Organizational Behavior Chapter 4
educational, enforcement, exposure
3 strategies at work for managing diversity
categorizing inference expectation formation maintenance
4 step process of sterotyping
include/exclude deny assimilate suppress isolate tolerate build relationships foster mutual adaptations
8 ways to deal with diversity
internal factors
Ability is an example of this type of factor
external factors
Difficult task is an example of this type of factor
access-and-legitimacy perspective on diversity
based in recognition that the organization's markets and constituencies are culturally diverse; basically hire people of diverse backgrounds to give legitimacy to your organization and attract a large customer base
consensus (seeing to what extent an individual's behavior matches that of his peers) distinctiveness (compares a persons' behavior to one task with his behavior on other tasks) consistency (judges whether the individual's performance is consistent over time)
casual attributions are made by three things according to Kelley
external differences
differences over which we have more control. for instance, where we reside, our religious affiliation, our marital and parental status and our work experience
fundamental attribution bias
emphasizes personal factors more than situation factors while we are formulating attributions; we attribute someone's anger as part of their personality, rather than saying it was a bad day
managing diversity
enables people to perform their max potential
glass ceiling
identifies an invisible but absolute barrier that prevents women from advancing to higher-level positions
affirmative action
intervention aimed at giving management a chance to correct an imbalance, injustice, mistake or outright discrimination that occurred in the past
self-serving bias
people tend to take more personal responsibility for success than for failure; externalize failure
Americans with Disabilities Act
prohibits discrimination against those with disabilities and requires organizations to reasonably accommodate an individual's disability
psychological safety
reflects the extent to which people feel free to express their ideas and beliefs without fear of negative consequences
implicit cognition
represents any thoughts or beliefs that are automatically activated from memory without our conscious awareness
demographics
statistical measurements of populations and their qualities such as race, age, gender or income over time
casual attributions
suspected or inferred causes of behavior
diversity
the multitude of individual differences and similarities that exist among people
on-ramping
the process of encouraging people to return to the workforce after a break
surface-level characteristics (aka internal dimensions)
those that are readily apparent to interactants, such as race, gender and age
deep-level characteristics
traits that take time to emerge, such as attitudes, opinions and values
discrimnation
when employment decisions about a an individual are based on reasons not associated with performance or related to the job
underemployment
working at a job that requires less education than they have