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UVI MGT301 Ch4

Robbins & Coulter 11ed- CH4- Managing Diversity

TermDefinitionDefinitionDefinitionDefinitionDefinitionDefinition
workforce diversity The ways in which people in an organization are different from and similar to one another
surface-level diversity easily perceived differences that may trigger certain stereotypes, but that do not necessarily reflect the ways people think or feel
deep-value diversity differences in values, personality, and work preferences
race the biological heritage (including skin color and associated traits) that people use to identify themselves
ethnicity social traits (such as cultural background or allegiance) that are shared by a human population
bias a tendency or preference toward a particular perspective or ideology
prejudice a preconceived belief, opinion, or judgment toward a person or a group of people
stereotyping judging a person based on a perception of a group to which that person belongs
discrimination when someone acts out their prejudicial attitudes toward people who are the targets of their prejudice
glass ceiling the invisible barrier that separates women and minorities from top management positions
mentoring a process whereby an experienced organizational member (a mentor) provides advice and guidance to a less-experienced member (a protégé)
diversity skills training specialized training to educate employees about the importance of a diversity and teach them skills for working in a diverse workplace
employee resource groups groups made up of employees connected by some common dimension of diversity
3 reasons managing workplace diversity is important people management benefits organizational performance benefits strategic benefits organizational performance benefits strategic benefits
people management benefits better use of employee talent increased quality problem-solving efforts ability to attract and retain diverse employees increased quality of team problem-solving efforts ability to attract and retain diverse employees
organizational performance benefits reduced costs enhanced-problem solving ability improved system flexibility enhanced problem-solving ability improved system flexibility
strategic benefits increased understanding of diverse marketplace, potential to improve sales and market share competitive advantage because of improved innovation efforts viewed as moral and ethical potential to improve sales and market share competitive advantage because of improved innovation efforts viewed as moral and ethical
main changes in the workplace in the US total increase in the population the changing components of the population- race/ethnic groups/aging population the changing components of the population- racial/ethnic groups/aging population
most important changes in global population total world population aging of the population
different types of diversity age, gender, race and ethnicity, disability/abilities, religion, sexual orientation and gender identity, and other socioeconomic background, physical attractiveness, obesity, job, seniority.. gender race and ethnicity disability/abilities religion socioeconomic background, team members from different functional areas, physical attractiveness, obesity, job seniority
challenges managers face personal bias and glass ceiling
workplace diversity management top management commitment to diversity mentoring diversity skills training employee resource groups
1963 equal pay act prohibits pay differences for equal work based on gender
1964 civil rights act, title vii prohibits discrimination based on race, color, religion, national origin, or gender
1967 age discrimination in employment act prohibits discrimination against employees 40 years and older
1978 pregnancy discrimination act prohibits discrimination against women in employment decisions on the basis of pregnancy, childbirth, and related medical decisions
1978 mandatory retirement act prohibits the forced retirement of most employees
1990 americans with disabilities act prohibits discrimination against individuals who have disabilities or chronic illnesses; also requires reasonable accommodations for these individuals
1991 civil rights act of 1991 reaffirms and tightens prohibition of discrimination and gives individuals right to sue for punitive damages
1993 family and medical leave act gives employees in organizations with 50 or more employees up to 12 weeks of unpaid leave each year for family or medical reasons
2009 Lilly Ledbetter Fair Pay Act changes the statue of limitations on pay discrimination to 180 days from each paycheck
types of discrimination discriminatory policies or practices sexual harassment intimidation mockery and insults exclusion
Created by: mahepath
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