Organizational Behavior Chapter 4

educational, enforcement, exposure

3 strategies at work for managing diversity

categorizing inference expectation formation maintenance

4 step process of sterotyping

include/exclude deny assimilate suppress isolate tolerate build relationships foster mutual adaptations

8 ways to deal with diversity

internal factors

Ability is an example of this type of factor

external factors

Difficult task is an example of this type of factor

access-and-legitimacy perspective on diversity

based in recognition that the organization's markets and constituencies are culturally diverse; basically hire people of diverse backgrounds to give legitimacy to your organization and attract a large customer base

consensus (seeing to what extent an individual's behavior matches that of his peers) distinctiveness (compares a persons' behavior to one task with his behavior on other tasks) consistency (judges whether the individual's performance is consistent over time)

casual attributions are made by three things according to Kelley

external differences

differences over which we have more control. for instance, where we reside, our religious affiliation, our marital and parental status and our work experience

fundamental attribution bias

emphasizes personal factors more than situation factors while we are formulating attributions; we attribute someone's anger as part of their personality, rather than saying it was a bad day

managing diversity

enables people to perform their max potential

glass ceiling

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

affirmative action

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

self-serving bias

people tend to take more personal responsibility for success than for failure; externalize failure

Americans with Disabilities Act

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

psychological safety

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

implicit cognition

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

demographics

statistical measurements of populations and their qualities such as race, age, gender or income over time

casual attributions

suspected or inferred causes of behavior

diversity

the multitude of individual differences and similarities that exist among people

on-ramping

the process of encouraging people to return to the workforce after a break

surface-level characteristics (aka internal dimensions)

those that are readily apparent to interactants, such as race, gender and age

deep-level characteristics

traits that take time to emerge, such as attitudes, opinions and values

discrimnation

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

underemployment

working at a job that requires less education than they have