Organizational Behavior Chapter 2

Front 1

Diversity

Back 1

- Represents the multitude of individual differences and similarities that exist among people

- Pertains to the host of individual differences that make all of us unique and different from others.

Front 2

4 Layers of Diversity

Back 2

1. Personality

2. Internal Dimensions

3. External Dimensions

4. Organizational Dimensions

Front 3

Personality

Back 3

Personality

Front 4

Internal dimensions

Back 4

- Age

- Race

- Ethnicity

- Physical ability

- Sexual orientation

- Gender

Front 5

External dimensions

Back 5

- Geographic location

- Income

- Personal habits

- Recreational habits

- Religion

- Educational background

- Work experience

- Appearance

- Parental status

- Marital status

Front 6

Organizational dimensions

Back 6

- Functional level/classification

- Work content/field

- Division/department/unit/group

- Seniority

- Work location

- Union affiliation

- Management status

Front 7

Affirmative action

Back 7

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

Front 8

Discrimination

Back 8

Occurs when employment decisions about an individual are due to reasons not associated with performance or are not related to the job

Front 9

Managing diversity

Back 9

- Entails enabling people to perform up to their maximum potential

- Focuses on changing an organization's culture and infrastructure such that people provide the highest productivity possible

Front 10

Organizations cannot use diversity as a strategic advantage if employees fail to contribute their full _______, _______, _______, and _______.

Back 10

Talents, abilities, motivation, and commitment

Front 11

It is essential for an organization to create...

Back 11

an environment or culture that allows all employees to reach their full potential

Front 12

Managing diversity is a critical component of...

Back 12

creating an environment or culture that allows all employees to reach their full potential

Front 13

Workforce demographics

Back 13

- Statistical profiles of the characteristics and composition of the adult working population

- Enable managers to anticipate and adjust for surpluses or shortages of appropriately skilled individuals

Front 14

Demographic-based characteristics of the workforce

Back 14

1. Women navigate a labyrinth after breaking the glass ceiling

2. Racial groups are encountering a glass ceiling and perceived discrimnation

3. Mismatch between workers' educational attainment and occupational requirements

4. Generational differences in an aging workforce

Front 15

Glass ceiling

Back 15

Represents an absolute barrier or solid roadblock that prevents women from advancing to higher-level positions

Front 16

Key trends:

1. Men start their careers at ______ levels than women.

2. Men report ______ starting salaries.

3. Men move up the career ladder _______ and _____ than women.

4. Men have _______ career satisfaction over time than women.

Back 16

higher, higher, faster and further, higher

Front 17

Causes of differences:

- Women face ________.

- Women encounter more obstacles to their _______ and _______ than men.

- Women accumulate less _______ _______ _______ than men because...

- Women have less ______ ______ and lower ______ of ______ _______ than men.

Back 17

- discrimination

- leadership, authority

- continuous work experience, they periodically exit the workforce for a family or motherhood

- social capital, breadth of personal networks

Front 18

- Minorities in general are advancing ____ in managerial and professional ranks than whites.

- The number of race-based charges of discrimination that were deemed to show reasonable cause by the EEOC _________ between 1995 and 2008

- Minorities tend to earn ____ personal income than whites.

Back 18

less, increased, less

Front 19

By 2011, ____ of the US workforce will be over 50 years of age, and ____% will be over 50 years old by 2018.

Back 19

half, 80

Front 20

Patriotic, loyalty, discipline, conformist, high work ethic, and respect for authority are broad traits of ________.

Back 20

Traditionalists

Front 21

Workaholic, idealistic, work ethic, competitive, materialistic, and seeks personal fulfillment are broad traits of _________.

Back 21

Baby boomers

Front 22

Self-reliance, work-life balance, adaptable, cynical, distrust authority, independent, and technologically savvy are broad traits of _________.

Back 22

Gen Xers

Front 23

Entitled, civic-minded, close parental involvement, cyberliteracy, appreciate diversity, multitasking, work-life balance, and technologically savvy are broad traits of __________.

Back 23

Millenials

Front 24

Multitasking, online life, cyberliteracy, and communicate fast and online are broad traits of __________.

Back 24

Gen 2020ers

Front 25

Managing Gender-Based Diversity:

1. Focus on being exceptionally ________ and seek ________ or ________.

2. ________ to build social capital.

3. Seek _______ by delegating housework or hiring domestic help.

4. Improve your ________ skills.

5. ___________ for your accomplishments.

6. Work toward creating a ________ with your spouse that leads to a ________ _________ relationship.

Back 25

- competent, mentors or sponsors

- network

- work-life balance

- negotiating

- take credit

- partnership, mutually supportive

Front 26

Negative stereotypes not only block qualified people from obtaining _________, but they can undermine a person's confidence in their ___________.

Back 26

promotions, ability to lead

Front 27

Ways organizations can motivate and retain an aging workforce:

1. Provide challenging _______ that __________ to the firm.

2. Give the employee considerable ____________ and _________ in completing a task.

3. Provide equal access to _________ and _________ opportunities when it comes to new ___________.

4. Provide frequent _______ for skills, experience, and wisdom gained over the years.

5. Provide ________ opportunities whereby older workers can pass on accumulated ________ to younger employees.

6. Ensure that older workers receive _________ supervision.

7. Design a work environment that is both __________ and ________.

Back 27

- work assignments, make a difference

- autonomy, latitude

- training and learning, technology

- recognition

- mentoring, knowledge

- sensitive, high quality

- stimulating, fun

Front 28

Social categorization theory

Back 28

- Holds that similarities and differences are used as a basis for categorizing self and others into groups, with ensuing categorizations distinguishing between one's own in-group and one or more out-groups.

- People tend to like and trust in-group members more than out-group members and generally favor in-groups over out-groups.

Front 29

Information/decision-making theory

Back 29

Proposes that diverse groups should outperform homogenous groups

Front 30

Positive effects of diverse work groups

Back 30

- Diverse groups are expected to do a better job in earlier phases of problem solving.

- The existence of diverse perspectives can help groups to brainstorm or uncover more novel alternatives during problem-solving activities.

- Diversity can enhance the number of contacts a group or work unit has at its disposal.

Front 31

Demographic fault line

Back 31

Hypothetical dividing lines that may split a group into subgroups based on one or more attributes.

Front 32

Fault lines form when work-group members possess _________________ and negative ____________ occur when people align themselves based on _____________ or _____________

Back 32

- varying demographic characteristics

- interpersonal processes

- salient fault lines

- demographic characteristics

Front 33

Barriers and challenges to managing diversity

Back 33

1. Inaccurate stereotypes and prejudice

2. Ethnocentrism

3. Poor career planning

4. A negative diversity climate

Front 34

Diversity climate

Back 34

Employees' aggregate perceptions about an organization's policies, practices, and procedures pertaining to diversity

Front 35

Barriers and challenges to managing diversity

Back 35

1. An unsupportive and hostile working environment for diverse imployees.

2. Lack of political savvy on the part of diverse employees.

3. Difficulty in balancing career and family issues.

4. Fears of reverse discrimination.

5. Diversity is not seen as an organizational priority.

6. The need to revamp the organization's performance appraisal and reward system.

7. Resistance to change.

Front 36

Organizational practices used to effectively manage diversity

Back 36

1. Include/Exclude

2. Deny

3. Assimilate

4. Suppress

5. Isolate

6. Tolerate

7. Build relationships

8. Foster mutual adaptation