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Organizational Behaviorand Management

Chapter 02

Welcome back!

Exercises

ContributionOnline

Homework

Test One

Test Two

Final Examination

Project OR Paper

Term Paper

You will write a ten-page paper adhering to the Publication Manual of the American Psychological Association, Sixth Edition. This includes, for example, double-spacing throughout, one-inch margins all around, and 12-point Time Roman font. I will provide a sample paper using correct APA format that you can use as a guide.  The topic can be any way of applying something from our textbook to a real life problem. The problem need not have anything to do with business, so long as there is an organization involved.  This will be due in hard copy by the end of the 13th week, to leave you time to prepare for finals.

Group Project

You and four other students, assigned by me, will prepare and present a lecture on a theory or topic from the last three chapters of the textbook. I will coordinate these topics so they do not overlap. You will present during the 12th, 13th, or 14th class week.  The project will be graded one-third on your accurate understanding and explanation of the topic or theory, one-third on the professionalism of your PowerPoint slides (or other electronic visual aids), and one third on the professionalism of your spoken presentation.  There is no need for everyone to speak; divide up the work among yourselves however you see fit.

Decision Time

If you like writing papers,or hate to be graded for group work,select the “Term Paper” option andI will send you a sample APA paper.

If you hate writing papers,or like to share the load with others,select the “Group Project” option.I will coordinate members/topics.

Defining Diversity

• Diversity– the multitude of individual differences that exist among

people– the host of individual differences that make unique and

different

Layers of Diversity

Affirmative Action

• Affirmative action – an artificial intervention aimed at giving

management a chance to correct an imbalance, an injustice, a mistake, or outright discrimination that occurred in the past.

– Yes, affirmative action is “reverse discrimination.”

Discrimination

• Discrimination – occurs when employment decisions about an

individual are due to reasons not associated with performance or job-related

Managing Diversity

• Managing diversity – entails enabling people to perform up to their maximum

potential– focuses on changing an organization’s culture and

infrastructure such that people provide the highest productivity possible

– however, it sees diversity as a problem to be handled

the Business Case

• Organizations have a strategic advantage when employees contribute their full talents, abilities, motivation, and commitment.

• Thus it is essential for an organization to create an environment or culture that allows all employees to reach their full potential.

• Dealing with diversity is a critical component of doing so.• But let’s think of it as “harvesting diversity.” Wouldn’t it be

foolish if farmers didn’t bother harvesting some of their crops?

the Workforce

• Workforce demographics– statistical profiles of the characteristics and composition

of the adult working population enable managers to anticipate and adjust for surpluses or shortages of appropriately skilled individuals.

Demographics

• Women navigate a labyrinth after breaking the glass ceiling• Racial groups are encountering a glass ceiling and perceived

discrimination • Mismatch between workers’ educational attainment and

occupational requirements• Generational differences in an aging workforce

Leviticus 27

3 'If your valuation is of the male from twenty years even to sixty years old, then your valuation shall be fifty shekels of silver, after the shekel of the sanctuary.4 'Or if it is a female, then your valuation shall be thirty shekels

Glass Ceiling

• Glass ceiling – Sometimes misused to refer to an absolute barrier or

solid roadblock that prevents women from advancing– But really refers to the subtle and hidden barriers that

do not even seem to be there (you know, like glass) …

Laura Zubulake, Director of Equity Sales, sued UBS because she had been excluded from outings and passed over for promotion by her male manager and because they had fired her after she filed a complaint with the EEOC <note to self: don’t retaliate>. The jury awarded her $9.1 million as compensation and $20.1 million in punitive damages.

No. 02 Civ. 1243, Docket No. 1 (SDNY filed Feb. 15, 2002)

She was excluded from events and her ideas were notnoticed by superiors or colleagues from other areas.

The Meeting after the Meeting

The main impact of Dukes1 on gender discrimination class action lawsuits in the finance sector has been to shift the focus from challenging disparate treatment—where plaintiffs must show an intent to discriminate—to challenging policies that have a disparate impact on women—policies that appear neutral on their face but in practice disproportionately hurt women2.

1. Wal-Mart Stores v. Dukes, 131 S. Ct. 2541 (2011) 2. Wendi S. Lazar and Jennifer L. Liu. “Pay and

promotion equity for women on WallStreet.” The New York Law Journal,250(74): October 15, 2013.

The Meeting after the Meeting

Key Trends

• Men start their careers at higher levels than women

• Men report higher starting salaries (negotiation)• Men move up the career ladder faster and further• Men have higher career satisfaction over time

Causes of Differences

• Women face discrimination.• Women spend more time on domestic and child

care.• Women encounter obstacles to leadership and

authority.• Why? We associate “male” qualities with

leadership.(deep voice, controlled emotion, standing tall).

before …and after

Causes of Differences

• Women accumulate less continuous work experience,

partly because they sometimes exit the workforce

for family or motherhood.• Women sometimes develop less social capital and

smaller personal networks than men.

Minority Groups

• Members of minority groups generally advance lessin the managerial and professional ranks.

• The number of documented race-based cases of discrimination

increased from 294 in 1995 to 1,061 in 2008.• Members of minority groups tend to earn less personal

income.

Growth by Race

Generations

• Around half of the “workforce” (not necessarily working)

is over 50 and 80% will be over 50 in five years. • The number of people living into their 80s is

increasing,and this group is disproportionately sick.

Traditional born 1925-1945 War/Depression

Baby Boomers born 1946-1964 Riots/Assassinations

Generation X born 1965-1979 AIDs/Oklahoma City

Millennials born after 1980 September 11/Katrina

Gender Differences

• Focus on being exceptionally competent.• Seek mentors or sponsors.• Network to build social capital.• Seek work–life balance by delegating or hiring out

housekeeping.• Improve your negotiating skills.• Take credit for your accomplishments.• Work toward developing mutually supportive

personal relationships.

Race Differences

• Negative stereotypes not only block qualified people from obtaining promotions, but they can undermine a person’s confidence in their ability to lead.

• Given the projected increase in the number of Hispanics entering the workforce over the next 25 years, managers should consider progressive methods to recruit, retain, and integrate this segment of the population into their organizations.

Aging Workforce

• Provide challenging work assignments that matter to the firm.

• Give the employee considerable autonomy and latitude.

• Provide access to technical training and learning opportunities.

• Provide frequent recognition for skills, experience, and wisdom.

• Provide mentoring opportunities to benefit both parties.

• Ensure that all workers receive sensitive, high-quality supervision.

• Design a work environment that is both stimulating and fun.

PROs and CONs

• Information/decision-making theory– diverse groups should outperform homogenous

groups.– known in STEM fields as requisite variety

• Social categorization theory – similarities and differences are a basis for

categorizing and distinguishing between “us” and them.”

– people tend to like and trust in-group members more than out-group members and generally favor in-groups over out-groups

Diversity is Hard

• We trust others who are like us.• It feels a little like looking in a mirror.• When people want us to trust them, they use this.

Benefits

• Diverse groups are expected to do a better job in earlier phases of problem solving

• The existence of diverse perspectives can help groups to brainstorm or uncover more novel alternatives during problem-solving activities.

• Diversity can enhance the number of contacts a group or work unit has at its disposal.

Fault Lines• Hypothetical dividing lines that may split a group

into subgroups based on one or more attributes.• Fault lines form when work-group members

possess varying demographic characteristics• Negative interpersonal processes occur when

people align themselves based on these.

Process Model

Challenges

• Need to update performance appraisal + reward systems

• Lack of political savvy on the part of diverse employees

• An unsupportive and hostile working environment• Diversity is not seen as an organizational priority• Difficulty in balancing career and family issues• Inaccurate stereotypes and prejudice• Fears of reverse discrimination• A negative diversity climate• Poor career planning• Resistance to change• Ethnocentrism

Diversity Climate

• Diversity climate – Employees’ aggregate perceptions about an

organization’s policies, practices, and procedures pertaining to diversity

Organizational Practices• Option 1: Include/Exclude• Option 2: Deny• Option 3: Assimilate• Option 4: Suppress• Option 5: Isolate• Option 6: Tolerate• Option 7: Build Relationships• Option 8: Foster Mutual Adaptation

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and, as always,

thank you for choosing UMD,

the home of the Bulldogsdogs