Diversity
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Dynamics of Behavior
Chapters 12-13
1
Chapter
12
2
Diversity
All the ways
in which
employees
differ.
3
Managing Diversity
• Create a climate where:
– potential advantages are MAXIMIZED
– potential disadvantages are MINIMIZED
• Dividends of Diversity:
– Better use of employee talent
– > understanding of the marketplace
– > understanding in Leadership positions
– > quality of team problem solving
– < costs from high turnover, absenteeism, lawsuits
4
Traditional vs. Inclusive Diversity
Traditional Model of Diversity
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Traditional vs. Inclusive Diversity
Inclusive Model of Diversity
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Factors Shaping Personal Bias
– Prejudice
• Different = Deficient
– Discrimination
• Act out toward the target of prejudice
– Stereotypes
• Rigid, exaggerated, irrational belief about particular
group
• Stereotype Threat: Psychological experience of a
worker who is aware of stereotype that his group
won’t perform task very well.
7
Factors Shaping Personal Bias
(cont.)
• Ethnocentrism
– “Group X” = Superior to all others
– Monoculture – 1 way to do things, 1 set of
values / beliefs
– Ethnorelativism – all Groups inherently = !
– Pluralism – Org. accommodates several
subcultures, includes employees who might
otherwise feel isolated.
8
Factors Affecting Women’s Careers
• Glass Ceiling
– INVISIBLE barrier separates Women & Minorities
from top MGMT Positions
• Opt – out Trend
– Getting off the fast track & even leaving Org.
• Female Advantage
– More Collaborative
– Less hierarchical
– Relationship oriented
– More in tune w/ Global-multicultural environment
9
Cultural Competence
Ability to interact effectively w/
different cultures
10
Implementing a Diversity Plan
1. Uncover problems in organization
2. Strengthen Top Mgmt Commitment
3. Chose solutions to fit balanced strategy
4. Demand results and revisit goals
5. Maintain momentum to change culture
11
Initiatives & Programs
• Expand recruiting efforts
• Establish Mentor relationships
• Accommodate special needs
• Diversity Skills Training
• > Sexual Harassment Awareness
• Multicultural Teams
• Employee Network Groups
12
Behaviors in Organizations
Chapter
13
13
Organizational Behavior
• Study of how individuals & groups act in
organizations
• Organizational Citizenship:
– Behavior that goes beyond job requirements
& contributes, as needed, to Org. Success
14
Attitudes
• Cognitive & Affective evaluation which
predisposes one to act in a certain way
• Components of Attitudes:
– Cognitions (thoughts) – beliefs, opinions, &
information about object of attitude
– Affective (feelings) – emotions, feelings
about the object
– Behaviors – intention to behave in a certain
way.
15
Attitudes (cont.)
High - Performance Work Conflicts among Attitudes
• Cognitive Dissonance:
• Job Satisfaction
Two attitudes
=
or
• positive attitude
behavior & attitude
• Org. Commitment CONFLICT
=
• Loyalty, Involvement
16
Perception
• Cognitive Process used to make sense out
of the environment by selecting,
organizing & interpreting information
from environment.
• Perceptual Process:
•
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Perception (cont.)
• Perceptual Selectivity – how we subconsciously
screen & select objects & stimuli vying for our attention
• Perceptual Distortions – Errors in judgment arising
from inaccuracies in perceptual process
– Stereotyping – assign individual to group / category & then
generalizing about group to individual
– Halo Effect – Impression based on 1 characteristic, good or bad
– Projection – Seeing your traits in others
– Perceptual Defense – Protect self by disregarding threatening
ideas, objects, or people.
• Attributions – Judgment about causes of behavior,
either characteristics of person or situation
•
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Personality & Behavior
• PERSONALITY: Characteristics underlying relatively
stable pattern of behavior responding to ideas, objects,
or people
• TRAITS: fairly consistent characteristics we exhibit
– BIG 5 PERSONALITY TRAITS:
• Extroversion
• Agreeableness
• Conscientiousness
• Emotional Stability
• Openness to experience
•
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Emotional Intelligence (EI)
Emotional intelligence is not about being nice all the
time.
• It is about being honest.
Emotional intelligence is not about being “touchy-feely.”
• It is about being aware of your feelings, and those of
others.
Emotional intelligence is not about being emotional.
• It is about being smart with your emotions.
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Emotional Intelligence
5 Essential Competencies of EI
• Self Awareness
• Self Regulation Relate to Ourselves
• Self Motivation
• Empathy Relate to Others
• Effective Relationships
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Attitudes & Behaviors Influenced by
Personality
• Four area of special interest to Managers:
– Locus of Control: Putting responsibility for success / failure
on self (internal) or outside forces (external)
– Authoritarianism: Power & Status differences should exist
w/in Org.
– Machiavellianism: Behavior directed to gain power and
manipulate people for your own gain
– Problem-Solving Styles: People Solve Problems & make
decisions in different ways
– (Myers-Briggs Type Indicators)
• Sensation–Thinking / Intuitive–Thinking / Sensation–Feeling / Intuitive - Feeling
• Person-Job Fit: ability & personality match job requirements
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Learning
• Change of Behavior / Performance as a result of
experience
• Learning Styles:
– Diverger – Concrete Experience, Reflective Observation
Might be good at - HRM, Counselor or Organization Development
– Assimilator – Abstract Conceptualization, Reflective Observation
Might be good at - Research or Strategic Planning
– Converger - Abstract Conceptualization, Active Experimentation
Might be good at - Engineering
– Accomodator – Concrete Experience, Active Experimentation
Might be good at – Marketing Sales
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Stress & Stress MGMT
• Psychological & Emotional Response to
stimuli that puts Physical & Psychological
Demands on person
• Type A & B Behavior:
– Type A: Extremely Competitive, impatient, aggressive
& devoted to work
– Type B: lacks Type A characteristics and more
balanced and relaxed lifestyle
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Causes of Work Stress
• Task Demands
– Role ambiguity
• What is expected of you in this role
• Interpersonal Demands
– Role Conflict
• Incompatible demands of different roles
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Innovative responses to Stress
• Quiet Rooms / Meditation Center
• Wellness programs
• Training programs to help ID Stress
• Manager Intervention
• Work- Life Balance initiatives
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