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EDI > EDI Midterm Study > Flashcards

EDI Midterm Study Flashcards

1
Q

What did early Diversity Focus on? What did it expand to include?

A

Changes in demographic characteristics in the workforce such as race and sex.

Expanded to include education, langugage etc. (broad defintion)

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2
Q

What does Representational Diversity entail?

A

Bringing employees into the workplace from underepresented groups, with the goal of matching their proportional representation in the labor force.

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3
Q

Narrow vs Broad Diversity

A

Narrow: characteristics in the workforce such as race and sex.

Broad: education, language.

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4
Q

Why would someone use the narrow definition of diversity?

A

Underlines historical and power differences in groups.

Underllines Surface diversity - which focuses on visible, easily stereotyped traits.

Points to ascribed status; meaning status giving by birth.

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5
Q

What is surface diversity

A

visible, easily stereotyped traits.

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6
Q

What is ascribed status?

A

Status given to someone from birth by society.

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7
Q

What are some problems witht he narrow definition of diveristies usage?

A

it drives away important majority members
- can be consused with EEO (equal emplouyment oppuronity)
- or AA (Affirmative Action)

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8
Q

What is equity?

A

rather then treating people equally (the same) organizations should provide them with individualized resources needed to accomplish equal outcomes.

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9
Q

Why would someone use the broad definition of diversity?

A

B/C - differences besides demographics can cause problems in communication and interaction (E.g. Department, organizational level)

  • Encourages recognition that diversity efforts can be helpful to everyone.
  • REminds people that differences of socially constructed
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10
Q

What are some problems with broad definition?

A
  • Too broad, may not be able to properly address stakeholders needs.
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11
Q

What is inclusion?

A

The state of becoming fully accepted and equally productive and rewarded at work.

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12
Q

How do underrepresented groups feel when they are not included?

A

Like an outsider
- Feel special (b/c they are not included) stress
- Resign Prematurely
- Remain stagnated at entry levels
- be terminated

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13
Q

Diversity Plays a Pivotal Role in all Aspects of what HR Processes?

Options (Job-Analysis and Design, Recruitment and Selection, Training and Socialization, Performance Appraisal and Evaluation, Job Evaluation and Compensation, Group Processes and Leadership, Organizational Change and Development)

A

All aspects.

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14
Q

How does diversity play a role in Job analysis and Design

A

Job description of Knowledge, skills, abilities must represent a represenative sample of incumbents from different demographic characteristics.

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15
Q

How does diversity play a role in Recruitment and Selection?

A

Job relevant attributes can be specific to certain diverse backgrounds.

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16
Q

How does diversity play a role in Training and Selection?

A

Exisiting systems or programs need to be adapted to accomodate the needs of diverse educational backgrounds, language capabilites etc.

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17
Q

How does diversity play a role in Performance Appraisal and Evaluation?

A

Process should not be biased by sex, race, ethnicity, age, religion and instead account for diversity in an equitable manner.

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18
Q

How does diversity play a role in Evaluating Compensation.

A

Ensure that there is no pay disparity between those in equal positions that belong to diverse backgrounds.

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19
Q

How does diversity play a role in Group Processes and Leadership?

A

Different types of leaders from diverse backgrounds are required (better fitted) to manage a team of more diverse individuals.

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20
Q

Organizational Change and Development

A

T

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21
Q

Which of these sets of differences would fall under the narrow definition of diversity?
a) Sex, race, and education
b) Sex, race, and disability *
c) Sex, personality, and disability
d) Race, education, and personality

A

b) Sex, Race, and Disability

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21
Q
  1. The broad definition of diversity reminds us that
    a) diversity initiatives targeting women may also be helpful for men.
    b) differences are socially constructed.
    c) a very broad literature is relevant to diversity.
    d) all of these.*
A

d) All of these.

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22
Q

A tech company recently looked at the makeup of their departments and discovered
that the programming department was primarily staffed with men but the customer
service department seemed to be primarily women. What does this discrepancy most
clearly demonstrate?
a) Discrimination
b) Selection biases
c) Occupational segregation *
d) A glass ceiling

A

c) occupational segregation

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23
Q

What is the overall bottom-line argument of diversity?
a) Diversity will help employees get along better
b) Diversity will increase turnover
c) Diversity will result in fewer lawsuits
d) Diversity will increase company profitability

A

d) Diversity will increase company profitability

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24
Q
  1. The belief that one deserves the opportunities he or she is given is called
    a) entitlement *
    b) the “Millennial” attitude
    c) social justice
    d) reverse discrimination
A

A) entitlement

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25
Q

Which of the following is a social construct?
A) sex
b) age
C) gender
D) weight

A

c) gender

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26
Q

What are two general types of attributions?
A) dispositional and situational
b) static and dynamic
C) social and personal
D) cognitive and emotional

A

A) Dispositional and situational

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27
Q

What are the three main types of justice or fairness?
A) procedural, distributive, and interactional
B) individual, social, and organizational
C) intended, perceived, and actual
D) input, output, and process

A

A) procedural, distributive, and interactional

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28
Q

Large or traditional organizational structures tend to be ______ while smaller organizations tend to be more
a) growing, stagnant
b) stagnant, growing
c) tall; flat
d) flat; tall

A

c) Tall; flat

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29
Q

Which of these does not refer to vertical organizational structure?
a) glass ceiling
b) sticky floor
c) departmental organization
d) supervisory and managerial levels

A

c) departmental organizational

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30
Q
  1. Faultlines are
    a) “weaknesses” in an organization based on age, race, or other distinctions.
    b) conflicts to be eliminated if an organization is to function well.
    c) characteristic only of underperforming organizations.
    d) a source of organizational strength
A

a) “weaknesses” in an organization based on age, race, or other distinctions.

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31
Q
  1. Which of the following general factors identified by Reskin and Roos (1990) appeared
    to lead to the so-called “feminization” of some jobs?
    a) labour shortages of male workers
    b) declining resistance by male workers
    c) sex-specific demand for women
    d) all of the above
A

d) all of the above

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32
Q
  1. There are two general definitions for “attitude.” The tripartite definition has what
    three components?
    a) heuristics, behaviours, feelings
    b) cognition, affect, conation
    c) societal, group, and individual
    d) micro, meso, macro
A

b) cognition, affect, conation

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33
Q
  1. What type of information is usually left out when using a stereotype?
    a) positive information
    b) individuating information
    c) category-based information
    d) congruent information
A

b) individuating information

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34
Q
  1. Stereotypes affect our
    a) memory, sometimes tricking us into thinking we “remember” something that actually
    did not occur.
    b) attributions about others.
    c) attention, such that we pay less attention to things that match our expectations.
    d) all of these.
A

d) all of these.

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35
Q
  1. Which of these is true of stereotypes?
    a) Stereotypes are generally inaccurate about individuals.
    b) Stereotypes are quick to change.
    c) Stereotypes are not a problem in the long term.
    d) Stereotypes are based in feeling
A

a) Stereotypes are generally inaccurate about individuals.

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36
Q
  1. In Steiner’s Group Productivity Model (GPM), the best that the group can do is
    determined by
    a) its resources and task.
    b) its level of coordination.
    c) the motivation of its members.
    d) all of these.
A

a) its resources and task.

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37
Q
  1. When should a task be assigned to a group rather than an individual?
    a) when no single individual has the resources to complete the task.
    b) when there are political or other practical reasons to include two or more people.
    c) when group processes operate effectively to reduce coordination losses.
    d) all of these
A

d) all of these.

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38
Q
  1. Which is likely to be the most challenging to manage? (157)
    a) pooled interdependence.
    b) sequential interdependence.
    Page 4 of 7
    c) reciprocal interdependence.
    d) all of these are equally challenging to manage
A

c) reciprocal interdependence.

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39
Q
  1. Social loafing
    a) is very similar to free-riding.
    b) is less likely when a task is involving and the team is cohesive.
    c) can be minimized by use of ground rules, open discussion of expectations and peer
    feedback.
    d) all of these apply
A

d) all of these apply

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40
Q

Part 2: Please answer the questions in the space provided (15 marks).
1. Give an example of how diversity is important for each of the following:
Job analysis; Employee selection; Training; Performance appraisal; Designing
compensation plans; Group processes; Organizational Change. (3 marks)

A
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41
Q
  1. Give an example of how habits of attribution apply to the perception of others’
    behavior in organizations. How can these habits work to the disadvantage of
    underrepresented groups
A
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42
Q
  1. Men in female-dominated professions may receive more support from their
    colleagues and superiors than women. This support can come in the form of
    mentorship or advocacy for promotions.
    What phenomenon is being described above and why does it occur?
A

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43
Q
  1. Navy Lt. Kara Hultgreen was one of the first two women qualified to fly carrier-based
    F-14A fighter jets. When Hultgreen was killed while attempting to land on an aircraft
    carrier in October 1995, the incident received widespread attention. Allegations of
    pilot error were made and some claimed the Navy had lowered its standards to permit
    unqualified women to fly these jets—a claim seldom heard about men who crash even
    when pilot error is involved.
    What phenomenon is being described here and how does it impact individuals at
    work?
A

Page 7 of 7
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44
Q

Explain how diversity may both improve teams and hurt team performance. Include
discussion on cultural differences that teams may have to deal with. (3 marks

A
45
Q

Exclusion in an organization is when you feel like a _________ _________ (hint:antonym)

A

outsider within

46
Q

Protected Categories entitled one to what?

A

Legal protection against illegal discrimination.

47
Q

Surface diversity is discrimination due to attributes that can….

A

easily be seen. (referring to narrow usage of discrimination)

48
Q

ascribed status

A

social position that is accorded to people because of who they are rather than what they have achieved,

49
Q

Examples of ascribed status are:

A

sex, race, height

50
Q

IMPORTANTDifference between EEO and AA

A

EEO is a passive statement
- states employer will not discriminate unfairly
AA is an active statement
- employer will act affirmatively to proactively attract candidates from groups that were in the past subject to unfair exclusion.

51
Q

Broader definition of diversity acknowledges differences that are socially constructed (T/F)

A

TRUE.

52
Q

Good to know What is a MAJOR argument against broad definition?

A

Assumes all differences are equal in their impact.

Truth is surface level differences like gender and ethnicity were more damaging then a person’s personality or work style.

53
Q

What is diversity in the context of EDI?

A

Differences among people are likely to affect their acceptance, performance, satisfaction or progress in an organization.

54
Q

Managing diversity concerns what?

A

Differences in an organization’s design processes and structure make these differences into assets and sources of strengths rather than liabilities and sources of weaknesses.

55
Q

Diversity Management:

A

planned and systematic programs and procedures designed to (a0 Include diverse people and improve interaction among them, and (b) make this diversity a source of innovation and increased effectiveness rather than miscommunication conflict or obstacles to employees’ performance satisfaction and achievement.

56
Q

Equity

A

examining outcomes for different groups and procedures and policies that produce them, the correcting unfairness where it is found.

57
Q

Inclusion

A

refers to one result of good diversity management practices: the experience of acceptance satisfaction and progress by different groups of people.

58
Q

Ad hoc

A

common sense

59
Q

KSA’s

A

knowledge skills and abilities

60
Q

Training

A

refers to learning experiences specifically designed to focus on the job activities and work policies.

61
Q

Socialization

A

refers to the process of learning the culture, norms, procedures and patterns of work behaviours and usually applies to informal experiences of those entering work setting

62
Q

Cultural assimilator training program did what?

A

prepared those assigned to work in another company by learning how to behave appropriately without giving offense.

63
Q

Work Performance

A

How well people should be doing at their jobs.

64
Q

Job Evaluation

A

refers to a system for assigning worth to jobs.

65
Q

Occupational segregation *IMPORTANT example, Men Heavy Weapons Training required to be chief or deputy.

A

there is a pattern that certain jobs, job categories, or departments being filled predominantly with men and women.

66
Q

Wage gap

A

refers to the well-documented differences between the annual earnings of men and women working year-round and full-time.

67
Q

Leadership refers to

A

processes of goal-oriented influence in group and organizational settings.

68
Q

Organizational Change and Development

A

refers to processes and techniques that occur when leaders, consultants, and members of organizations attempt to improve internal relationships and accomplish important goals.

69
Q

The Labour force is becoming more ethinically diverse: T/F

A

True

70
Q

Median age is falling in workforce (true or false)

A

false

it is rising
more employees are being retained part-time after retirement.

71
Q

Worth knowing Workforce 2000 Diversity Important - 4 trends

A

a) The economy growing
b) The manufacturing sector would shrink, and services would increase
c) new service jobs require more technical skill
d) leads to an increase in the labour force including older workers, more females, and fewer whites.

72
Q

Net new entrants meaning:

A

particular group who joined labour force “minus” those who retire die or leave

+ - = net

73
Q

Business Case for diversity proposes that

A

Diversity leads to increased company profitability

aka. bottome line argument

74
Q

Business case for diversity is also known as

A

bottom line argument.

75
Q

Value-in-diversity proposes that

A

diversity is good for organizations.

76
Q

Worth knowing 5 factors for the business case for diversity management

A
  1. Better Marketing Strategies
  2. Better resources acquisition - company will be seen as diversity friendly
  3. Better problem solving
  4. More creativity and innovation
  5. Greater system flexibility
77
Q

COX (1997) also proposed the business case that welll-managed organizational diversity reduces employers costs. what factors does he list.

A
  1. Lower Absenteeism and turnover
  2. Reduced barriers to communication
  3. More efficient and effective communications
  4. Reduced Harassment
  5. Fewer discrimination lawsuits
78
Q

Model

A

illustration of how certain variables interact in specified situations.

79
Q

Good Model

A
  1. Identify factors and relationships thought to be important
  2. Communicate these ideas clearly
  3. Assist us in remembering important variables
  4. Estimate or preduct what will happen if something changes, and guide actions taken to alter the situation.
  5. Suggest things that have been overlooked or not fully understood.
80
Q

Culinary model of Organizational diversity

A
  • Jelly beans of different colours
  • The whole mixture of different coloured beans represents, not just individual beans.

Jelly beans - all together but retain their differences (colour)
Salad - all together, are individually different but influence each other
Tomato sauce - assimilated to organizational culture.

81
Q

Diversity scholarly models focus on:

A

“Qualitatively different periods”

E.g.)

a) desired end state that is implied
b) process and direction in which change occurs.
c) whether organizational types seem to be stages.

82
Q

What does AA assume?

A

Affirmative Action assumes women and ethnic minorities have been excluded.

83
Q

What approach does AA use?

A

passive approach.

84
Q

How does AA exercise their approach?

A

Creating a legislature that facilitates change in discrimination

85
Q

Prejudice vs discrimination

A

prejudice - “guilty mind”
discrimination - “guilty action”

86
Q

‘Pipeline’ scenario involves what

A

increased outreach and programs aimed to assimilate underrepresented groups

87
Q

‘Upward mobility’ scenario is when (AA)

A

develops stronger policy to combat discrimination

88
Q

One example of Valuing Differences (VD) is to include:

A

diversity day - “you’re valuing differences”

89
Q

“managing diversity strategy” (MD) recognizes what

A

Current systems are inadequate in providing accommodation for each group.

Form of Organizational Development

90
Q

“Our training on these issues focuses mainly on what’s legally required or prohibited.”

“People of color are employed at all levels in my organization.”

“Our training focuses on appreciating cultural differences, such as music or food.”

Identify: MD, AA, VD

A
  1. AA, 2. MD, 3. VD
91
Q

Paradigm:

A

a typical example or pattern of something; a model.

92
Q

Discrimination and Fairness paradigm emphasizes (*obvious answer)

A

discrimination and fairness are reasons to change organization.

recruitment and retention of a diverse workforce are used as indicators of success.

93
Q

Acesss and legitimacy paradigm emphasizes what (obvious answer)

A

improving access creates more diversity.

94
Q

Bottom line paradigm assumes

A

emphasizes using observable characteristics of certain employees and assigning them specialized work (AA office for minorities)

95
Q

Learning and Effectiveness Paradigm

A

encourages diverse leadership and culture by innovation and idea sharing.

96
Q

Four types of acculturation

A

Acculturation
Assimilation
Separation
Decultaration

97
Q

Acculturation

A

refers to changes in norms, expectations, and other aspects of the cultures of two or more groups as they combine and adjust.

98
Q

Assimilation

A

members of a minority community are expected to adapt to dominant groups culture

99
Q

Seperation

A

incoming group resists adaptation and continues to function without significant change.

100
Q

ethnic enclaves

A

What immigrants do in Canada, maintaining language and customs.

101
Q

Adaptation

A

where change occurs in both direction

Mutual process

102
Q

Deculturation

A

where primary or receiving culture may weaken or feel displaced by new culture introduced.

103
Q

Monolithic organization

A

internally homogenous (same in kind or alike) in terns of culture and demographic characteristics

104
Q

homogenous

A

same in kind; alike.

105
Q
A

EDI (3 decks)

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