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25 Cards in this Set
- Front
- Back
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Managing Diversity and Inclusion |
Managing a diverse workforce by recognizing the characteristics common to specific groups of employees while dealing with such employees as individuals and supporting, nurturing, and utilizing their differences to the organization's advantage |
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Diversity management |
Proactive in nature |
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Affirmative action |
More reactive and focus on compliance Special efforts to recruit and hire qualified members of groups that have been discriminated against in the past |
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Glass ceiling |
A metaphor for an invisible barrier that makes it difficult for women and minorities to move beyond a certain level in the corporate hierarchy |
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Sexual harassment |
Conduct of a sexual nature that has negative consequences for employment |
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Quid pro quo harrassment |
Occurs when submission to or rejection of sexual conduct is used as a bias for employment decisions |
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Hostile environment |
Occurs when unwelcome sexual conduct has the purpose or effect of unreasonably interfering with job performance or creating an intimidating, hostile, or offensive working environment Persistent or persuasive displays of pornography, lewd or suggestive remarks, and demeaning taunts or jokes |
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Monolithic organization |
An organization that has a low degree of structural integration, employing few women, minorities, or other groups that differ from the majority, and thus has a highly homogeneous employee population |
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Pluralistic organization |
An organization that has a relatively diverse employee population and makes an effort to involve employees from different gender, racial, or cultural backgrounds |
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Multicultural organizations |
An organization that values cultural diversity and seeks to utilize and encourage it |
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Diversity training programs |
Attempt to identify and reduce hidden biases and develop the skills needed to manage a diversified workforce effectively Two components: awareness and skill building |
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Awareness building |
Designed to increase recognition of the meaning and importance of valuing diversity Sensitize employees to the assumptions they make about others and the way those assumptions affects their behaviors, decisions, and judgements |
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Skill building |
Ains to develop the skills that employees and managers need to deal effectively with one another and with customers in a diverse environment |
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Support groups |
To promote information exchange and social support Provide emotional and career support for members who traditionally have not been included in the majority's informal groups |
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Mentors |
Higher lever managers who help ensure that high potential people are introduced to top management and socialized into the norms and values of the organization |
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Expatriates |
Parent company nationals who are sent to work at a foreign subsidiary |
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Host county nationals |
Individuals from the country where an overseas subsidiary is located |
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Third country nationals |
Individuals from a country other than the home country of an overseas subsidiary |
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Inpatriates |
Foreign nationals transferred to work at the parent company |
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Ethocentrism |
The tendency to judge others by the standards of ones group or culture, which are seen as superior |
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Culture shock |
The disorientation and stress associated with being in a foreign environment |
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Power distance |
The extent to which a society accepts the fact that power in organizations is distributed unequally |
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Individualism/collectivism |
The extent to which people act on their own or as a part of a group |
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Uncertainty avoidance |
The extent to which people in a society feel threatened by uncertain and ambiguous situations |
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Masculinity/femininity |
The extent to which society values quantity of life over quality of life |
