Chapter 12: Diversity Management

A fundamental change in a system or in a way of thinking or viewing the world is referred to as A. a paradigm shift B. a strategic shift C. diversity awareness D. rementalizing E. cognitive dissonance

A

Cultural disorientation causing expatriates physical and emotional stress and creating an inability to respond to situations appropriately is referred to as A. culture shock B. non-cognitive dissonance C. culture fright D. burnout E. cultural assimilation

A

Experts suggest two specific types of training in diversity training programs, including A. awareness training B. computer training C. physical training D. technical training E. advance training

A

Home country nationals who are sent by their organizations to foreign locations on temporary or extended stay are called A. expatriates B. host country nationals C. third country nationals D. landed visitors E. foreign nationals

A

In committing to diversity management, an organization should review all existing systems and practices, and __________ all those that are found lacking. A. discontinue or modify B. support C. add to D. ignore E. publicly deny

A

In the near future, nearly __________ of Canadian women will be in the labour force. A. 80 percent B. 25 percent C. 60 percent D. 10 percent E. 35 percent

A

Some tactics for counteracting resistance to diversity management can include A. clear articulation of the rationale for change B. restricted involvement of managers and other organizational members with power C. restricted involvement of the mainstream employees D. putting off increasing employee diversity until resistance disappears E. dismissing employees that object

A

The traditional set of informal relationships among male managers that provides better career opportunities for men, and reinforces a male culture is known as A. the old boy's network B. the executive brotherhood C. the fraternity of men D. the glass floor E. the closed-door phenomenon

A

A Japanese responds to a Canadian's business proposal by saying: "That will be difficult." This in fact really means A. "difficult, but not impossible" B. "no, don't even bother" C. "it won't be difficult at all, but I can do it so easily that I wish to save you face" D. "I must check with my superiors first" E. "let's negotiate further"

B

A committee entrusted to oversee diversity efforts, implement processes, and serve as a communication link is called A. an employee involvement committee B. a diversity committee C. a job evaluation committee D. a management committee E. a rather nice little committee

B

A diverse workforce A. often offers little advantage B. can be a major managerial challenge C. will not involve large differences in values and behaviour D. is impossible to achieve E. is easy to manage despite individual differences

B

According to the 2006 census over _________ of Canadians were born outside the country. A. 32 percent B. 18 percent C. 5 percent D. 20 percent E. 50 percent

B

According to the 2006 census, the largest visible minority group in Canada is A. Chinese B. South Asian C.Black D. Italian E. Irish

B

As with most processes, the final step in developing a diversity management initiative is A. top management follow-up B. evaluation of results and follow-up C. employee attitude survey D. training and education of employees E. analyze present systems

B

At a minimum, diversity is seen to include seven areas, such as age, gender, race (etc.), and these areas are often referred to as the A. core characteristics of diversity B. core dimensions of diversity C. core diversity traits D. core ethnic differences E. traits of oneness

B

Canadian multi-culturalism is not just a new phenomenon at the start of the 21st century, and indeed Canada could have been considered to be a racial and ethnically diverse country as early as A. 1600 B. Confederation in 1867 C. 1920 D. 1945 E. 1985

B

Diversity programs where members of disadvantaged groups are encouraged to work with a senior manager who acts as friend and guide within the organization are called A. apprenticeship programs B. mentoring programs C. alternate work arrangements D. support groups E. corrective behaviour groups

B

If a diversity training program focuses solely on the knowledge and skills related to a single culture it can be said to be A. process training B. content training C. technical training D. cultural training E. physical training

B

In Canada, as compared to some other cultures, time is A. not important in itself B. critical, scarce, and linear C. measured by events D. cyclical E. not necessarily measured by clocks

B

Local citizens employed in the host country by foreign-owned firms are called A. third country nationals B. host country nationals C. landed immigrants D. expatriates E. foreign nationals

B

One reason that women have difficulties in moving up through the managerial levels of many companies is due to A. their inability to make decisions under pressure B. the existence of an old boy's network C. their desire not to want such jobs D. their progress is being hindered by employment equity regulations E. the fact that many companies do not have managerial levels

B

The concept of the glass ceiling is meant to indicate the invisible, but real, barriers that can prevent __________ from advancing within an organization. A. men under 20 years of age B. visible minorities C. men over 50 years old D. union members E. upper management

B

The factors critical in reviewing and changing systems and practices when an organization commits to diversity management include all the following except A. senior management commitment B. avoiding evaluating of results in order to prevent bias C. establishing a diversity committee D. communication of changes E. education and training

B

To identify the ideal future state, one of the key steps in diversity management, an organization needs to A. ignore the demographics of its current workforce B. assess the values and needs of its workforce C. change systems, policies, and practices D. evaluate the changes E. change systems and practices

B

A diversity training program in which young people from disadvantaged groups are attracted to entry-level and technical jobs, and learn a trade or skill (sometimes even before they enter the organization) are called A. mentoring programs B. support groups C. apprenticeships D. pre-employment programs E. sports programs

C

A manager in an organization who successfully encourages employees with varying beliefs, cultures, and values to be acknowledged and accepted can be considered to be good at A. maintaining productivity under strained circumstances B. centralizing organizational power C. managing diversity D. controlling diversity E. ergonomic organization

C

Benefits and advantages of recruiting host country nationals can include all of the following except A. fluent in local language B. knowledge of prevailing customs and culture C. familiarity with corporate culture and practices D. usually less expensive E. host countries often favour the practice

C

Canada's cultural diversity is known as a(n) A. melting pot B. assimilation attempt C. mosaic D. immigration acceptance E. bicultural assimilation technique

C

Diversity training aims to develop international managers with a __________ that allows them to see events in the bigger picture, recognize the contradictory forces that can exist with diversity, and deal appropriately with matters. A. world view B. corporate view C. global mindset D. global dissonance E. international sympathy

C

Diversity, at a minimum, is considered to include __________ core areas of differences (such as race, age, religion) A. five B. six C. seven D. eight E. nine

C

Employee diversity can be seen as a competitive advantage because A. people learn to get along B. it can provide the organization with cheap labour C. it enables companies to develop a greater understanding of the diversity of their customers D. the law says that organizations must have a diverse workforce E. it balances the fact that Canada is becoming a less diverse country

C

If a diversity training program focuses on developing an understanding of how diversity affects leadership style, teamwork, interpersonal communication, and other managerial-employee issues, it can be said to be A. content training B. parable training C. process training D. systems training E. technical training

C

In order for a commitment to diversity management to be successful, an organization A. must play down all changes in order not to create a backlash B. must avoid direct communication and allow the informal grapevine to convey information "indirectly" C. must communicate all relevant information thoroughly and continuously D. should communicate policies and goals, but not successes and failures E. must make certain that senior management remains uninvolved so as to permit lower level flexibility

C

In order to be effective, an organization's diversity management committee should A. solely represent traditionally disadvantaged groups B. should not be directly involved in initiatives, or in education and communication strategies C. represent all employee groups broadly (eg. not just race, but also age, occupation, home province, etc.) D. report to middle management E. typically have at least 15 to 20 members from across the organization

C

The new paradigm of business operating assumptions is that A. success is linked to standardization B. diversity is more a cost than an advantage to the organization C. diversity is a competitive advantage to an organization despite its costs D. key emphasis is on personal values of competitiveness, aggressiveness and individuality E. policies and procedures are shaped to satisfy the views of senior executives

C

The process of using a few observable characteristics to assign someone to a preconceived social category with set behaviours is referred to as A.the halo effect B. ethnotyping C. stereotyping D. stereophonics E. monotyping

C

According to the 2001 census, of all couples in the country, approximately __________ of these are same-sex common-law relationships. A. 10 percent B. 5.9 percent C. 0.05 percent D. 0.6 percent E. 22 percent

D

An effective organizational response to developing a diversity management program includes all of the following steps except A. changing systems, procedures and practices B. identifying an ideal future state C. evaluating results and follow-up D. detailed investigation of external environment E. analyzing present systems and procedures

D

Core competencies of expatriate managers are all of the following except A. negotiation skills B. resourcefulness C. change-agent skills D. translation skills E. cultural adaptability

D

It is considered that there are also some secondary factors that have an impact on human diversity, and these could include all the below except A. where one lives B. education C. family status D. sexual orientation E. income

D

Systems and practices that require modification in order to be successful at diversity management include all of the following except A. training B. reward systems C. leadership skills and practices D. health and safety policies E. career development

D

The challenge of managing diversity is to A. not be concerned about productivity in the short term B. have workers do more work for the same or less pay C. deal with people you don't like D. minimize anxiety and uncertainty E. substitute commitment for growth

D

The core dimensions of diversity include all the following except A. gender B. race C. mental and physical capabilities D. management status E. age

D

To look someone in the eyes when talking A. signifies interest and trustworthiness in all cultures B. signifies disrespect and even rudeness in all cultures C. has no significance in any culture D. can signify either interest or disrespect depending on the culture E. signifies power and authority in most cultures

D

Diversity management recognizes that an organization is a "salad bowl" or __________ where diverse employees come together to make a unique contribution to the whole while maintaining their individuality. A. melting pot B. frying pan C. rainbow D. blender E. mosaic

E

Factors that encourage members of an organization to embrace diversity management can include A. misperceptions B. prevailing stereotypes C. lack of understanding of a need for change D. stories of negative outcomes from attempts elsewhere E. success stories from other places

E

Factors that make diversity management strategically important include all of the following except A. a changing workforce B. a change in organizational assumptions about people and their work C. improved competitive advantage D. importance of human capital E. decreasing the role of work teams

E

In a broad sense, the important human characteristics that are influenced by workplace diversity include all of the following except A. values B. perceptions of self and others C. interpretation of events around him or her D. behaviours E. anxiety

E

In an organization serious about diversity management, training must be provided to all employees except A. the CEO B. custodians C. middle managers D. union employees E. there are no exceptions; training must be provided for all members of the organization

E

International human resource management requires addition, deletion, and modification to traditional human resource functions, including all the following except A. recruitment B. orientation C. training and development D. performance appraisals E. technological improvements

E

Resistance to diversity management within an organization usually comes from all the below except A. employees B. senior managers C. unions D. supervisors E. customers

E

Some types of diversity training programs used by organizations include all the below except A. alternate work arrangements B. mentoring programs C. support groups D. apprenticeships E. job enrichment

E

The combination of factors that has changed the way Canadian organizations work and whom they employ includes all the following except A. major changes in social values B. government policies C. demographic changes D. changes in technology E. decreasing global operations

E

The first critical factor for an organization that wishes to make changes in response to diversity management is A. establish a diversity committee B. gain senior management support C. develop education and retraining programs D. provide wide communication of plans and changes E. conduct a personnel audit of all current employees using demographics

E

The new paradigm of operating assumptions in business are that all the following apply except A. diversity is a competitive advantage B. success is linked to individual contributions C. rules and policies are to satisfy customers D. "feminine" values are equally important for organizational success E. relationship orientation is no longer necessary

E

The second key step in committing an organization to diversity management is A. identifying an ideal future state B. changing systems, procedures, and practices C. evaluating the changes and the results D. analyzing external workforce demographics E. analyze present systems and procedures

E

The steps in committing an organization to diversity management include all of the following except A. changing systems, policies, and practices B. analyzing present systems and procedures C. identifying ideal future state D. evaluating results and follow-up E. maintaining existing paradigms

E

The traditional paradigm of business operating assumptions was that all the following applied except A. standardization (not individualism) was linked to success B. diversity was a cost C. rules and policies were shaped by top management D. there was an emphasis on "masculine" values E. diversity was a competitive advantage

E

The HR department can play an important role in diversity management initiatives within an organization by doing all of the following except A. keeping abreast of cultural differences in international operations B. proactively working with operating managers and project leaders to identify solutions to cultural differences C. be a catalyst in starting the steps for diversity management D. setting goals for hiring minority groups in international operations E. initiating diversity training

d