ob chapter02-97-2003.ppt
TRANSCRIPT
Slide 118-*
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2-*
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Learning Objectives
Describe the two major forms of workforce diversity.
Recognize stereotypes and understand how they function in organizational settings.
Identify the key biographical characteristics and describe how they are relevant to OB.
Define intellectual ability and demonstrate its relevance to OB.
Contrast intellectual and physical ability.
Describe how organizations manage diversity effectively.
2-*
The learning objectives of Chapter 2 can be defined in six steps:
First, to describe the two major forms or workplace diversity.
Second, to recognize stereotypes and understand how they function in organizational settings.
Third, to identify key biographical characteristics of people and how they are relevant to OB.
Fourth, to define intellectual ability and demonstrate its relevance to OB.
Fifth, to contrast the differences between intellectual and physical ability.
And last, to describe how organizations manage diversity effectively.
*
What is Diversity?
Diversity- is defined as real or perceived differences among people that affect their interactions and relationships. “We are not all the same!”
Effective diversity management increases an organization’s access to the widest pool of skills, abilities, and ideas.
Differences lead to miscommunication, misunderstanding, and conflict.
2-*
Diversity Management
It is the application of the organization’s understanding of diversity.
It is the way that organizations recognize and utilize the differences that will allow them to create a culture that capitalizes on their workforce diversity to be a leader in the marketplace.
2-*
Describe How Organizations
Manage Diversity Effectively
Diversity is more successful when it is everyone’s business, not just for certain groups of employees.
2-*
LO 6
*
Describe the Two Major
Forms of Workforce Diversity
Surface-Level Diversity
Deep-Level Diversity
Diversity Management
LO 1
Everyone brings differences to the organizations where they work. These differences can create energy and excitement in the workplace, but they can also cause conflict. So it is important that we have an understanding of how diversity works in organizations.
*
Diversity
Surface Level Diversity - represents the characteristics that are easily observed such as race, gender, age etc. Demographics mostly reflect surface-level diversity.
Deep Level Diversity - represents the aspects that are more difficult to see at first glance such as values, personality, and work preferences.
2-*
Diversity
Discrimination - is to note a difference between things. Discrimination is behavior based on the attitude of prejudice.
Prejudice – is “irrationally based” negative attitudes about certain groups and their members. Prejudice is an attitude.
2-*
Stereotypes and How They
Function in Organizational Settings
Everyone has attitudinal stereotypes—of national groups, religious groups or racial groups.
Copyright © 2015 Pearson Education Ltd.
Stereotypes and How They
Function in Organizational Settings
Stereotyping happens when differences between things are reduced in importance and similarities are over emphasized.
Stereotyping by preexisting beliefs and ideas associated with the physical characteristics leads to unfair discrimination and negative attitudes and feelings among workers.
2-*
*
A Sample of Stereotyping
An airplane takes off from the airport. The captain is Jewish and the first officer is Chinese. It's the first time they've flown together and it's obvious from their silence that they don't get along.
After thirty minutes, the Jewish captain mutters, "I don't like Chinese."
The First Officer replies, "Ooooh, no rike Chinese? Why dat?"
"You bombed Pearl Harbor. That's why I don't like Chinese."
"Nooooo, noooo... Chinese not bomb Peahl Hahbah. Dat Japanese, not Chinese.
"Chinese, Japanese, Vietnamese...it doesn't matter, they're all alike."
Copyright © 2015 Pearson Education Ltd.
A Sample of Stereotyping
Another thirty minutes of silence. Finally the First Officer says, "No rike Jews."
"Why not? Why don't you like Jews?"
“Jews sink Titanic."
"No, no. The Jews didn't sink the Titanic. It was an iceberg."
"Iceberg, Goldberg, Rosenberg, no mattah...all same”
Copyright © 2015 Pearson Education Ltd.
Unfair discrimination assumes stereotypes about groups.
Refusal to recognize individual differences is harmful to organizations and employees.
2-*
Stereotypes and How They
Function in Organizational Settings
*
Stereotypes and How They
Function in Organizational Settings
LO 2
*
Stereotypes and How They
Discrimination can be illegal in employment related situations when:
Different standards are used to judge different individuals, or,
The same standard is used, but it is not related to the individuals’ jobs.
Copyright © 2015 Pearson Education Ltd.
Discrimination on Women
Gender Role Socialization
The process by which social institutions, including families, friends, organizations, and the media, form and shape expectations of acceptable behaviors for men and women.
Effects of Socialization
Neutralizes (constrains) the effectiveness of antidiscrimination and equal pay legislation
Copyright © 2015 Pearson Education Ltd.
Discrimination on Women
Glass Ceiling
An invisible barrier that prevents women, people of color, and people with disabilities from progressing beyond a certain level in organizations.
Often erroneously perceived or referred to as beginning near top management, including executive positions
Sticky Floors
The commonplace situation of relatively few women or minorities advancing past first or second level management.
Copyright © 2015 Pearson Education Ltd.
Discrimination on Women
Maternal wall bias
Working mothers who face discrimination for their family care-giving roles
2-*
.
Perceptions that women’s leadership styles are inconsistent with management.
Lip service, but no accountability for advancing women
Selection, appraisal, and compensation systems that disadvantage women
Cultural discouragement
Biographical Characteristics
Biological characteristics are personal characteristics that are objective and easily obtained from personnel records and represent many of the surface-level aspects of diversity.
Variations in these can be the basis for discrimination
2-*
LO 3
*
Biographical Characteristics
Age
Does job performance decline with increasing age?
Studies show that turnover and absenteeism rates are lower among older workers, and age is not associated with lower productivity.
It is a perception people act upon and will affect the workplace.
2-*
LO 3
*
Biographical Characteristics
Sex
There are no consistent male-female differences in problem solving ability, analytical skills, competitive drive, motivation, sociability, or learning drive.
But women earn less than men for the same positions and have fewer professional opportunities.
2-*
LO 3
*
Biographical Characteristics
and How They Are Relevant to OB
Psychological studies have found women are more agreeable and willing to conform to authority, whereas men are more aggressive and more likely to have expectations of success, but those differences are minor.
2-*
Biographical Characteristics
Race and Ethnicity
Employees tend to favor colleagues of their own race in performance evaluations, promotion decisions, and pay raises.
African Americans and Hispanics perceive higher levels of discrimination in the workplace.
African Americans generally fare worse than Whites in employment decisions.
2-*
LO 3
*
Biographical Characteristics
Disability
The U.S. Equal Employment Opportunity Commission classifies a person as disabled who has any physical or mental impairment that substantially limits one or more major life activities.
Workers with disabilities receive higher performance evaluations, but may have lower performance expectations.
Biases against those with mental impairment may be especially strong.
The Americans with Disabilities Act of 1990 requires employers to make “reasonable accommodation” for disabilities.
2-*
LO 3
*
Biographical Characteristics
Other Biological Characteristics
Tenure and job satisfaction are positively related.
Religion
U.S. law prohibits discrimination based on religion, but it is still an issue, especially for Muslims.
2-*
LO 3
Tenure refers to the length of time people have been on the job. Tenure is often seen as a positive, as it signifies that people are happy with their employment because they have remained in their job for a long period of time. Therefore, employees with long tenure tend to be more productive, call in sick less frequently, and don’t leave the organization as readily.
*
Biographical Characteristics
Sexual Orientation and Gender Identity
Federal law does not protect employees against discrimination based on sexual orientation (but state or local laws may)., but this may soon change.
Most Fortune 500 companies have policies covering sexual orientation and about half now have policies on gender identity.
2-*
LO 3
Sexual orientation and gender identity are not protected by federal law and as a result they are handled differently by most employers. These characteristics are often dealt with as if they are federally-protected characteristics even though they are not, in order to discourage discriminatory behavior. For example, about 90 percent of Fortune 500 companies have policies on sexual orientation and roughly half have policies on gender identity. This is a big change from just a few years ago, and there are indications that legislation may soon be in place to protect gay, lesbian, bisexual, and transgender employees.
*
Biographical Characteristics
Cultural Identity
A link with the culture of family ancestry or youth that lasts a lifetime, no matter where the individual may live in the world.
Need to accommodate and respect individual cultural identities.
2-*
Define Intellectual Ability and
Demonstrate Its Relevance to OB
Ability is an individual’s current capacity to perform various tasks in a job.
Directly influences employees level of performance.
Two types:
Intellectual abilities
Physical abilities
LO 4
*
Define Intellectual Ability and
Intellectual abilities are abilities needed to perform mental activities – thinking, reasoning, and problem solving.
Most societies place a high value on intelligence.
General mental ability is an overall factor of intelligence as suggested by the positive correlations among specific intellectual ability dimensions.
2-*
LO 4
*
Dimensions of Intellectual Ability
Intellectual ability is made up of many dimensions. They include number aptitude, verbal comprehension, perceptual speed, inductive reasoning, deductive reasoning, spatial visualization, and memory.
Number aptitude is the ability to do speedy and accurate arithmetic and will be effective in jobs requiring mathematical ability, such as an accountant.
Verbal comprehension is the ability to understand what is read or heard and the relationship of words to each other. This ability will be helpful in jobs where the manager needs to understand policies in order to carry out their job tasks.
Perceptual speed is the ability to identify visual similarities and differences quickly and accurately. This particular ability is helpful when an employee needs to take in a lot of information and make decisions about the patterns, such as a detective or inspector.
Inductive reasoning is present when an individual can identify a logical sequence in a problem in order to help find a solution. An employee who needs to make decisions about the future based on historical information will need the ability of inductive reasoning.
Deductive reasoning is the ability to use logic and assess the implications of the argument. When making choices between two different possible solutions to a problem, a manager would need to call upon their deductive reasoning skills.
Spatial Visualization is when someone can imagine how an object would look if its position in space was changed. An employee who needs to make decisions about office setup or interior design would need to have a high level of spatial visualization ability.
Memory is the ability to retain and recall past experiences. Individuals who need to act quickly in a situation, such as a paramedic or nurse, would need a significant degree of memory ability.
(c) 2008 Prentice-Hall, All rights reserved.
*
Define Intellectual Ability and
2-*
The seven most frequently cited dimensions making up intellectual abilities are number aptitude, verbal comprehension, perceptual speed, inductive reasoning, deductive reasoning, spatial visualization, and memory.
*
Contrasting Intellectual
Physical Abilities
The capacity to do tasks demanding stamina, dexterity, strength, and similar characteristics.
Nine basic abilities related to strength, flexibility, and other factors are needed to perform physical tasks.
2-*
LO 5
*
Contrasting Intellectual
*
Contrasting Intellectual
and Physical Ability
The importance of ability at work complicates the formulation of workplace policies that recognize disabilities.
Recognizing that individuals have different abilities that can be taken into account when making hiring decisions is not problematic.
It is possible to make accommodations for disabilities.
2-*
LO 5
*
2-*
Diversity in Groups
Effective Diversity Programs
Describe How Organizations
Manage Diversity Effectively
*
Attracting, selecting, developing, and retaining diverse employees
Target recruiting messages to specific demographic groups.
Ensure that hiring is bias free.
Create a positive diversity climate.
2-*
Describe How Organizations
Manage Diversity Effectively
*
Diversity in groups
Most people in groups need a common way of looking at and accomplishing major tasks, and they need to communicate well with each other.
Emphasize higher-level similarities among people.
Use transformational leadership.
Describe How Organizations
Manage Diversity Effectively
*
Effective diversity programs
Teach managers about the legal framework for equal employment opportunity and encourage fair treatment of all people.
Teach managers how a diverse workforce will be more effective at serving a diverse customer base.
Foster personal development practices that bring out the skills and abilities of everyone.
2-*
Describe How Organizations
Manage Diversity Effectively
*
Implications for Managers
Understand your organization's anti-discrimination policies thoroughly and share them with your employees.
Assess and challenge your own stereotype beliefs to increase your objectivity.
Look beyond readily observable biographical characteristics and consider the individual’s capabilities before making management decisions.
Fully evaluate what accommodations a person with disabilities will need and then fine-tune a job to that person’s abilities.
Seek to understand and respect the unique biographical characteristics of your employees; a fair but individualistic approach yields the best performance.
2-*
Assess and challenge your stereotype beliefs to increase your objectivity.
Look beyond readily observable biographical characteristics and consider the individual’s capabilities before making management decisions.
Fully evaluate what accommodations a person with disabilities will need and then fine-tune a job to that person’s abilities.
*
*
2-*
*
Learning Objectives
Describe the two major forms of workforce diversity.
Recognize stereotypes and understand how they function in organizational settings.
Identify the key biographical characteristics and describe how they are relevant to OB.
Define intellectual ability and demonstrate its relevance to OB.
Contrast intellectual and physical ability.
Describe how organizations manage diversity effectively.
2-*
The learning objectives of Chapter 2 can be defined in six steps:
First, to describe the two major forms or workplace diversity.
Second, to recognize stereotypes and understand how they function in organizational settings.
Third, to identify key biographical characteristics of people and how they are relevant to OB.
Fourth, to define intellectual ability and demonstrate its relevance to OB.
Fifth, to contrast the differences between intellectual and physical ability.
And last, to describe how organizations manage diversity effectively.
*
What is Diversity?
Diversity- is defined as real or perceived differences among people that affect their interactions and relationships. “We are not all the same!”
Effective diversity management increases an organization’s access to the widest pool of skills, abilities, and ideas.
Differences lead to miscommunication, misunderstanding, and conflict.
2-*
Diversity Management
It is the application of the organization’s understanding of diversity.
It is the way that organizations recognize and utilize the differences that will allow them to create a culture that capitalizes on their workforce diversity to be a leader in the marketplace.
2-*
Describe How Organizations
Manage Diversity Effectively
Diversity is more successful when it is everyone’s business, not just for certain groups of employees.
2-*
LO 6
*
Describe the Two Major
Forms of Workforce Diversity
Surface-Level Diversity
Deep-Level Diversity
Diversity Management
LO 1
Everyone brings differences to the organizations where they work. These differences can create energy and excitement in the workplace, but they can also cause conflict. So it is important that we have an understanding of how diversity works in organizations.
*
Diversity
Surface Level Diversity - represents the characteristics that are easily observed such as race, gender, age etc. Demographics mostly reflect surface-level diversity.
Deep Level Diversity - represents the aspects that are more difficult to see at first glance such as values, personality, and work preferences.
2-*
Diversity
Discrimination - is to note a difference between things. Discrimination is behavior based on the attitude of prejudice.
Prejudice – is “irrationally based” negative attitudes about certain groups and their members. Prejudice is an attitude.
2-*
Stereotypes and How They
Function in Organizational Settings
Everyone has attitudinal stereotypes—of national groups, religious groups or racial groups.
Copyright © 2015 Pearson Education Ltd.
Stereotypes and How They
Function in Organizational Settings
Stereotyping happens when differences between things are reduced in importance and similarities are over emphasized.
Stereotyping by preexisting beliefs and ideas associated with the physical characteristics leads to unfair discrimination and negative attitudes and feelings among workers.
2-*
*
A Sample of Stereotyping
An airplane takes off from the airport. The captain is Jewish and the first officer is Chinese. It's the first time they've flown together and it's obvious from their silence that they don't get along.
After thirty minutes, the Jewish captain mutters, "I don't like Chinese."
The First Officer replies, "Ooooh, no rike Chinese? Why dat?"
"You bombed Pearl Harbor. That's why I don't like Chinese."
"Nooooo, noooo... Chinese not bomb Peahl Hahbah. Dat Japanese, not Chinese.
"Chinese, Japanese, Vietnamese...it doesn't matter, they're all alike."
Copyright © 2015 Pearson Education Ltd.
A Sample of Stereotyping
Another thirty minutes of silence. Finally the First Officer says, "No rike Jews."
"Why not? Why don't you like Jews?"
“Jews sink Titanic."
"No, no. The Jews didn't sink the Titanic. It was an iceberg."
"Iceberg, Goldberg, Rosenberg, no mattah...all same”
Copyright © 2015 Pearson Education Ltd.
Unfair discrimination assumes stereotypes about groups.
Refusal to recognize individual differences is harmful to organizations and employees.
2-*
Stereotypes and How They
Function in Organizational Settings
*
Stereotypes and How They
Function in Organizational Settings
LO 2
*
Stereotypes and How They
Discrimination can be illegal in employment related situations when:
Different standards are used to judge different individuals, or,
The same standard is used, but it is not related to the individuals’ jobs.
Copyright © 2015 Pearson Education Ltd.
Discrimination on Women
Gender Role Socialization
The process by which social institutions, including families, friends, organizations, and the media, form and shape expectations of acceptable behaviors for men and women.
Effects of Socialization
Neutralizes (constrains) the effectiveness of antidiscrimination and equal pay legislation
Copyright © 2015 Pearson Education Ltd.
Discrimination on Women
Glass Ceiling
An invisible barrier that prevents women, people of color, and people with disabilities from progressing beyond a certain level in organizations.
Often erroneously perceived or referred to as beginning near top management, including executive positions
Sticky Floors
The commonplace situation of relatively few women or minorities advancing past first or second level management.
Copyright © 2015 Pearson Education Ltd.
Discrimination on Women
Maternal wall bias
Working mothers who face discrimination for their family care-giving roles
2-*
.
Perceptions that women’s leadership styles are inconsistent with management.
Lip service, but no accountability for advancing women
Selection, appraisal, and compensation systems that disadvantage women
Cultural discouragement
Biographical Characteristics
Biological characteristics are personal characteristics that are objective and easily obtained from personnel records and represent many of the surface-level aspects of diversity.
Variations in these can be the basis for discrimination
2-*
LO 3
*
Biographical Characteristics
Age
Does job performance decline with increasing age?
Studies show that turnover and absenteeism rates are lower among older workers, and age is not associated with lower productivity.
It is a perception people act upon and will affect the workplace.
2-*
LO 3
*
Biographical Characteristics
Sex
There are no consistent male-female differences in problem solving ability, analytical skills, competitive drive, motivation, sociability, or learning drive.
But women earn less than men for the same positions and have fewer professional opportunities.
2-*
LO 3
*
Biographical Characteristics
and How They Are Relevant to OB
Psychological studies have found women are more agreeable and willing to conform to authority, whereas men are more aggressive and more likely to have expectations of success, but those differences are minor.
2-*
Biographical Characteristics
Race and Ethnicity
Employees tend to favor colleagues of their own race in performance evaluations, promotion decisions, and pay raises.
African Americans and Hispanics perceive higher levels of discrimination in the workplace.
African Americans generally fare worse than Whites in employment decisions.
2-*
LO 3
*
Biographical Characteristics
Disability
The U.S. Equal Employment Opportunity Commission classifies a person as disabled who has any physical or mental impairment that substantially limits one or more major life activities.
Workers with disabilities receive higher performance evaluations, but may have lower performance expectations.
Biases against those with mental impairment may be especially strong.
The Americans with Disabilities Act of 1990 requires employers to make “reasonable accommodation” for disabilities.
2-*
LO 3
*
Biographical Characteristics
Other Biological Characteristics
Tenure and job satisfaction are positively related.
Religion
U.S. law prohibits discrimination based on religion, but it is still an issue, especially for Muslims.
2-*
LO 3
Tenure refers to the length of time people have been on the job. Tenure is often seen as a positive, as it signifies that people are happy with their employment because they have remained in their job for a long period of time. Therefore, employees with long tenure tend to be more productive, call in sick less frequently, and don’t leave the organization as readily.
*
Biographical Characteristics
Sexual Orientation and Gender Identity
Federal law does not protect employees against discrimination based on sexual orientation (but state or local laws may)., but this may soon change.
Most Fortune 500 companies have policies covering sexual orientation and about half now have policies on gender identity.
2-*
LO 3
Sexual orientation and gender identity are not protected by federal law and as a result they are handled differently by most employers. These characteristics are often dealt with as if they are federally-protected characteristics even though they are not, in order to discourage discriminatory behavior. For example, about 90 percent of Fortune 500 companies have policies on sexual orientation and roughly half have policies on gender identity. This is a big change from just a few years ago, and there are indications that legislation may soon be in place to protect gay, lesbian, bisexual, and transgender employees.
*
Biographical Characteristics
Cultural Identity
A link with the culture of family ancestry or youth that lasts a lifetime, no matter where the individual may live in the world.
Need to accommodate and respect individual cultural identities.
2-*
Define Intellectual Ability and
Demonstrate Its Relevance to OB
Ability is an individual’s current capacity to perform various tasks in a job.
Directly influences employees level of performance.
Two types:
Intellectual abilities
Physical abilities
LO 4
*
Define Intellectual Ability and
Intellectual abilities are abilities needed to perform mental activities – thinking, reasoning, and problem solving.
Most societies place a high value on intelligence.
General mental ability is an overall factor of intelligence as suggested by the positive correlations among specific intellectual ability dimensions.
2-*
LO 4
*
Dimensions of Intellectual Ability
Intellectual ability is made up of many dimensions. They include number aptitude, verbal comprehension, perceptual speed, inductive reasoning, deductive reasoning, spatial visualization, and memory.
Number aptitude is the ability to do speedy and accurate arithmetic and will be effective in jobs requiring mathematical ability, such as an accountant.
Verbal comprehension is the ability to understand what is read or heard and the relationship of words to each other. This ability will be helpful in jobs where the manager needs to understand policies in order to carry out their job tasks.
Perceptual speed is the ability to identify visual similarities and differences quickly and accurately. This particular ability is helpful when an employee needs to take in a lot of information and make decisions about the patterns, such as a detective or inspector.
Inductive reasoning is present when an individual can identify a logical sequence in a problem in order to help find a solution. An employee who needs to make decisions about the future based on historical information will need the ability of inductive reasoning.
Deductive reasoning is the ability to use logic and assess the implications of the argument. When making choices between two different possible solutions to a problem, a manager would need to call upon their deductive reasoning skills.
Spatial Visualization is when someone can imagine how an object would look if its position in space was changed. An employee who needs to make decisions about office setup or interior design would need to have a high level of spatial visualization ability.
Memory is the ability to retain and recall past experiences. Individuals who need to act quickly in a situation, such as a paramedic or nurse, would need a significant degree of memory ability.
(c) 2008 Prentice-Hall, All rights reserved.
*
Define Intellectual Ability and
2-*
The seven most frequently cited dimensions making up intellectual abilities are number aptitude, verbal comprehension, perceptual speed, inductive reasoning, deductive reasoning, spatial visualization, and memory.
*
Contrasting Intellectual
Physical Abilities
The capacity to do tasks demanding stamina, dexterity, strength, and similar characteristics.
Nine basic abilities related to strength, flexibility, and other factors are needed to perform physical tasks.
2-*
LO 5
*
Contrasting Intellectual
*
Contrasting Intellectual
and Physical Ability
The importance of ability at work complicates the formulation of workplace policies that recognize disabilities.
Recognizing that individuals have different abilities that can be taken into account when making hiring decisions is not problematic.
It is possible to make accommodations for disabilities.
2-*
LO 5
*
2-*
Diversity in Groups
Effective Diversity Programs
Describe How Organizations
Manage Diversity Effectively
*
Attracting, selecting, developing, and retaining diverse employees
Target recruiting messages to specific demographic groups.
Ensure that hiring is bias free.
Create a positive diversity climate.
2-*
Describe How Organizations
Manage Diversity Effectively
*
Diversity in groups
Most people in groups need a common way of looking at and accomplishing major tasks, and they need to communicate well with each other.
Emphasize higher-level similarities among people.
Use transformational leadership.
Describe How Organizations
Manage Diversity Effectively
*
Effective diversity programs
Teach managers about the legal framework for equal employment opportunity and encourage fair treatment of all people.
Teach managers how a diverse workforce will be more effective at serving a diverse customer base.
Foster personal development practices that bring out the skills and abilities of everyone.
2-*
Describe How Organizations
Manage Diversity Effectively
*
Implications for Managers
Understand your organization's anti-discrimination policies thoroughly and share them with your employees.
Assess and challenge your own stereotype beliefs to increase your objectivity.
Look beyond readily observable biographical characteristics and consider the individual’s capabilities before making management decisions.
Fully evaluate what accommodations a person with disabilities will need and then fine-tune a job to that person’s abilities.
Seek to understand and respect the unique biographical characteristics of your employees; a fair but individualistic approach yields the best performance.
2-*
Assess and challenge your stereotype beliefs to increase your objectivity.
Look beyond readily observable biographical characteristics and consider the individual’s capabilities before making management decisions.
Fully evaluate what accommodations a person with disabilities will need and then fine-tune a job to that person’s abilities.
*