Organizational Behavior Ch. 4

We build stereotypes through a four-step process.

1. Categorization 2. Inferences 3. Expectations 4. Maintenance

Characteristics of the Situation

1. Context of interaction 2. Cultural and racial consistency

Characteristics of the Target

1. Direction of Gaze 2. Facial Features and body shape 3. Nonverbal cues 4. appearance or dress 5. Physical Attractiveness

Characteristics of the Perceiver

1. Direction of gaze 2. Needs and Goals 3. Experience with target 4. Category-based knowledge 5. Gender and emotional status 6. Cognitive load

Ann Morrison identified three key strategies in successfully managing diversity

1. Educational component 2. the enforcement component 3. the exposure component

Most common barriers to implementing successful diversity programs

1. inaccurate stereotypes and prejudices 2. Ethnocentrism 3. Poor Career planning 4. A negative diversity climate 5. A hostile working environment for diverse employees 6. Diverse employees lack of political savvy 7. Difficulty balancing career and family issues 8. fear of reverse discrimination 9. lack of organizational priority for diversity 10. A poor performance appraisal and reward system 11. resistance to change

Four Layers of Diversity

1. personality 2. internal dimensions 3. external dimensions 4. organizational dimensions

Stages of Social Perception

1. selective attention/comprehension 2. encoding and simplification 3. storage and retention 4. retrieval and response

LGBT

An acronym identifying a group defined by sexual orientation and consisting of lesbians, gay men, bisexuals, and transgender people

Perception is influenced by three key components

Characteristics of the perceiver, target, and situation

Fritz Heider, the founder of attribution theory, proposed that behavior can be attributed to either:

Internal factors or External factors

R Roosevelt Thomas Jr's Generic Action Options

Thomas identified eight basic responses for handling any diversity issue Option 1: Include/Exclude Option 2: Deny Option 3: Assimilate Option 4: Suppress Option 5: Isolate Option 6: Tolerate Option 7: Build Relationships Option 8: Foster Mutual Adaptation

Diversity Climate

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

Transgender

applies to anyone whose gender identity or gender expression is different from sex at birth

casual attribution

are suspected or inferred causes of behavior

Deep-level characteristics

are those that take time to emerge in interactions, such as attitudes, opinions, and values (Eternal dimensions & Organizational dimensions)

Distinctiveness

compares a person's behavior on one task with his or her behavior on other tasks

consensus

compares an individual's behavior with that of his or her peers

Managing Diversity

enables people to perform up to their maximum potential

semantic memory

general knowledge about the world, as a kind of mental dictionary

cognitive categories

groups of objects that are considered equivalent

Harold Kelly Attribution Theory

hypothesized that people make casual attributions by observing three dimensions of behavior: Consensus, Distinctiveness, and Consistancy

Glass Ceiling

identifies an invisible but absolute barrier that prevents women from advancing to higher-level positions

event memory

information about both specific and general events

Perception

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

stereotype

is an individuals' set of beliefs about the characteristics or attributes of a group

Affirmative Action

is an intervention aimed at giving management a chance to correct an imbalance, injustice, mistake, or outright discrimination that occurred in the past.

Access-and-Legitimacy perspective

is based in recognition that the organization's markets and constituencies are culturally diverse

Attention

is the process of becoming consciously aware of someone or something

Consistency

judges if the individual's performance on a given task is consistent over time

Discrimation

occurs when employment decisions about an individual are based on reasons not associated with performance or related to the job.

On-ramping

programs that encourage people to reenter the workforce after a temporary career break

Americans with Disabilities Act

prohibits discrimination against those with disabilities and requires organizations to reasonably accommodate an individual's disabilities

Fundamental Attribution Bias

reflects our tendency to attribute another person's behavior to his or her personal characteristics, rather than to situation factors

Psychological Safety

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

Schema

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

Implicit Cognition

represents any thought or beliefs that are automatically activated from memory without our conscious awareness

Diversity

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

Salient Stimuli

something that stands out from its context

Person Memory

supply information about a single individual or groups of people

Demographics

the statistical measurements of populations and their qualities over time.

Self -Serving Bias

the tendency for people to take personal credit for success but blame failure on external factors

attribution theory

the theory that we explain someone's behavior by crediting either the situation or the person's disposition

Surface-level Characteristics

those that are quickly apparent to interactants, such as race, gender, and age (Personality & Internal dimensions)

Underemployed

working at jobs that require less education than they have