Chapter 4 - Social Perception and Managing Diversity

Unsupportive and Hostile working environment for diverse employees

barrier associated with sexual, racial and age harassment

Person Perception

interactions between perceivers and targets

Demographics

statistical measurements of populations and their qualities over times

It is always a mistake to use stereotypes.

False

Access-and-Legitimacy Perspective on Diversity

Reflects the belief that organizations should value diversity because their markets and constituents are culturally diverse

Poor Career Planning

This barrier is associated with the lack of opportunities for diverse employees to get the type of work assignments that qualify them for senior management positions

Among the options for action to address diversity issues that are not preferred are assimilation and denial.

True

Perception is influenced by three key components: the characteristics of the perceiver, of the target, and of the situation.

True

When making attributions about a worker's performance, people can assign responsibility to either internal or external factors.

True

What form of diversity management is an organization adopting when it assumes that all diverse people will learn to fit in or become like the dominant group? assimilation building relationships toleration isolation suppression

assimilation

Consensus

compares an individual's behavior with that of his or her peers

Consistency

judges if the individual's performance on a given task is consistent over time

Joyce finds that the members of the project team to which she has been promoted are all middle-aged men. Joyce wonders if she, a young new graduate from a local university, will be taken seriously. Joyce is likely to be reacting to a negativity bias. stereotype. self-serving bias. semantic memory. fundamental attribution bias.

stereotype.

External Factors within the Environment

such as a difficult task

Causal Attributions

suspected or inferred causes of behavior

On-Ramping

the process companies use to encourage people to reenter the workforce after a temporary career break

Surface-Level Characteristics

those that are quickly apparent to interactants, such as race, gender, and age

Perception is the process of becoming consciously aware of something or someone.

False (Attention)

The four stages of stereotype formation, in order, are categorization, expectations, inferences, and maintenance

False (categorization, inferences, expectations, and maintenance)

Diversity refers to age, gender, and religion, but does not include personality.

False (personality is at the center of the diversity wheel because it represents a stable set of characteristics responsible for a person's identity.)

In the self-serving bias, employees attribute their success to internal factors and their failures to external factors

False (self-serving bias represents one's tendency to take more personal responsibility (internal attribution) for success than for failure.)

The generation that currently makes up the smallest number of individuals in America is traditionalists. baby boomers. Gen Xers. millennials. Gen 2020.

Gen 2020.

Stereotype

an individual's set of beliefs about the characteristics or attributes of a group

Affirmative Action

an intervention aimed at giving management a chance to correct an imbalance, injustice, mistake or outright discrimination that occurred in the past

Glass Ceiling

an invisible but absolute barrier or solid roadblock that prevents women from advancing to higher-level positions

Lack of Political Savvy on the part of diverse employees

barrier associated with diverse employees not being promoted because they do not know how to "play the game" of getting along and getting ahead in an organization

Diversity not being seen as an organizational priority

barrier associated with reinforcing effective diversity management, meaning that success will be based on a new set of criteria

Fears of reverse discrimination

barrier associated with very strong resistance because people feel that one person's gain is another's loss

Difficulty balancing work and family issues

barrier example that women still assume the majority of the responsibilities associated with raising children

Resistance to Change

barrier is related to the fact that effectively managing diversity entail significant organizational and personal change

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

Inaccurate Stereotypes and Prejudices

barrier manifests itself in the belief that differences are viewed as weaknesses

The internal dimensions of diversity are not apparent to interactants. are viewed as changeable. include personality. include marital status and parental status. include race and gender.

include race and gender.

Discrimination

occurs when employment decisions about an individual are based on reasons not associated with performance pr related to the job

Context of Interaction

perceptions are affected by the social context

Internal Factors within a person

(such as ability), in attribution

_______ are the statistical measurements of populations and their qualities (such as age, race, gender, or income) over time. Demographics Personal habits Deep-level characteristics Affirmative actions Functional classifications

Demographics

Implicit Cognition

represents any thoughts or beliefs that are automatically activated from memory without our conscious awareness

Self-Serving Bias

represents our tendency to take more personal responsibility for success that for failure

Diversity

represents the multitude of individual differences and similarities that exist among people

Prejudice is one of the most common barriers to implementing successful diversity programs.

False (Inaccurate stereotypes and prejudice are among the most common barriers)

Which characteristic is shared by the perceiver and the target? nonverbal cues context of interaction direction of gaze cognitive load needs and goals

direction of gaze

Jay works for ABC Corporation. He feels quite comfortable expressing his opinions about a wide variety of issues facing the company without fear of reprisal. This reflects ABC's diversity climate. affirmative action programs. psychological safety. organizational citizenship. glass ceiling.

psychological safety.

Fundamental Attribution Bias

reflects our tendency to attribute another person's behavior to his or her personal characteristics, rather than to situation factors

Psychological Safety

reflects the extent to which people feel free to express their ideas and beliefs without fear of negative consequences

Underemployed

working at jobs that require less education than they have.

Perception

a cognitive process that enables us to interpret and understand our surroundings

Research has indicated that customer satisfaction and employee productivity are higher when the racio-ethnic composition of the customers matched that of store employees.

True

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

Distinctiveness

compares a person's behavior on one task with his or her behavior on other tasks

Kelley hypothesized that people make causal attributions by observing consensus, distinctiveness, and consistency. stereotypes. implicit cognitions. surface-level factors. deep-level factors.

consensus, distinctiveness, and consistency.

Norah and Katy work together. They are also friends outside of work. Norah and Katy are constantly texting each other. Their supervisor comments that, while this might be fine outside of work, it's inappropriate to constantly text each other in the office. This is an example of implicit cognition collaboration context of interaction culture and consistency. common Gen Y behavior.

context of interaction

Managing Diversity

enables people to perform up to their maximum potential

If a person views a situation as having high consensus, high distinctiveness, and low consistency, he or she is likely to make an attribution of internal causes. external causes. self-serving bias. fundamental bias. nothing; there is not enough information.

external causes.

Deep-Level Characteristics

those that take time to emerge in interactions, such as attitudes, opinions, and values

Culture and race consistency

we more accurately recognize emotions displayed by people from our own culture/familiar cultures; facial expressions from our own race, etc.

Negative Diversity Climate

when the organization's diversity-related formal structure characterics and informal values are viewed by employees as not fair to all employees