week 7

Question 1

business case

Answer 1

predicting range on benefits resulting from greater workforce diversity within
organizations

Question 2

identity conscious affirmative action programs

Answer 2

encourage organizational decision makers to hire nonwhite and female applicants / however, white male employees might believe that people were not hired
for their qualifications but for their identity

Question 3

contact hypothesis:

Answer 3

intergroup contact reduces prejudice/stereotype use when four conditions are met: equal status, common goals, cooperation (instead of competition) + interaction supported by higher
authority

Question 4

formal mentoring

Answer 4

matched by the organizations, short-term (6-12 months)

Question 5

• informal mentoring

Answer 5

mutual identification and perceived similarity between mentor and protégé, longterm (3-6 years) —> better outcomes

Question 6

Brewer’s optimal distinctiveness theory (ODT)

Answer 6

explains tensions associated with human needs for
validation and similarity to others (on the one hand) and a countervailing need for uniqueness and
individuation (on the other)

Question 7

inclusion:

Answer 7

degree to which an employee perceives that they are an esteemed member of the workgroup
through treatment that satisfies their needs for belongingness and uniqueness
- two general themes: belongingness and uniqueness —> inclusion has positive consequences for
individuals and organizations

Question 8

framework of inclusion:

Answer 8

individuals want to feel a sense of belonging, as well as feeling valued, for their
unique attributes
- members in workgroups can be valued for their unique attributes and they endeavor to fell valued for
their uniqueness as well as wanting to belong to the group

Question 9

exclusion

Answer 9

> individual is not
treated as an organizational
insider, but others are insiders

Question 10

differentation

Answer 10

individual is
not treated as insider but unique
characteristics are valued

Question 11

assimilation

Answer 11

individual is
treated as insider when
conforming to dominant norms

Question 12

inclusion

Answer 12

individual is treated
as insider and encouraged to
retain uniqueness

Question 13

integration-and-learning perspective:

Answer 13

acknowledging the differences among people and recognizing
the value of those differences (reflecting uniqueness and belongingness) —> effective by producing highquality work and allowing employees to expand their capabilities

Question 14

social identity complexity

Answer 14

highlights how people subjectively combine multiple social identities

Question 15

intersectionality

Answer 15

refers to the manner in which multiple aspects of identity may combine in different
ways to construct social reality

Question 16

self-verification theory

Answer 16

proposes that individuals join groups in part to verify their personal and social
self-views (positive and negative)

Question 17

contextual factors

Answer 17

part of the environment that provide stimuli to individuals and are used to interpret
information at work

Question 18

valuing diversity

Answer 18

changing individual attitudes and behaviors
- goal: increase awareness of racial, ethnic, and cultural differences and help value these differences to make everyone feel appreciated

Question 19

dissonance theory

Answer 19

behavior change leads to attitude change; most effective when voluntary
(diminished effect of training, because adults have well-established attitudes difficult to modify)

Question 20

relational demography:

Answer 20

studies the effects of individuals’ similatiry to their workgroup

Question 21

SOCIAL CATEGORIZATION PERSPECTIVE

Answer 21

differences between work group members may engender the
classification of other as either ingroup/similar or outgroup/dissimilar, categorizations that may disrupt
group process

Question 22

INFORMATION/DECISION-MAKING PERSPECTIVE

Answer 22

DIVERSITY MAY INTRODUCE DIFFERENCES in knowledge, expertise
and perspectives that may help work groups reach higher quality and more creative and innovative
outcomes

Question 23

faultlines

Answer 23

when positions on different dimensions of diversity are correlated, the combination of diversity
on these dimensions may suggest a clear distinction between subgroups

Question 24

self-verification

Answer 24

being seen by others as one sees oneself

Question 25

team reflexivity

Answer 25

the team’s careful consideration and discussion of its functioning - is proposed to result
in team learning and improved team performance

Question 26

task conflict

Answer 26

disagreements about the task performed