IET 501 ch 13

Fact

diversity has increased, so have the number of discrimination complaints with the equal employment opportunity commission (EECO), which investigates employee claims and sometimes brings lawsuits on behalf of workers.

fact

research show that companies with several senior-level women outperform those without senior-level women both financially and organizationally. 1. both the glass ceiling and the decision to opt out of a high-pressure career have an impact on women's advancement opportunities and pay

sterotypes

which are rigid exaggerated, irrational beliefs associated with a particular group of people. 1. successful managing diversity, managers need to eliminate harmful stereotypes from their thinking, shedding and biases that negatively affect the workplace

Diversity initiatives and programs

91 percent of companies executives said they believe diversity initiatives and programs help maintain a competitive advantage. improving employee morale, decreasing interpersonal conflict, facilitating progress in new markets, and increasing the organizations creativity.

BAE system

A large defense contractor provides unconscious bias training to all employees so that people are aware that their hidden biases may affect decisions.

ranking of gender equality in 148 countries

Iceland ( ranked #1) Rwanda and Germany

discrimination

If someone acts out their prejudicial attitudes toward people who are targets of their prejudice. 1. mistreating people because they have a different ethnicity is ethnic discrimination. 2. blatant discrimination is not as in the past, bias in the workplace often shows up in subtle way

Managing diversity

a key management skill in today's global economy, means creating a climate in which the potential advantages of diversity for organizational or group performance are maximized, while the potential disadvantages are minimized

Expanding recruitment efforts

a new approach to recruitment means making better use of formal recruiting strategies, offering internship programs to give people opportunities and developing creative ways to draw on previously unused labor markets.

Employee affinity groups

are based on social identity, such as gender or race and are organized within companies to focus on concerns of employees from that group. 1. these activities give people a chance to meet , interact with, and develop social and professional ties to others throughout the organization, which may include key decision makers

Affinity groups

are powerful way to reduce social isolation for women and minorities, help these employees be more effective, and enable members to achieve greater career advancement. 1. Affinity groups can be important tools for helping organizations retain managerial-level employees. pg. 442

bamboo ceiling

combination of culture and organizational barriers that impede Asians career progress.

grip groups

help to retain minority employees, enhance diversity efforts, and spark new ideas that can benefit the organization.

glass ceiling

is an invisible barrier that exists for women and minorities that limits their upward mobility in organizations. they can look up through the ceiling and see top management, but prevailing attitudes and serotypes are visible obstacles to their own advancement.

prejudice

is the tendency to view people who are different as being deficient.

pluralism

means that an organization accommodates several subcultures. pg 433

value differeces

means that they recognize individuals difference and see these differences with an appreciative attitude. 1. to facilitate this attitude, managers can learn about culture patterns and typical beliefs of groups to help understand why people act the way they do. 2. stereotyping is a barrier to diversity, but valuing cultural differences facilitates diversity

unconscious bias

occurs when a person is not aware of the bias in his or her favorable and unfavorable assessments, actions, and decision toward members of specific groups. 1. people have innate biases and left to their own devices they will automatically discriminate. 2.bias is still a big problem in organization pg. 430

unconscious bias theory

suggest that white males, for example, will inevitable slightly women and minorities because peoples decision are influenced by unconscious bias.

challenges of managing a diverse workforce

creating an environment where all employees feel accepted as members of the team and where their unique talents are appreciate 1. managers create a feeling of inclusiveness employees display more loyalty, cooperation, and trustworthiness.

monoculture

culture that accepts only one way of doing things and one set of values and beliefs, which can cause problems for minority employees.

diverse teams

perform efficiently add value by combining individuals strengths, making the whole greater than the sum of its parts

diversity of thought

provides a broader and deeper base of ideas, opinions, and experiences for problem solving creativity and innovation. 1. heterogenous teas and organizations, made up of individuals with different backgrounds and skill sets, increase the chances 2. managers who cultivate a diversity of thought significantly increase the chance of creating hard to replicate competitive advantage 3.strengths of diversity, teams are more likely to experience higher efficiency, better quality, less duplication of effort among team members, and increased innovation and creativity. 4. teams collective intelligence increases when there are more women members on the team

reverse mentoring

rather than having an older more experience manager mentor a younger employee, revers mentoring has younger managers and employees helping older navigate the challenges they face with new technology

fact

some women never hit the glass ceiling because they choose to get off the fast track long before it comes into view. refers to the opt out trend opt-out proponents say women are deciding that corporate success isn't worth the price in terms of reduce family and personal time, greater stress, and negative health effects.

Chief Diversity Officer

whose role is to create working environments where women and minorities can flourish

The Female Advantage

women actually make better managers partly because of more collaborative, less hierarchical, more relationship-orientated approach that is in tune with todays global and multicultural environment. 1. nonhierarchical collaborative, and inclusive style of management that women seem particular suited for. 2. women of all race and ethnic groups are outpacing men in earning bachelors and masters degree. women are rapidly closing the MD and Ph D. gap, and they make up about half of all U.S. law students, half of all undergraduate business majors and about 30 percent of MBA candidates

Dividends of Diversity

1. Better use of employee talent: companies with the best talent are the ones wit the best competitive advantage. Attracting a diverse workforce is not enough; companies must also provide career opportunities and advancement for minorities and women to retain them 2. Increased understanding of the marketplace: A diverse workforce is better able to anticipate and respond to changing consumer needs. 3. Enhanced breadth of understanding in leadership positions: homogenous top management teams tend to be myopic in their perspectives. business operation in an increasingly complex and rapidly changing environment to deploy a broad range of talents. provides a breadth of understanding of the world and the environment and a fusion of the very best values and different perspectives which make up that world. 4. Increased quality of team problem solving: teams with diverse backgrounds bring different perspectives to discussion that results in more creative ideas and better solutions. 5. Reduce cost associated with high turnover, absenteeism and lawsuits: companies that foster a divers workforce reduce turnover, absenteeism, and the risk of lawsuits. family responsibilities contribute to turnover and absenteeism, many companies offer child-care and elder-care benefits, flexible work arrangements, telecommuting and part time employment to accommodate employee responsibilities at home. Discrimination lawsuits are also a costly side effect of discriminatory work environment.

Two specific issues that illustrate how the environment and the workplace are changing are increasing in foreign-born employees and the rise of female employees

1. Increased diversity: Todays workplace is becoming more diverse as the number of foreign-born workers increases. 2. More women workers: women outnumber men in the workplace, and their numbers are projected to grow slightly faster, at 7.4 present compared to 6.3 percent for men

advice for minorities and women to break through the glass ceiling into senior management roles.

1. be assertive and ask for what you want: 2.highlight your achievements.

list of various forms of sexual harassment

1. generalized: this form involves sexual remarks and actions that are not intended to lead to sexual activity but that are directed toward a coworker based solely on gender and reflected on the entire group. 2. Inappropriate/offensive: although it is not sexually threatening, the behavior causes discomfort in a coworker, whose reaction in avoiding the harasser may limit his or her freedom and ability to function in the workplace. 3.solicitation with promise of reward: this action trends a fine line as an attempt to purchase sex with the potential for criminal prosecution. 4. Coercion with threat of punishment: the harasser coerces a coworker into sexual activity by using the threat of power ( through recommendations, grades, promotions, and so on) to jeopardize the victims career. 5. sexual crimes and misdemeanors: highest level of sexual harassment, these acts would, if reported to the police, be considered felonies or misdemeanors.

two different ways of thinking

1.stereotypes are often based on folklore, media portrayals, and other unreliable sources of information. 2. stereotypes contain negative connotations: managers who value diversity view differences as potentially positive or neutral. 3. stereotypes assume that all members of a group have the same characteristics: managers who value diversity recognize that individuals within a group of people may or may mot share the same characteristics

Diversity

is defined as all the way in which people differ. decades ago companies defined diversity as terms of race, gender, age, lifestyle, and disability. 1. changes mindsets , and create new opportunities for many. 2. inclusive definition of diversity: a spectrum of differences that influences that influence how employees approach work, interact with each other derive satisfaction from their work, and define who they are as people in the workplace.

mentor

is higher ranking organizational member who is committed to providing upward mobility and support to proteges professional career. 1. a successful way to eliminate the glass ceiling. 2. mentoring provides minorities and women with direct training and inside information on the norms and expectations of the organization. 3. mentor also acts as a friends or counselor, enabling the employee to feel more confident and capable.

Ethnorelativism

is the belief that groups and subcultures are inherently equal 1. the goal for organization seeking diversity is pluralism rather than a monoculture and ethnorelativism rather than ethnocentrism.

Ethnocentrism

is the belief that ones own group and culture are inherently superior to other groups and cultures. 1. is a dilemma that gets in the way of minority managers is ethnocentrism 2. makes it difficult for managers to value diversity. viewing ones culture as the best culture is a natural tendency among most people. 3. ethnocentric viewpoints and standards set of cultural practices produce a monoculture

Inclusion

is the degree to which an employee feels like an esteemed member of a group in which his or her uniqueness is highly appreciated. it creates a strong sense of belonging and trust that all people can have their voices heard and appreciated.

fact

managers who cultivate a divers workforce have been shown to improve their organizations chances of success diverse teams that perform efficiently add value by ts

1. Fact

mangers who want to boost performance and jumpstart innovation that diverse teams produce the best results.