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