Organizational Behaviorp

CHAPTER 2 Deep-level diversity

DIVERSITY IN ORGANIZATION - Differences in values, personality,
and work preferences that become
DIVERSITY progressively more important for
- the mixture of races and religions determining similarity as people get
that make up a group of people. to know one another better.
- The fact of many different types of
things or people being included in DISCRIMINATION
something; a range of different things - Noting of a difference between
or people. things; often we refer to unfair
discrimination, which means making
DIVERSITY IN ORGANIZATION judgments about individuals based
The members of a group or organization on stereotypes regarding their
differ from one another in various demographic group.
characteristics.
STEREOTYPING
Characteristics: - Judging someone on the basis of our
● Age perception of the group to which that
● Language person belongs.
● Gender
● Ability STEREOTYPE THREAT
● Sexual orientation - The degree to which we internally
● Background agree with the generally negative
● Race stereotyped perceptions of our
● Education groups.
● Religion
FORMS OF DISCRIMINATION
LEVELS OF DIVERSITY Discriminatory policies
Surface-level diversity ● Actions taken by representatives of
- Differences in easily perceived the organization that deny equal
characteristics, such as gender, opportunity to perform or unequal
race, ethnicity, age, or disability, that rewards for performance.
do not necessarily reflect the ways Sexual harassment
people think or feel but that may ● Unwanted sexual advances and
activate certain stereotypes. other verbal or physical conduct of a
sexual nature that create a hostile or
offensive work environment.
Intimidation ABILITY
● Overt threats or bullying directed at an individual’s current capacity to perform
members of specific groups of the various tasks in a job.
employees. 1. Intellectual abilities
Mockery and insults - The capacity to do mental
● Jokes or negative stereotypes; activities—thinking,
sometimes the result of jokes taken reasoning, and problem
too far. solving
Exclusion - general mental ability (GMA)
● Exclusion of certain people from job an overall factor of
opportunities, social events, intelligence, as suggested by
discussions, or informal mentoring; the positive correlations
can occur unintentionally. among specific intellectual
Incivility ability dimensions.Dimensions
● Disrespectful treatment, including of intellectual ability
behaving in an aggressive manner, ● Number aptitude
interrupting the person, or ignoring ○ Ability to do speedy and
his or her opinions. accurate arithmetic
● Verbal comprehension
BIOGRAPHICAL CHARACTERISTICS ○ Ability to understand what is
Personal characteristics—such as age, read or heard and the
gender, race, and length of tenure— that relationship of words to each
are objective and easily obtained from other
personnel records. These characteristics ● Perceptual speed
are representative of surface-level diversity. ○ Ability to identify visual
similarities and differences
Characteristics: quickly and accurately
● Age ● Inductive reasoning
● Sex ○ Ability to identify a logical
● Race and ethnicity sequence in a problem and
● Disabilities then solve the problem
● Hidden disabilities ● Deductive reasoning
○ Ability to use logic and assess
★ Workforce age importance in the the implications of an
next decade argument
★ Age's impact on employee ● Spatial visualization
satisfaction and performance ○ Ability to imagine how an
★ Gender bias and job performance object would look if its position
in space were changed
● Memory
○ Ability to retain and recall past
experiences
 2. Physical abilities DIVERSITY MANAGEMENT
The capacity to do tasks that The process and programs by which
demand stamina, dexterity, strength, managers make everyone more aware of
and similar characteristics. and sensitive to the needs and differences
of others.
Nine basic physical abilities
Strength Factors DIVERSITY IN GROUPS
1. Dynamic strength - Most contemporary workplaces
- Ability to exert muscular force require extensive work in group
repeatedly or continuously settings.
over time. - In some cases, diversity in traits can
2. Trunk strength hurt team performance, whereas in
- Ability to exert muscular others it can facilitate performance.
strength using the trunk
(particularly abdominal) EFFECTIVE DIVERSITY PROGRAM
muscles Organizations use a variety of
3. Static strength diversity programs in recruiting and
- Ability to exert force against selection policies, as well as training and
external objects development practices.
4. Explosive strength Effective, comprehensive workforce
- Ability to expend a maximum programs encouraging diversity have three
of energy in one or a series of distinct components.
explosive acts 1. They teach managers about the
Flexibility Factors legal framework for equal
5. Extent flexibility employment opportunity and
- Ability to move the trunk and encourage fair treatment of all
back muscles as far as people regardless of their
possible demographic characteristics.
6. Dynamic flexibility 2. They teach managers how a diverse
- Ability to make rapid, workforce will be better able to serve
repeated flexing movements a diverse market of customers and
Other Factors clients.
7. Body coordination 3. They foster personal development
- Ability to coordinate the practices that bring out the skills and
simultaneous actions of abilities of all workers,
different parts of the body acknowledging how differences in
8. Balance perspective can be a valuable way to
- Ability to maintain equilibrium improve performance for everyone.
despite forces pulling off
balance
9. Stamina
- Ability to continue maximum
effort requiring prolonged
effort over time