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24 Cards in this Set
- Front
- Back
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Diversity
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Dissimilarities/differences among people in age, gender, race, ethnicity, religion, sexual orientation, socioeconomic background, and capabilities/disabilities
The ethical imperative for equal opportunity Effectively managing diversity can improve organizational effectiveness There is substantial evidence that diverse individuals continue to experience unfair treatment |
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The glass-ceiling
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alludes to the invisible barriers that prevents minorities and women from being promoted to top corporate positions
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Equal Employment Opportunity laws (i.e. Title VII of Civil Rights Act, etc.)
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Aging U.S. Population
Median age in the United States is 36.2 years, by 2030, 20 per cent of the population will be over 65 Federal Age Discrimination Laws 1964 Title VII of the Civil Rights Act of 1964 1967 Age Discrimination in Employment Act |
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Women in the Work Place
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U.S. workforce is 46% percent female
Women’s median weekly earnings are $572 compared to $714 for men Women hold only 15% of corporate officer positions |
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Census Bureau
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distinguishes between the following races
American Indian, Asian, African-American, Native Hawaiian and White The racial and ethnic diversity of the U.S. population is increasing at an exponential rate Ethnicity refers to whether a person is Hispanic or not Hispanic Most Hispanics prefer to be identified by their country of origin |
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Accommodation for Religious Beliefs
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Scheduling of critical meetings
Providing flexible time off for holy days Posting holy days for different religions on the company calendar |
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Disability Issues
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Providing reasonable accommodations for individuals with disabilities
Promoting a nondiscriminatory workplace environment Educating the organization about disabilities and AIDS |
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Socioeconomic background
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refers to a combination of social class and income-related factors
Socioeconomic diversity requires that managers be sensitive and responsive to the needs and concerns of individuals who might not be as well off as others |
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Sexual Orientation Issues
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Employment and workplace discrimination
Provision of same-sex partner benefits |
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Critical Managerial Roles
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Top-management commitment and rewards for the support of diversity are critical ingredients for the success of diversity
management initiatives Managers have more influence than rank-and-file employees When managers commit to diversity, it legitimizes diversity efforts of others Effective management of diversity hinges on two factors Minorities start out at a slight disadvantage due to the ways in which they are perceived by others in the organization Research suggests slight differences in treatment can cumulate and result in major disparities over time |
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Distributive Justice
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A moral principle calling for the distribution of organizational resources to be based on meaningful contribution that individuals have made and not personal characteristics over which they have no control.
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Procedural Justice
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A moral principle calling for the use of fair procedures to determine how to distribute outcomes to organizational members.
Exists when managers: carefully appraise a subordinate’s performance take into account any environmental obstacles to high performance ignore irrelevant personal characteristics |
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What a Diversity of Employees Provides
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A variety of points of view and approaches to problems and opportunities can improve managerial decision making.
Diverse employees can provide a wider range of creative ideas. Diverse employees are more attuned to the needs of diverse customers. Diversity can increase the retention of valued organizational members. Diversity is expected/required by other firms |
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Perception
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The process through which people select, organize, and interpret what they see, hear, touch, smell, and taste to give meaning and order to the world around them.
When perceptions are inaccurate managers are likely to make bad decisions and take inappropriate actions Bad decisions include: 1) not hiring qualified people 2) failing to promote top-performing subordinates 3) promoting poorly performing managers because they have the same “diversity profile” |
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Factors that Influence Managerial Perception
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Schema
An abstract knowledge structure stored in memory that allows people to organize and interpret information about a person, event, or situation Gender Schema Preconceived beliefs or ideas about the nature of men and women, their traits, attitudes, behaviors, and preferences |
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Perception as a Determinant of Unfair
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Stereotype
Simplistic and often inaccurate beliefs about the typical characteristics of particular groups of people Bias The systematic tendency to use information about others in ways that result in inaccurate perceptions |
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Bias
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Similar-to-me effect – perceive others who are similar to ourselves more positively than we perceive people who are different
Social status effect – perceive individuals with high social status more positively than those with low social status Salience effect – focus attention on individuals who are conspicuously different |
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vert Discrimination
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Knowingly and willingly denying diverse individuals access to opportunities and outcomes in an organization
Unethical and illegal |
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Steps in Managing Diversity Effectively
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Secure top management commitment
Strive to increase the accuracy of perceptions Increase diversity awareness Increase diversity skills Encourage flexibility Pay close attention to how organizational members are evaluated Consider the numbers Empower employees to challenge discriminatory behaviors, actions, and remarks Reward employees fro effectively managing diversity Provide training utilizing a multi-pronged, ongoing approach Encourage mentoring of diverse employees |
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Mentoring
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A process by which an experienced member of an organization provides advice and guidance to a less experienced member and helps them learn how to advance in the organization and in their career.
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Quid pro quo
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Asking or forcing an employee to perform sexual favors in exchange for some reward or to avoid negative consequences.
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Hostile work environment
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Occurs when organizational members are faced with an intimidating, hostile, or offensive work environment because of their sex
Interferes with their ability to perform their jobs effectively |
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Steps to Eradicate Sexual Harassment
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Develop and clearly communicate a sexual harassment policy endorsed by top management
Use a fair complaint procedure to investigate charges of sexual harassment When it has been determined that sexual harassment has taken place, take corrective action as soon as possible Provide sexual harassment education and training to all organizational members, including managers |
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Factors to Keep in Mind About Sexual Harassment
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Every sexual harassment charge should be taken seriously
Employees who go along with unwanted sexual attention in the workplace can be victims Employees sometimes wait before they file complaints A firm’s sexual harassment policy should be communicated to each new employee and reviewed with current employees on a periodic basis Suppliers and customers need to be familiar with a firm’s sexual harassment policy Investigations of harassment charges and any disciplinary action should proceed in a timely manner Managers must protect employees from sexual harassment from any third-party employees |
