MHR 301 CH 12

Experience What It Is Like To Be in Minority

Finally, because top managers are still overwhelmingly white and male, a number of companies believe that it is worthwhile to have top executives experience what it is like to be in the minority. This can be done by having top managers go to places or events where nearly everyone else is of a different sex or racial/ethnic background

Learning and Effectiveness Paradigm

focuses on integrating deep-level diversity differences, such as personality, attitudes, beliefs, and values, into the actual work of the organization, consistent with achieving organizational plurality

Discrimination and Fairness Paradigm Primary Limitation

focus of diversity remains on the surface level diversity dimensions of sex, race, & ethnicity

3 Diversity & Affirmative Action differences

1) purpose 2) practice 3) reactions they produce

5 Diversity Training and Practices

1) awareness training 2) skill-based diversity training 2) diversity audits 3) diversity pairing 4) minority experiences

3 Diversity Cost Savings

1) by reducing turnover 2) decreasing absenteeism 3) avoiding expensive lawsuits

7 Diversity Principles

1) carefully and faithfully follow and enforce federal and state laws regarding equal opportunity employment 2) treat group differences as important but not special 3) find common ground 4) tailor opportunities to individuals, not groups 5a) reexamine, but maintain high standards 5) solicit negative as well as positive feedback 6) set high but realistic goals.

3 Diversity Makes Good Business Sense book

1) cost savings 2) attracting/retaining talent 3) driving business growth

6 Diversity Makes Good Business Sense

1) decreases turnover 2) decreases absenteeism 3) helps companies avoid expensive lawsuits 4) helps companies attract and retain talented workers 5) drives business growth 6) higher quality problem solving

3 Managing Diversity

1) different diversity paradigms 2) diversity principles 3) diversity training & practices

3 Diversity Paradigms

1) discrimination and fairness 2) access and legitimacy 3) learning and effectiveness paradigm

2 Deep-Level Diversity

1) disposition 2) personality

2 Diversity vs Affirmative Action

1) diversity 2) affirmative action

2 Diversity: Differences that Matter

1) diversity is not affirmative action 2) diversity makes good business sense

3 Disability Discrimination what Managers should

1) education 2) workplace accommodations 3) actively work to find jobs for qualified ppl w/disabilities

Big Five Personality Dimensions

1) extraversion 2) emotional stability 3) agreeableness 4) conscientiousness 5) openness to experience

4 Diversity vs Affirmative Action detail

1) key difference is that affirmative action is more narrowly focused on demographics such as sex and race, while diversity has a broader focus that includes demographic, cultural, and personal differences 2) difference is that affirmative action is a policy for actively creating diversity, but diversity can exist even if organizations don't take purposeful steps to create it 3) important difference is that affirmative action is required by law for private employers with 50 or more employees, while diversity is not 4) affirmative action programs and diversity programs also have different purposes. The purpose of affirmative action programs is to compensate for past discrimination, which was widespread when legislation was introduced in the 1960s; to prevent ongoing discrimination; and to provide equal opportunities to all regardless of race, color, religion, sex, or national origin

3 Sex Discrimination what Managers should

1) mentoring 2) make sure that male dominated social activities don't unintentionally exclude women 3) designate a go to person that women can talk to if they believe they are being held back

3 Affirmative Action

1) punitive approach 2) gives unfair preferential treatment 3) hired/promoted by this often viewed as unqualified

4 Age Discrimination what Managers should

1) recognize that this type of discrimination is much more pervasive 2) make hiring and promotion decisions based on qualifications, not this type of discrimination 3) monitor the extent to which older employees receive training 4) ensure that younger and older workers interact with each other

4 Racial or Ethnic Discrimination what Managers should

1) start by looking at the numbers (hiring rates, promotion rates) 2) survey employees level of satisfaction 3) eliminate unclear selection and promotion criteria 4) train those who make hiring and personnel decisions

3 Diversity and Difference levels

1) surface level 2) deep level 3) social integration

4 Learning and Effectiveness Paradigm benefits

1) values common ground 2) makes a distinction between individual and group differences 3) less likely to lead to conflict, backlash, divisiveness 4) focuses on bringing different talents and perspectives together

Skills Based Diversity Training

By contrast, skills-based diversity training teaches employees the practical skills they need for managing a diverse work force, such as flexibility and adaptability, negotiation, problem solving, and conflict resolution

Chapter 12 - Part 3 Organizing

Managing Individuals & a Diverse Work Force

What can companies do to make sure that women have the same opportunities for development and advancement as men?

One strategy is mentoring, or pairing promising female executives with senior executives from whom they can seek advice and support

Awareness Training

Organizations use diversity training and several common diversity practices to manage diversity. There are two basic types of diversity training programs. Awareness training is designed to raise employees' awareness of diversity issues, such as the big 5 personality dimensions, and to get employees to challenge underlying assumptions or stereotypes they may have about others

Diversity def

broader focus that exists in an organization when there are a variety of demographic, cultural, and personal differences among both employees & customers

Div & Aff first diff

broader purpose that includes demographic, cultural, & personal differences vs specific purpose w/steps taken by an organization to create employment opportunities for minorities & women

Div & Aff Practice second diff

can exist even if organizations don't take purposeful steps to create it vs a policy for actively creating diversity

Surface Level Diversity

consists of differences that are immediately observable, typically unchangeable, and easy to measure. In other words, independent observers can usually agree on dimensions of this level of diversity, such as another person's age, sex, race/ethnicity, or physical capabilities

Social Integration

degree to which group members are psychologically attracted to working with each other to accomplish a common objective or as one manager put it "working together to get the job done"

Social Integration def

degree to which organizational or group members are psychologically attracted to working with each other to accomplish a common objective

6 Conscientiousness

degree to which someone is 1) organized 2) hardworking 3) responsible 4) persevering 5) thorough, 6) achievement oriented

Extraversion

degree to which someone is active, assertive, gregarious, sociable, talkative, and energized by others. In contrast to extraverts, introverts are less active, prefer to be alone, and are shy, quiet, and reserved. For the best results in the workplace, introverts and extraverts should be correctly matched to their jobs

Agreeableness

degree to which someone is cooperative, polite, flexible, forgiving, good-natured, tolerant, and trusting. Basically, agreeable people are easy to work with and be around, whereas disagreeable people are distrusting and difficult to work with and be around

Openness to Experience

degree to which someone is curious, broad-minded, and open to new ideas, things, and experiences; is spontaneous; and has a high tolerance for ambiguity. People in marketing, advertising, research, and other creative fields need to be curious, open to new ideas, and spontaneous. By contrast, openness to experience is not particularly important to accountants, who need to consistently apply stringent rules and formulas to make sense out of complex financial information

Emotional Stability

degree to which someone is not angry, depressed, anxious, emotional, insecure, or excitable. People who are emotionally stable respond well to stress. In other words, they can maintain a calm, problem-solving attitude in even the toughest situations (e.g., conflict, hostility, dangerous conditions, or extreme time pressures). By contrast, emotionally unstable people find it difficult to handle the most basic demands of their jobs under only moderately stressful situations and become distraught, tearful, self-doubting, and anxious. Emotional stability is particularly important for high-stress jobs such as police work, fire fighting, emergency medical treatment, piloting planes, or commanding rockets

2 Deep Level Diversity

differences such as personality & attitudes that are communicated through verbal & nonverbal behaviors & are learned only through extended interaction w/others, consists of differences that are communicated through verbal and nonverbal behaviors and are recognized only through extended interaction with others. If managed properly, the shift from surface to deep level diversity can accomplish two things, 1) coming to know and understand co-workers better can result in reduced prejudice and conflict 2) it can lead to stronger social integration

Differences btwn Diversity Paradigms

discrimination and fairness paradigm focuses on assimilation (having a demographically representative work force), and the access and legitimacy paradigm focuses on differentiation (having demographic differences inside the company match those of key customers and stakeholders)

Access & Legitimacy Paradigm Primary Benefit

establishes a clear business reason for diverisity

Access and Legitimacy Paradigm

focuses on the acceptance and celebration of differences to ensure that the diversity within the company matches the diversity found among primary stakeholders such as customers, suppliers, and local communities. This is related to the business growth advantage of diversity discussed earlier in the chapter. The basic idea behind this approach is to create a demographically diverse work force in order to attract a broader customer base

Access & Legitimacy Paradigm Primary Limitation

focuses only on surface level diversity, furthermore employees who are assigned responsibility for customers & stakeholders on the basis of gender, race, or ethnicity may eventually feel frustrated & exploited

Diversity Audits

formal assessments that measure employee and management attitudes, investigate the extent to which people are advantaged or disadvantaged with respect to hiring and promotions, and review companies' diversity-related policies and procedures

Diversity Paradigms def

general approaches or strategies for managing diversity

Div & Aff Purpose fourth diff

general purpose of this program is to create a positive work environment where no one is advantaged where 'we' is everyone where everyone can do his or her best work where differences are respected & not ignored where everyone feels comfortable, seek to benefit both organizations & their employees by encouraging organizations to value all kinds of differences vs purpose of this program is to compensate for past discrimination which was widespread when legislation was introduced in 1960s to prevent ongoing discrimination, to provide equal opportunities to all regardless of race, color, religion, sex, or national origin, a punitive approach, opponents of this policy establish only surface level diversity promoting preferential treatment

Discrimination and Fairness Paradigm Primary Benefit

generally brings about fairer treatment of employees & increases demographic diversity

IAT

implicit association test which measures extent to which ppl associate positive or negative thoughts underlying assumptions or stereotypes with blacks or whites, men or women, young or old, or other groups

Disability according to Americans With Disabilities Act

mental or physical impairment that substantially limits one or more major life activities

Div & Aff third diff

not required by law vs required by law for private employers w/fifty or more employees

Diversity Pairing

people of different cultural backgrounds, sexes, or races/ethnicities are paired for mentoring. The hope is that stereotypical beliefs and attitudes will change as people get to know each other as individuals

Affirmative Action def

refers to purposeful steps taken by an organization to create employment opportunities for minorities and women, does not guarantee diversity, an organization can create employment opportunities for women & minorities yet not have a diverse work force

Deep-Level Diversity def

reflected in differences that can be recognized only through extended interaction with others. Examples include differences in personality, attitudes, beliefs, and values. In short, recognizing deep-level diversity requires getting to know and understand co-workers better. And that matters because it can result in less prejudice, discrimination, and conflict in the workplace. These changes can then lead to better social integration

Personality

relatively stable set of behaviors, attitudes, and emotions displayed over time that make ppl different from each other

Div & Aff Reactions fifth diff

research shows that ppl who have gotten jobs or promotion as a result of this are frequently viewed as unqualified even when clear evidence of their qualifications exists

Disposition

tendency to respond to situations and events in predetermined manner

Discrimination and Fairness Paradigm

the most common method of approaching diversity, focuses on equal opportunity, fair treatment, recruitment of minorities, and strict compliance with the equal employment opportunity laws. Under this approach, success is usually measured by how well companies achieve recruitment, promotion, and retention goals for women, people of different racial/ethnic backgrounds, and other underrepresented groups

Sex Discrimination often associated with

the so-called glass ceiling, the invisible barrier that prevents women and minorities from advancing to the top jobs in organizations

Age Discrimination def

treating ppl differently in hiring, firing, promotions, or compensation due to age

Disability Discrimination

when ppl are treated differently because of their disabilities

Racial or Ethnic Discrimination

when ppl are treated differently because of their race or ethnicity

Sex Discrimination

when ppl are treated differently because of their sex

2 Organizational Plurality criteria

work environment where (1) all members are empowered to contribute in a way that maximizes the benefits to the organization, customers, and themselves, and (2) the individuality of each member is respected by not segmenting or polarizing people on the basis of their membership in a particular group