Organizational Behavior Ch. 4
We build stereotypes through a four-step process.
1. Categorization 2. Inferences 3. Expectations 4. Maintenance
Characteristics of the Situation
1. Context of interaction 2. Cultural and racial consistency
Characteristics of the Target
1. Direction of Gaze 2. Facial Features and body shape 3. Nonverbal cues 4. appearance or dress 5. Physical Attractiveness
Characteristics of the Perceiver
1. Direction of gaze 2. Needs and Goals 3. Experience with target 4. Category-based knowledge 5. Gender and emotional status 6. Cognitive load
Ann Morrison identified three key strategies in successfully managing diversity
1. Educational component 2. the enforcement component 3. the exposure component
Most common barriers to implementing successful diversity programs
1. inaccurate stereotypes and prejudices 2. Ethnocentrism 3. Poor Career planning 4. A negative diversity climate 5. A hostile working environment for diverse employees 6. Diverse employees lack of political savvy 7. Difficulty balancing career and family issues 8. fear of reverse discrimination 9. lack of organizational priority for diversity 10. A poor performance appraisal and reward system 11. resistance to change
Four Layers of Diversity
1. personality 2. internal dimensions 3. external dimensions 4. organizational dimensions
Stages of Social Perception
1. selective attention/comprehension 2. encoding and simplification 3. storage and retention 4. retrieval and response
LGBT
An acronym identifying a group defined by sexual orientation and consisting of lesbians, gay men, bisexuals, and transgender people
Perception is influenced by three key components
Characteristics of the perceiver, target, and situation
Fritz Heider, the founder of attribution theory, proposed that behavior can be attributed to either:
Internal factors or External factors
R Roosevelt Thomas Jr's Generic Action Options
Thomas identified eight basic responses for handling any diversity issue Option 1: Include/Exclude Option 2: Deny Option 3: Assimilate Option 4: Suppress Option 5: Isolate Option 6: Tolerate Option 7: Build Relationships Option 8: Foster Mutual Adaptation
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
Transgender
applies to anyone whose gender identity or gender expression is different from sex at birth
casual attribution
are suspected or inferred causes of behavior
Deep-level characteristics
are those that take time to emerge in interactions, such as attitudes, opinions, and values (Eternal dimensions & Organizational dimensions)
Distinctiveness
compares a person's behavior on one task with his or her behavior on other tasks
consensus
compares an individual's behavior with that of his or her peers
Managing Diversity
enables people to perform up to their maximum potential
semantic memory
general knowledge about the world, as a kind of mental dictionary
cognitive categories
groups of objects that are considered equivalent
Harold Kelly Attribution Theory
hypothesized that people make casual attributions by observing three dimensions of behavior: Consensus, Distinctiveness, and Consistancy
Glass Ceiling
identifies an invisible but absolute barrier that prevents women from advancing to higher-level positions
event memory
information about both specific and general events
Perception
is a cognitive process that enables us to interpret and understand our surroundings
stereotype
is an individuals' set of beliefs about the characteristics or attributes of a group
Affirmative Action
is an intervention aimed at giving management a chance to correct an imbalance, injustice, mistake, or outright discrimination that occurred in the past.
Access-and-Legitimacy perspective
is based in recognition that the organization's markets and constituencies are culturally diverse
Attention
is the process of becoming consciously aware of someone or something
Consistency
judges if the individual's performance on a given task is consistent over time
Discrimation
occurs when employment decisions about an individual are based on reasons not associated with performance or related to the job.
On-ramping
programs that encourage people to reenter the workforce after a temporary career break
Americans with Disabilities Act
prohibits discrimination against those with disabilities and requires organizations to reasonably accommodate an individual's disabilities
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
Schema
represents a person's mental picture or summary of a particular event or type of stimulus
Implicit Cognition
represents any thought or beliefs that are automatically activated from memory without our conscious awareness
Diversity
represents the multitude of individual differences and similarities that exist among people
Salient Stimuli
something that stands out from its context
Person Memory
supply information about a single individual or groups of people
Demographics
the statistical measurements of populations and their qualities over time.
Self -Serving Bias
the tendency for people to take personal credit for success but blame failure on external factors
attribution theory
the theory that we explain someone's behavior by crediting either the situation or the person's disposition
Surface-level Characteristics
those that are quickly apparent to interactants, such as race, gender, and age (Personality & Internal dimensions)
Underemployed
working at jobs that require less education than they have