Chapter 13: Managing Diversity

Stereotype

a rigid, exaggerate, irrational belief associated with a particular group of people

Stereotype Threat

occurs when a person who, when engaged in a task, is aware of a stereotype about his or her identity group suggesting that he or she will not perform well on that task

Discrimination

occurs when someone acts out their negative attitudes toward people who are the targets of their prejudice

Ethnorelativism

the belief that groups and subcultures are inherently equal

Ethnocentrism

the belief that one's own group is inherently superior to other groups

Monoculture

a culture that accepts only one way of doing things and one sets of values and beliefs

Dividends of Diversity

-better use of employee talent -increased understanding of the marketplace -enhanced breadth of understanding in leadership positions -increased quality of team problem solving -reduced costs associated with high turnover, absenteeism, and lawsuits

Ways managers build cohesive teams

-unprecedented generational diversity -aging workers -increased diversity -grown in women workers

Managing Diversity

creating a climate in which the potential advantages of diversity for organizational performance are maximized while the potential disadvantages are minimized, is a key management skill today

Diversity

defined as all the ways in which employees differ

Pluralis

describes an environment in which the organization accommodates several subcultures, including employees who would otherwise feel isolated and ignored

Diversity of Perspective

is achieved when a manager creates heterogeneous team made up of individuals with diverse backgrounds and skill sets

Inclusion

the degree to which an employee feels like an esteemed member of a group in which his or her uniqueness is highly appreciated

Prejudice

the tendency to view people who are different as being deficient