gen Xers C. Gen 2020 D. Traditionalists E. Millennials
B
Josephine is on a four-person project team in her management class. The team produces four reports during the term, and each person leads one of these projects. The project Josephine leads earned an A, while the team receives Cs on the other three reports. Josephine believes that her project was successful was because of her leadership abilities, while the other projects were not as good because of the inadequate skills of the other team members. She demonstrates ______ in her beliefs. A. negativity bias B. self-serving bias C. central tendency D. halo effect E. leniency effect
B
Joyce finds that the members of the project team to which she has been assigned in her management class are all athletes on the college's football and basketball teams. She immediately considers dropping the class because she thinks her experience with that team will be negative. Joyce is likely to be reacting to a A. negativity bias. B. stereotype. C. self-serving bias. D. semantic memory. E. fundamental attribution bias.
B
Karrin notices immediately that one of the members assigned to her team in a marketing class is a middle-aged man. This is a(n) _______ characteristic. A. deep-level B. surface-level C. internal D. external E. attributional
B
Kelley hypothesized that people make causal attributions by observing A. external and internal factors and perceptions. B. consensus, distinctiveness, and consistency. C. effort, consistency, and ability. D. implicit and explicit factors. E. stereotypes and implicit cognition.
B
Melissa walks into her morning status meeting. She didn't have time for breakfast or even coffee. During the meeting, she is most likely to focus on A. staying alert because she knows the meeting can be tedious. B. snacks and drinks because she is hungry and thirsty. C. the agenda because it is the first thing she sees when she walks in. D. her phone messages because of her past experience with these meetings. E. the amount of tasks she has to accomplish today.
B
The existence of implicit cognition leads people to make ________ decisions without realizing they are doing so. A. attentive B. biased C. perceptive D. independent E. predictable
B
The generation described as workaholic, idealistic, competitive, and materialistic is A. traditionalists. B. baby boomers. C. Gen Xers. D. millennials. E. Gen 2020.
B
The steps in the process of stereotype formation and maintenance in order are A. categorization, expectations, inferences, maintenance. B. categorization, inferences, expectations, maintenance. C. expectations, categorization, inferences, maintenance. D. inferences, categorization, expectations, maintenance. E. inferences, expectations, categorization, maintenance.
B
We build stereotypes through a four-step process. Which of the following is not part of the process? A. maintenance B. appraisal C. categorization D. inferences E. expectations
B
Why do recruiters use virtual interviews? A. to accurately assess if the applicant will "fit in" B. to reduce problems associated with implicit cognition C. solely to save on travel expenses D. to evaluate work that does not produce objective outcomes E. to better judge leadership qualities
B
______ characteristics are quickly apparent to interactants. A. Deep-level B. Surface-level C. Internal D. External E. Attributional
B
_______ is an artificial intervention aimed at giving management a chance to correct an imbalance, injustice, mistake, or outright discrimination that occurred in the past. A. Discrimination rectification B. Affirmative action C. Managing diversity D. A legitimacy program E. The glass ceiling
B
Kelley's Model of Attribution
Based on Heider's theory that behavior can be attributed either to internal factors within a person, such as ability, or external factors within the environment, such as a difficult task
Affirmative action plans A. are always mandated through legal processes. B. include quotas. C. can negatively affect women and minorities. D. require organizations to hire unqualified people. E. have failed to create opportunities for women and minorities.
C
Deep-level characteristics of diversity A. are the most stable. B. are unchangeable. C. include attitudes, opinions, and values. D. are not under our control. E. include our ethnicity.
C
Nita is the office manager at a service station. Two applicants, Max and Tim, arrive to interview for the open mechanic's position. Max's clothes are dirty, his hair is unwashed, and he doesn't make eye contact when he gives Nita his name. Tim dresses in clean jeans and a nice shirt, is shaved, and shakes Nita's hand when he introduces himself. After the interview, Keith the head mechanic, asks Nita what she thought. Both men have the skill set needed for the position. Nita recommends Tim. She is responding to her perception of A. diversity. B. the perceiver. C. the target. D. her culture. E. past performance.
C
Saying, "You've got to pay your dues" is another way to promote the status quo. This is an example of the _______ option that organizations can use to address any type of diversity issue. A. include/exclude B. deny C. suppress D. isolate E. tolerate
C
Seema is married with two children and lives in New York. She has worked at Bubble Zone for 10 years. These are all _______of the four layers of diversity. A. internal dimensions B. organizational dimensions C. external dimensions D. personality E. affirmations
C
Shoney's hired African Americans to fill positions of dining-room supervisors and vice presidents, added more franchises owned by African Americans, and purchased more goods and services from minority-owned companies. This represents the _____ option that organization can use to address diversity issues. A. suppress B. isolate C. include/exclude D. assimilate E. deny
C
Which of the following is not one of the key perceiver characteristics that affect our perceptions of others? A. needs and goals B. category-based knowledge C. nonverbal cues D. experience with target E. direction of gaze
C
________ are suspected or inferred causes of behavior. A. Implicit cognitions B. Stereotypes C. Causal attributions D. Selectivity biases E. Semantic memories
C
Describe the status of the US workforce in terms of gender diversity/equality. Does this represent significant change from the past? Argue your position.
Coined in 1986, the term glass ceiling is used to represent an invisible but absolute barrier or solid roadblock that prevents women from advancing to higher-level positions. Various statistics support the existence of a glass ceiling. The pay gap between men and women is one example. In 2012, the median weekly income in full-time management, professional, and related occupations was $1,328 for men in contrast to $951 for women. This gap continued for MBA graduates. Female graduates from top MBA programs earned 93 cents for every dollar earned by a male graduate, and the pay gap tends to increase over time. Also, a recent WSJ/NBC national poll revealed that 40 percent of the women reported experiencing gender discrimination. Alice Eagly and her colleague Linda Carli conducted a thorough investigation into the organizational life of women and in 2007 published their conclusions that women had finally broken through the glass ceiling. We updated data originally reported in Eagly and Carli's book and that led to their conclusion. There were many more female CEOs in 2014 (24 and 50 female CEOs within Fortune 500 and Fortune 1000 firms, respectively) and more women in managerial, professional, and related occupations than there were in the 1980s and 1990s. Statistics further showed that women had made strides along several measures: " Educational attainment (women earned the majority of bachelor's and master's degrees from 2006 through 2012). " Seats on boards of directors of Fortune 500 firms (9.6% in 1995 and 16.6% in 2013). " Leadership positions in educational institutions (in 2010, women represented 18.7% of college presidents and 29.9% of board members). " Federal court appointments (in 2013, 32% and 30% of federal courts of appeals and US district court judges, respectively, were women). You can interpret the above statistics in one of two ways. " No change. On the one hand, you might see proof that women remain underpaid and underrepresented in leadership positions, victims of discriminatory organizational practices. " Positive change. Alternatively, you can agree with Eagly and Carli's conclusion that "Men still have more authority and higher wages, but women have been catching up. Because some women have moved into the most elite leadership roles, absolute barriers are a thing of the past." Eagly and Carli propose that a woman's career follows a pattern more characteristic of traveling through a labyrinth. They use the labyrinth metaphor because they believe that a woman's path to success is not direct or simple, but rather contains twists, turns, and obstructions, particularly for married women with children.
Which of the following is not one of the recommendations to managers about reducing stereotypes? A. Managers should educate people about stereotypes. B. Managers should create opportunities for diverse employees to work together. C. Managers should encourage all employees to strive to increase their awareness of stereotypes. D. Managers should actively ignore stereotypes. E. Managers should provide opportunities for employees to get accurate data about the characteristics of other groups of people.
D
What is discrimination, and what is affirmative action? Evaluate whether affirmative action programs are good or bad for organizations. Identify a specific example of the benefits or problems of affirmative action at your college
Discrimination occurs when employment decisions about an individual are due to reasons not associated with performance or are not related to the job. Affirmative action is an artificial intervention aimed at giving management a chance to correct an imbalance, injustice, mistake, or outright discrimination that occurred in the past. While affirmative action plans have created tremendous opportunities for women and minorities, they do not foster the kind of thinking that is needed to manage diversity effectively; and are found to negatively affect the women and minorities expected to benefit from them.
A company with _ level participation is likely to have a single office, the headquarters, in the parent country.
Domestic
"Women have a harder time than men in being perceived as effective leaders." This statement is a(n) A. awareness. B. reference. C. proven fact. D. accommodation. E. stereotype.
E
Camilla, a manager, notes that Wilhelm's written reports from his hire date to the present are very thorough and accurate. Camilla is looking at A. consensus. B. distinctiveness. C. implicit factors. D. explicit factors. E. consistency.
E
Chris has studied for his mathematics test and his English test. He expects to do moderately well in both subjects. He gets an "A" in English, but fails mathematics. While Chris feels that the grade he got for English was well-deserved, he blames his failure in mathematics on the fact that his teacher, Mr. Wallace, does not like him. In this situation, Chris is exhibiting A. stereotypical behavior. B. a fundamental attribution bias. C. a negativity bias. D. micro-aggression. E. a self-serving bias.
E
John, a mid-level manager, notices that all his subordinates are filling out their monthly reports incorrectly. He concludes that the report forms are too complicated and need to be revised. On which type of attributional information is John's decision based? A. low consistency B. low consensus C. high consistency D. low distinctiveness E. high consensus
E
Josef, a manager, reviews Arturo's performance over the past six months and notes that during February he was late to work five times. He was not late during any other months. Josef is observing A. consensus. B. distinctiveness. C. implicit factors. D. explicit factors. E. consistency.
E
Molly works as a dishwasher at a restaurant. She comes across as a fun-loving, party-going person. One day her dog falls sick and Molly has to take him to the vet. She calls her boss and tells him that she won't be coming in to work. Her boss thinks that Molly is missing work intentionally, so that she can go out and party. Which of the following best describes the boss's perception of the situation? A. halo effect B. leniency effect C. central tendency D. self-serving bias E. fundamental attribution bias
E
The self-serving bias states that we tend to A. take more responsibility for failure than success. B. blame others for our failures. C. give credit to others for their successes. D. over-attribute others' behaviors to personal factors. E. take more responsibility for success than failure.
E
There are two key situational characteristics that affect perception: the______ of the interaction, and the culture and race ______ between perceivers A. nonverbal cues; needs and goals B. situation; cognitive load C. consistency; context D. cognitive load; situation E. context; consistency
E
Which of the following is not a behavior that research found in the employees' categorical knowledge of good leaders? A. Telling people they had done well. B. Setting specific goals for the group. C. Maintaining definite standards for performance. D. Letting other group members make decisions. E. Using an autocratic approach.
E
Which of the following is not a technique by which managers can reduce the effect of implicit cognition in hiring? A. Use structured interviews. B. Use multiple interviewers. C. Use virtual interviews. D. Undergo training to reduce bias. E. Rely on stereotypes.
E
Fundamental attribution bias:
One'stendencytoattributeanotherperson'sbehaviortohis or her personal characteristics, as opposed to situational factors
Which one of the following is not a difference between affirmative action and diversity management? A. Affirmative action does not legitimize quotas. B. Affirmative action does not require companies to hire unqualified people. C. Affirmative action has created tremendous opportunities for women and minorities. D. Affirmative action is an intervention aimed at giving management a chance to correct an imbalance. E. Affirmative action only refers to mandatory programs.
E
______ is based on a simple premise: Rightly or wrongly, people infer causes for their own and others' behavior. A. Context of interaction B. Stereotyping C. Person perception D. Implicit cognition E. Attribution theory
E
Recommendations
Educate people about stereotypes and how they influence behavior and decision making • Create opportunities for diverse employees to meet and work with others • Encourage all employees to increase their awareness
Component or strategies for successful diversity training in organizations
Educational Exposure Enforcement
Positive Change for women
Educational Attainment Seats on Boards of Directors Leadership Positions in Educational Institutions
The ability to monitor one's own and others' feelings and emotions, to discriminate among them, and to use this information to guide one's thinking and actions is called:
Emotional Intelligence
Managing Diversity
Enables people to perform up to their maximum potential. Focus on changing an organization's culture and infrastructure such that people provide the highest productivity possible. P. 100
Stage2: Encoding and Simplification
Encoding: - To interpret and evaluate the environment using schemata and cognitive categories - Encoding and schemata help to organize and remember information • Simplification: - Relying on encoding helps us to simplify what might be a bewildering range of inputs - Encoding and schemata make the world more manageable
Stage2: EncodingandSimplification
Encoding: - Tointerpretandevaluatetheenvironmentusingschemata and cognitive categories - Encodingandschematahelptoorganizeandremember information • Simplification: - Relyingonencodinghelpsustosimplifywhatmightbea bewildering range of inputs - Encodingandschematamaketheworldmoremanageable
deep-level
External influences and organizational dimensions
In distinctiveness, I compare an individual's behavior with that of his or her peers.
FALSE
Justine, a manager, has decided that Harrison is performing poorly because he is lazy. This is an example of a negativity bias.
FALSE
Managers cannot be trained to reduce implicit cognition; the best that they can do is to merely recognize its importance.
FALSE
Stereotypes exist about gender, race, and age, but not about occupation.
FALSE
To make effective hiring decisions, managers should learn to use their implicit cognitions.
FALSE
While perception is a part of the organizing framework for understanding and applying OB, it is a relatively unimportant process.
FALSE
A decision is a gap between an actual and a desired situation.
False
A strategy represents a long-term goal that describes what an organization wants to become.
False
An individual's capacity for constructive thinking, reasoning, and problem solving is known as naturalist intelligence.
False
Apologies-saying "I'm sorry"-are perceived the same in all societies.
False
Cultural differences are a disadvantage to global organizations.
False
Private employment agencies serve primarily blue-collar workers, while public employment agencies mostly deal with white-collar workers.
False
Self-efficacy beliefs are surface convictions supported by the most recent experiences a person has gone through.
False
Stereotypes exist about gender, race, and age, but not about occupation.
False
The two general functions of mentoring are coaching and delegation.
False
The process of attempting to ascertain the supply and demand for various types of human resources is called
Forecasting
The first step in the human resource planning process is
Forecasting Labor Demand and Supply
Hans works for a company who's headquartered in France and has foreign operations in Germany only. Hans is a citizen of the Netherlands. Which of the following is most likely true?
Hans works for an international company and is from a third country.
Discrimination
Occurs when employment decisions about an individual are due to reasons not associated with performance or are not related to the job
Self-serving bias:
One's tendency to take more personalr esponsibility for success than for failure
Explain Kelley's model of attributions, making sure to discuss both the dimensions of behaviors and the types of attributions people can make.
Harold Kelley attempted to pinpoint specific antecedents of internal and external attributions. Kelley hypothesized that people make causal attribution by observing three dimensions of behavior: consensus, distinctiveness, and consistency. These dimensions vary independently, forming various combinations and leading to differing attributions. Consensus compares an individual's behavior with that of his or her peers. Distinctiveness compares a person's behavior on one task with his or her behavior on other tasks. Consistency judges if the individual's performance on a given task is consistent over time. These three dimensions of behavior lead to specific attributions. Kelley theorized that people attribute behavior to either internal causes (personal factors) or external causes (environmental factors) depending on the ranking of consensus, distinctiveness, and consistency as shown: SEE IMAGE IN FILE While other combinations are possible, the two options shown above have been most frequently studied. In Figure 4.3, charts taken together indicate Internal Attributions on the left-hand side and External Attributions on the right-hand side. For instance, say all employees are performing poorly (high consensus), on only one of several tasks (high distinctiveness), and during only one time period (low consistency). A supervisor will probably attribute the employees' poor performance to an external source such as a temporary distraction or event. In contrast, if only one employee performs poorly (low consensus), across several tasks (low distinctiveness), and over time (high consistency), the supervisor will likely attribute performance to personal factors. Many studies support this predicted pattern of attribution.
Summertime Inc. is a multinational energy company. They have an aging, experienced staff and are concerned about losing many of their senior workforce in the next five to eight years. What type of initiatives can Summertime institute to help retain some of the senior staff?
Here are seven initiatives that can help organizations to motivate and retain an aging workforce: " Provide challenging work assignments that make a difference to the firm. " Give employees considerable autonomy and latitude in completing a task. " Provide equal access to training and learning opportunities when it comes to new technology. " Provide frequent recognition for skills, experience, and wisdom gained over the years. " Provide mentoring opportunities whereby older workers can pass on accumulated knowledge to younger employees. " Ensure that older workers receive sensitive, high-quality supervision. " Design a work environment that is both stimulating and fun.
Big Bucks Bank is located in a city with a growing Latino population. Jane, the CEO of BBB, believes in the access-legitimacy perspective. Jane will do which of the following?
Hire employees to match the diversity in the population
Stage4: RetrievalandResponse
Information is retrieved from memory to make judgments and decisions ― Drawon,interpret,andintegratecategoricalinformation stored in long-term memory ― Retrieveasummaryjudgmentthatwasalreadymade
As Jasmine got to know Mary, a co-worker of a different ethnicity, Jasmine was surprised to learn how much she actually had in common with Mary such as loving to hike and choice of religion. Jasmine was experiencing which layer of diversity?
Internal dimensions
Encoding
Interpreting or translating raw information into mental representations. Observed information is not stored in memory in its original form. P. 86
. Quadrics Company, a service provider, is hiring for their customer service staff. They are reviewing resumes online. Because of "implicit cognitions," Quadrics tends to hire women for these positions. Explain the concept of "implicit cognitions" and describe actions that Quadrics could take to address any bias that occurs.
Interviewers make hiring decisions based on their impression of how an applicant fits the perceived requirements of a job. Unfortunately, many of these decisions are made on the basis of implicit cognition. Implicit cognition represents any thoughts or beliefs that are automatically activated from memory without our conscious awareness. The existence of implicit cognition leads people to make biased decisions without realizing they are doing so. A recent study of job applicants' résumés, for instance, demonstrated that recruiters evaluated women more favorably than men for customer service jobs, probably based on gender-role stereotypes. Experts recommend three solutions for reducing the biasing effect of implicit cognition. First, managers can be trained to understand and recognize this type of hidden bias. Second, they can use structured rather than unstructured interviews. Interviewers ask the same sequence of questions to all applicants in a structured interview, which leads to more reliable evaluations. Finally, managers can rely on evaluations from multiple interviewers rather than just one or two people.
The potential to understand and regulate oneself is known as:
Intrapersonal Intelligence
Joe was terminated from his job and believed the reason was his boss did not like him and his hard work was not appreciated. Joe likely has:
Joe has an external locus of control. Joe is blaming his termination on his boss instead of himself.
Describe what is meant by "managing diversity." What is the business rationale for this?
Managing diversity focuses on changing an organization's culture and infrastructure such that people provide the highest productivity possible. Typically, diversity management programs have an educational component that prepares nontraditional managers for increasingly responsible posts and helps traditional managers overcome their prejudice, an enforcement component that puts teeth in diversity goals and encourages behavior change, and an exposure component that exposes people with different backgrounds and characteristics to each other. The rationale for managing diversity is more than its legal, social, or moral dimension. Quite simply, it's good business. Managing diversity gives the organization the ability to grow and maintain a business in an increasingly competitive marketplace.
The glass ceiling refers to
a very real, yet unseen barrier to high level advancement for women
Describe at least five possible actions from the general framework of options that can be used to address diversity issues. Which approach fully endorses the philosophy behind managing diversity?
Organizations have eight options that they can use to address diversity issues: include/exclude the number of diverse people at all levels of the organization, deny that difference exist, assimilate diverse people into the dominant group, suppress differences, isolate diverse members from the larger group, tolerate differences among employees, build relationships among diverse employees, and foster mutual adaptation to create positive relationships. Exclusion, denial, assimilation, suppression, isolation, and toleration are among the least preferred options. Inclusion, building relationships, and mutual adaptation are the preferred strategies. Thomas reminds us that mutual adaptation is the only approach that unquestionably endorses the philosophy behind managing diversity.
Negativity Bias
People have a tendency to pay more attention to negative than positive information. P. 85
The process that enables us to interpret and understand our surroundings is called:
Perception
Perception is influenced by three key components. Describe each component and give an example of each from your own experiences
Perception is influenced by three key components: the characteristics of the perceiver, of the target-the person or group being observed-and of the situation. Figure 4.2 shows six key perceiver characteristics that affect our perceptions of others. " Direction of gaze. " Needs and goals. " Experience with target. " Category-based knowledge. " Gender and emotional status. " Cognitive load. Figure 4.2 identifies five important characteristics of the target that affect our person perception. The characteristics are: " Direction of gaze. " Facial features and body shape. " Nonverbal cues. " Appearance or dress. " Physical attractiveness. " Characteristics of the Situation Figure 4.2 shows two key situational characteristics that affect perception: the context of the interaction, and the culture and race consistency between perceivers and targets. Students should provide one example of each of the three components.
Maria is a manager for Greens and Grits. Maria would like to improve job satisfaction for her employees. She can accomplish this by implementing different policies dealing with:
Personality Intelligence Cognitive ability Emotions and attitudes
Fundamental Attribution Bias
Reflects one's tendency to attribute another person's behavior to his or her personal characteristics, as opposed to situational factors. *This bias causes perceivers to ignore environmental forces that often affect behavior. P. 94
Implicit Cognition
Represents any thoughts or beliefs that are automatically activated from memory without our conscious awareness. P. 90
Self-Serving Bias
Represents one's tendency to take more personal responsibility for success than for failure. P. 94
Diversity
Represents the multitude of individual differences and similarities that exist among people • Study of demographics helps us to best appreciate diversity - Demographics are the statistical measurements of populations and their qualities over time
Diversity
Represents the multitude of individual differences and similarities that exist among people. P. 96
Describe the two attributional tendencies that can bias our interpretations of observed behavior. Give an example of each. Why are these important for managers to understand?
Researchers have uncovered two attributional tendencies that distort one's interpretation of observed behavior-fundamental attribution bias and self-serving bias. The fundamental attribution bias reflects one's tendency to attribute another person's behavior to his or her personal characteristics, as opposed to situational factors. The self-serving bias represents one's tendency to take more personal responsibility for success than for failure. These are important to managers because attributions profoundly affect organizational behavior, in particular managerial actions of reprimand or training subordinates who fail to perform adequately. Students should give an example of each.
Soltis & Sons is a management consulting firm that is attempting to grow its business by targeting small businesses that are run by women or immigrants. In pursuing this strategy, the company has hired employees of other cultures whose first language is not English. Many of these employees are under 30 and they do not have college degrees. While this effort is leading to a workforce that mirrors the clients, the company finds that employees and managers are experiencing difficulties communicating with one another. This leads to misunderstandings and a decrease in productivity and customer satisfaction. For example, if a manager gives instructions about completing a certain task to an employee who fails to fully comprehend the instructions, the employee may make mistakes. The director of Human Resources is considering whether or not to offer some type of training, yet none has been offered to date. She thinks some employees may be impacted by negative stereotypes associated with a lack of work experience with people from different cultures. She also noted that some work teams do not like to be supervised by younger people of color. A few employees quit over this issue and management is trying to decide what to do. Using the 3-Step Problem-Solving Approach and the Organizing Framework, how can Soltis & Sons address the problem?
Step 1: Define the problem. What are the gaps between the desired outcomes and the current state? Step 2: Identify causes of the problem. Remember, the diversity climate is an important situation factor. There are also relevant processes across the individual level (perception, attributions, and psychological safety), the group/team level (group/team dynamics), and the organizational level (options to manage diversity). These inputs and processes have critical outcomes. Step 3: Make recommendations for solving the problem. What options does Soltis & Sons have?
The ____ option in Thomas' framework means that differences are squelched or discouraged.
Suppress
A person's level of effort is an internal factor in attributions.
TRUE
Causal attributions are the suspected or inferred causes of behavior.
TRUE
External influences are individual differences that we have the ability to influence.
TRUE
Joe, a marketing major, believes that Mary is probably better at math than he is because she is a finance major. This is an example of a stereotype.
TRUE
Kelley identified three dimensions of behavior that people observe when making attributions: consensus, distinctiveness, and consistency.
TRUE
The negativity bias tends to make us notice bad things more than good things.
TRUE
The outer layer of the diversity wheel is that of organizational dimensions.
TRUE
The use of implicit cognition leads people to make biased decisions.
TRUE
Identify the five "generations" that are in, or about to enter, the US labor force. Give the birth years each generation represents, and discuss the broad traits of each. Give an example of an age-related conflict in values or traits from your own experience.
Table 4.3 summarizes the generational differences. Traditionalists, born from 1925 to 1945, are patriotic, loyal, disciplined, conformist, with a high work ethic, and respect for authority. Baby Boomers were born between 1946 and 1964 and are described as workaholic, idealistic, work ethic, competitive, materialistic, and seeks personal fulfillment. Gen Xers, born from 1965 to 1979, value self-reliance, work/life balance, adaptable, cynical, distrust authority, independent, technologically savvy. Born from 1980 to 2001, Millennials' broad traits are entitled, civic minded, close parental involvement, cyberliteracy, appreciate diversity, multitasking, work/life balance, technologically savvy. Multitasking, online life, cyberliteracy, communicate fast and online are broad traits which describe Gen 2020 born after 2002.
Liu has a goal to work hard and eventually apply for a promotion at the Great Grain Company. Liu is most likely to exhibit positive emotions if:
The emotions are congruent with his goal
Ethnocentrism
The ethnocentrism barrier represents the feeling that one's cultural rules and norms are superior or more appropriate than the rules and norms of another culture.
Name and explain at least seven of the barriers to implementing successful diversity programs. Suggest ways that organizations can overcome these barriers.
The following is a list of the most common barriers to implementing successful diversity programs: " Inaccurate stereotypes and prejudice. " Ethnocentrism. " Poor career planning. " A negative diversity climate. " An unsupportive and hostile working environment for diverse employees. " Lack of political savvy on the part of diverse employees. " Difficulty in balancing career and family issues. " Fears of reverse discrimination. " Diversity is not seen as an organizational priority. " The need to revamp the organization's performance appraisal and reward system. " Resistance to change. Organizations have eight options that they can use to address diversity issues: include/exclude the number of diverse people at all levels of the organization, deny that difference exist, assimilate diverse people into the dominant group, suppress differences, isolate diverse members from the larger group, tolerate differences among employees, build relationships among diverse employees, and foster mutual adaptation to create positive relationships.
Stage1: Selective Attention/ Comprehension
The process of becoming consciously aware of something or someone is called ____. (Attention) • People pay attention to salient stimuli: - Something that stands out from its context
Employees from a high-power distance culture would feel most comfortable in a training class that:
The teacher was the expert and responded definitively to all questions
Central Tendency
The tendency to avoid all extreme judgments and rate people and objects as average or neutral. Table 4-1 P. 88
Contrast Effects
The tendency to evaluate people or objects by comparing them with characteristics of recently observed people or objects. Table 4-1 P. 88
Diversity Climate
a subcomponent of an organization's overall climate and is defined as the employees' aggregate perceptions about the organization's diversity-related formal structure characteristics and informal values
stereotype formation and maintenance
categorization - inferences- expectations=maintenance
Internal or surface-level
characteristics are apparent to others (unchangeable
A number of objects that are considered equivalent are said to be placed in ___ categories in our memory.
cognitive
___-___ characteristics take awhile to emerge during interactions, such as attitudes, opinions and values.
deep-level
The ___ option in Thomas' framework means people refute that differences exist.
deny
Adopting policies and procedures that meet the needs of all employees encourages more ___ in organizations.
diversity
Gardenswartz and Rowe identifies layers of ___ to help distinguish the important ways in which people differ.
diversity
The array of individual differences and similarities to be found among people represents:
diversity
The ___ ___ ___ option in Thomas' framework means people are willing to adapt or change their views for the sake of creating positive relationships.
foster mutual adaptation
Demographics are the statistical measurements of populations and their qualities over time
gender race age
The workforce includes greater ___ diversity than ever before due to the population getting older but continuing to hold jobs
generational
George does not score particularly well on standard IQ tests yet he has a unique ability to deal with complex interpersonal situations. What would explain this phenomenon?
multiple intelligences addresses interpersonal and intrapersonal intelligence
Organizational behavior is more focused on the perception of ___ rather than objects.
people
Ways companies are responding to the challenges of diversity
providing training to bridge the gap between education and job helping Hispanics succeed resolving generational differences
A person's mental picture or summary of a particular event or type of stimulus is called a
schema
Assigning tasks to group members is an example of ___ employees use to determine a good versus poor leader.
schema
Faulty ___ about good versus poor performance can lead to inaccurate performance appraisals.
schemata
A person's needs and goals often dictate which ___ are salient.
stimuli
Casual attributions refer to
suspected reasons for behavior.
