Management chapter 4

Consensus (People)

(personal factors) internal- low (environmental factors) external -high

Negativity Bias

(something is salient when it stands out from its context) people tend to find negative information more salient that positive information. This leads to the negativity bias

how companies are responding to challenges in diversity

-paying attention to sexual orientation -responding to changing customer demographics

Attribution Theory

-the founder was Fritz Heiner people infer causes for observed behavior Casual attributions- suspected or inferred causes of behavior -managers should remember that other attributional biases may lead managers to take inappropriate actions

Stereotype four step process

1. Categorization -categorize people into groups according to criteria (ex. gender, age, race, occupation, etc.) 2. Inferences -we infer that all people within a particular category possess the same traits or characteristics <ex. women are nurturing, older people have more job-related accidents, etc..> 3. Expectations -we form them of others and interpret their behavior according to our stereotypes 4. Maintenance maintain them by: -overestimating the frequency of stereotypic behaviors exhibited by others -incorrectly explaining expected and unexpected behaviors -differentiating minority individuals from ourselves

Barriers to successful diversity programs at work (pg. 132)

1. Inaccurate stereotypes and prejudice -manifests itself in the belief that differences are viewed as weaknesses. In turn, this promotes the view that diversity hiring will mean sacrificing competence and quality. 2. Ethnocentrism -the feeling that one's cultural rules and norms are superior or more appropriate than the rules and norms of another culture 3. Poor Career Planning -lack of opportunities for diverse employees to get the type of work assignments that qualify them for senior management positions 4. A negative Diverse Climate 5. An unsupportive and hostile working environment for diverse employees -sexual, racial, and age harassment are common examples of hostile work environments 6. Lack of political savvy on the part of diverse employees -women or people of color get excluded and may not not how to "play the game" to get promoted 7. Difficulty in balancing career and family issues -raising children-hard to work weekends or evenings or travel with a family -household chores 8. Fears of reverse discrimination -people feel that one person's gain is another's loss * 9. Diversity is not seen as an organizational priority -complaints and negative attitudes. -employees may complain about the time, energy, and resources devoted to diversity that could have been spent doing "real work" * 10. The need to revamp the organization's performance appraisal and reward system -success will be based on a new set of criteria * 11. Resistance to change

Framework of Options (by R. Roosevelt Thomas Jr.)- can be used to address any type of diversity issue

1. Include/ Exclude -increase or decrease the number of diverse people at all levels of the organization 2. Deny -deny that difference exist--- success is solely determined by merit and performance 3. Assimilate -people learn to fit in or become like the dominant group -orientation programs -policy and procedure manuals 4. Suppress -differences are squelched or discouraged when using this approach. -telling or reinforcing others to quit whining and complaining about issues "you've go to pay your dues" 5. Isolate -maintains current way of doing things by setting the diverse person off to the side. -so then they can't influence organizational change 6. Tolerate -acknowledging differences but not valuing or accepting them. 7. Build Relationships -good relationships can overcome differences -acceptance and understanding 8. Foster Mutual Adaptation -people are willing to adapt or change their views for the sake of crating positive relationships with others.

what defines a good leader?

1. assigning specific tasks to group member 2. telling others that they had done well 3. setting specific goals for the group 4. letting other group members make decisions 5. trying to get the group to work as a team 6. maintaining definite standards of performance

Retaining and valuing skills and expertise in aging workforce

1. provide challenging work assignments that make a difference to the firm. 2. five 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 receive sensitive, high-quality supervision 7. design a work environment that is both stimulating and fun

Traditionalists (generation)

1925-1945 -great depression, world war 2, korean war, cold war era, rise of suburbs

Baby Boomers (generation)

1946-1964 -vietnam war, watergate, assassinations of John and Robert Kennedy and Martin Luther King, women's rights, Kent State killings, first man on the moon

GenXers

1965-1979 -MTV, AIDS epidemic, Gulf War, fall of Berlin Wall, Oklahoma City bombing, 1987 stock market crash, Bill Clinton- Monica Lewinsky scandal

Milennials / Gen Ys (generation)

1980 - 2001 -September 11th attack, Google, Columbine High school shootings, Enron and other corporate scandals, wars in Iraq and Afghanistan, Hurricane Katrina, financial crisis of 2008 and high unemployment

Gen 2020 (generation)

2002- Social Media, election of Barrack Obama, financial crisis of 2008 and high unemployment

Literacy

An individual's ability to read, write, and speak English, compute and solve problems at levels of proficiency necessary to function on the job and in society, to achieve one's goals, and develop one's knowledge and potential

Types of memory

Event Memory -specific events Semantic Memory -general knowledge about the world, as kind of mental dictionary of concepts. ex. good leader- emotional(happy), associated traits(outgoing), physical (tall) , behavior (works hard) Person memory -categorizes about a single individual or groups of people

4 types of diversity

ORGANIZATIONAL DIMENSIONS/ FUNCTIONAL LEVEL -seniority, work location, division/department/unity/group, union affiliation, work content/field, management status, functional level/classification EXTERNAL DIMENSIONS -geographic location, income, personal habits, recreational habits, religion, educational background, work experience, appearance, parental status, marital status INTERNAL DIMENSIONS -age, gender, sexual orientation, physical ability, ethnicity, race PERSONALITY

social perception: a social information processing model

Stage 1: Selective Attention / Comprehension Stage 2: Encoding and Simplification Stage 3: Storage and Retention Stage 4: Retrieval and response

Perception

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

Cognitive

a number of objects that are considered equivalent are said to be placed in these categories in our memory -categories are generally designated by names. ex. dogs, animal, etc..

Diversity Climate

a subcomponent of an organization's overall climate -the employees' aggregate "perceptions about the organization's diversity-related formal structure characteristics and informal values"

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

stereotype

an individual's set of beliefs about the characteristics or attributes of a group -used during encoding <ex. engineers are good at math. >

Implicit cognition

any thoughts of beliefs that are automatically activated from memory without our conscious awareness <ex. in an interview, you wear perfume, and it reminds the interviewer of someone they know that wears that>

access-and-legitimacy perspective

based in recognition that the organization's markets and constituencies are culturally diverse -customer satisfaction and employee productivity were higher when the racio-ethnic compostition of customers matched that of store employees

Inaccurate Performance Appraisals

can come from faulty schemata about good versus poor performance

Judgements

draw on, interpret, and integrate categorical information stored in long-term memory

external influences

individual differences that we have a greater ability to control <ex. where you live today, your religious affiliation, whether you are married and have children, and your work experiences>

Consistency (time)

internal- high external- low

Distinctiveness (tasks)

internal- low external- high

Managing diversity

managing diversity is more than its legal, social, or moral dimension -managing diversity five the organization the ability to grow and maintain a business in an increasingly competitive marketplace

self-serving bias

one's tendency to take more personal responsibility for success than for failure -attribute their success to internal factors (high ability or hard work) -their failures to uncontrollable external factors (tough job, bad luck, unproductive coworkers, or an unsympathetic boss)

fundamental attribution bias

reflects one's tendency to attribute another person's behavior to his or her personal characteristics, as opposed to situational factors -causes perceivers to ignore important environmental factors that often significantly affect behavior. -> this leads to inaccurate assessments of performance, which in turn foster inappropriate responses to poor performance.

Psychological Safety

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

Diversity

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

In social information processing theory, a particular category builds on a schema.

schema- represents a person's mental picture or summary of a particular event or type of stimulus

organizational dimensions

seniority, job title and function, and work location

traits

stable physical and mental characteristics that form an individual's identity

Demographics

statistic measurements of populations and their qualities over time -ex. Age, race, gender, income)

successful diversity training in organizations

the educational component -prepare non-traditional managers for increasingly responsible posts -help traditional managers overcome their prejudice in thinking about and interacting with people who are of a different sex or ethnicity The enforcement component -"puts teeth in diversity goals and encourages behavior change" The exposure component -exposes people to others with different backgrounds and characteristics --- "adds a more personal approach

generational differences

the population is getting older but continues to hold onto jobs while younger people are working too (you can have several generations at the same job)

attention

the process of becoming consciously aware of something or someone

surface-level characteristics

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

deep level characteristics

those that take time to emerge in interactions, such as attitudes, opinions, and values -these are under our control

Glass Ceiling

used to represent an invisible but absolute barrier or solid roadblock that prevents women from advancing to higher-level positions <ex. the pay gap between men and women>

encoding

we use it to interpret and evaluate our environment, using schemata and cognitive categories. -also helps us organize and remember information -also helps us to simplify what might be a bewildering range of inputs. -make the world more manageable