CHAPTER2 Diversity in Organizations Questions for Review
What are the two major forms of workplace diversity? Answer: The two major forms of workplace diversity are surface level diversity and deep level diversity. Surface level diversity refers to differences in easily perceived characteristics, such as gender, race, ethnicity, age, or disability, that do not necessarily reflect the ways people think or feel but that may activate certain stereotypes. Deep level diversity refers to differences in values, personality, and work preferences that become progressively more important for determining similarity as people get to know one another better. How does workplace discrimination undermine organizational effectiveness? Answer: Actual discrimination can lead to increased negative consequences for employers, including reduced productivity and organizational citizenship behavior (OCB), more conflict, increased turnover, and even increased risk-taking behavior. Unfair discrimination also leaves qualified job candidates out of initial hiring and promotions. What are the key biological characteristics and how they are relevant to OB? Answer: Age –Older workers bring experience, judgment, a strong work ethic, and commitment to quality. Gender – Few differences between men and women that affect job performance. Race (the biological heritage used to identify oneself) – Contentious issue; differences exist, but could be more culture-based. Tenure – People with job tenure (seniority at a job) are more productive, absent less frequently, have lower turnover, and are more satisfied. Religion – Islam is especially problematic in the workplace in this post-9/11 world. Sexual Orientation – Federal law does not protect against discrimination, but state or local laws may. Domestic partner benefits are important considerations. Gender Identity – Relatively new issue is transgendered employees. These characteristics are important to OB since corporations are always searching for variables that can impact employee productivity, turnover, deviance, citizenship, and satisfaction. Data that is easily defined and available in an employee personnel file can contribute to success in an organization. How do other differentiating characteristics factor into OB? Answer: Other differentiating characteristics include tenure, religion, sexual orientation and gender identity, and cultural identity. Tenure, expressed as work experience, appears to be a good predictor of employee productivity, though there is some evidence that the relationship is not linear: differences in tenure are more important to job performance for relatively new or inexperienced employees than among those who have been on the job longer. Religion can be an employment issue wherever religious beliefs prohibit or encourage certain behaviors. The behavioral expectations can be informal, or they may be systemic. Religious individuals may also believe they have an obligation to express their beliefs in the workplace, and those who do not share those beliefs may object. While much has changed, the full acceptance and accommodation of lesbian, gay, bisexual, and transgender (LGBT) employees remains a work in progress. Surveys indicate that more than 90 percent of the Fortune500 companies have policies that cover sexual orientation. Finally, an organization seeking to be sensitive to the cultural identities of its employees should look beyond accommodating its majority groups and instead create as much of an individualized approach to practices and norms as possible. Often, managers can provide the bridge of workplace flexibility to meet both organizational goals and individual needs. What are the relevant points of intellectual and physical abilities to organizational behavior? Answer: The two types of abilities are intellectual abilities and physical abilities. Intellectual abilities lead to the mental abilities needed to perform jobs in the changing operational environments of today’s business. Physical abilities have been a factor of job design and performance since Fredrick Taylor’s Scientific Management. Studies have suggested nine different physical abilities performed in work. They are mutually exclusive. Therefore, they are important considerations in the management functions. How can organizations manage diversity effectively? Answer: Effective diversity management capitalizes on diversity for organizational success. This includes recruiting and selection as well as training and development of employees to take advantage of diverse workforces. Effective programs have three components: They teach managers about the legal framework for equal employment opportunity and encourage fair treatment of all people. They teach managers how a diverse workforce will be better able to serve a diverse market of customers and clients. They foster personal development practices that bring out the skills and abilities of all workers. Experiential Exercise Differences
The instructor randomly assigns the class into groups of four. It is important that group membership is truly randomly decided, not done by seating, friendships, or preferences. Without discussion, each group member first answers the following question on paper: 2-7. How diverse is your group, on a scale of 1–10, where1 = very dissimilar and 10 = very similar? Answer: The diversity of my group would probably fall somewhere around a 7 on the scale of 1 to 10. While we share common goals and objectives, there's a notable range of backgrounds, perspectives, and experiences among us. This diversity enriches our discussions, problem-solving approaches, and creativity. We appreciate the different viewpoints and insights that each member brings to the table, which ultimately enhances the quality of our work. While there are some similarities among us, such as our professional interests and dedication to our tasks, the variety in our backgrounds and experiences ensures that we approach challenges from multiple angles, fostering innovation and adaptability within the group. Putting that paper away, each person shares with the group his or her answers to the following questions: What games/toys did you like to play with when you were young? What do you consider to be your most sacred value (and why)? Are you spiritual at all? Tell us a little about your family. Where’s your favorite place on earth and why? Each group member then answers the following question on paper: 2-8. How diverse is your group, on a scale of 1–10, where 1 = very dissimilar and 10 = very similar? Answer: On a scale of 1 to 10, where 1 represents very dissimilar and 10 signifies very similar, I would rate the diversity of our group as a solid 5. We have a mix of backgrounds, experiences, and perspectives, which brings richness to our discussions and decision-making processes. While there are areas where we share common ground and understanding, there are also noticeable differences among us, which contribute to a dynamic and inclusive environment. These differences allow us to approach challenges from various angles, fostering creativity and innovation. Overall, our group's diversity serves as a strength, enabling us to adapt and excel in diverse situations. After groups calculate the average ratings from before and after the discussion, they will share with the class the difference between their averages and answer the following questions: 2-9. Did your personal rating increase after the discussion time? Did your group’s average ratings increase after the discussion time? Answer: Yes, both my personal rating and our group's average rating increased after the discussion time. During the discussion, we had the opportunity to delve deeper into our individual perspectives, share experiences, and gain insights from one another. This exchange of ideas allowed us to appreciate the diversity within our group even more and recognize the value that each member brings. As a result, I found myself reconsidering certain aspects and realizing that our differences actually contribute to our collective strength. Similarly, as we collectively discussed and explored the diversity within our group, it became evident that our initial individual ratings might have been somewhat conservative. Through open dialogue and the exchange of viewpoints, we recognized the depth of diversity present among us and the positive impact it has on our group dynamics and outcomes. Consequently, our group's average rating increased as we collectively acknowledged and embraced the richness of our diversity. Overall, the discussion served to enhance our appreciation for diversity and its importance in our organizational context. 2-10. Do you think that if you had more time for discussion, your group’s average rating would increase? Answer: Yes, I believe that if we had more time for discussion, our group's average rating would likely increase. Extended discussion allows for deeper exploration of each member's unique perspective, experiences, and insights. With more time, we could delve into different aspects of diversity within our group, such as cultural backgrounds, professional experiences, and personal beliefs, fostering a more comprehensive understanding of our collective diversity. Furthermore, additional time would provide opportunities for individuals to voice their opinions more thoroughly and for others to actively listen and engage with those perspectives. This deeper level of interaction and exchange would likely lead to a greater appreciation of the richness that diversity brings to our group dynamics and decision-making processes. Moreover, extended discussion allows for the identification and resolution of any potential misunderstandings or conflicts related to diversity. By addressing these issues in a constructive manner, we can further enhance cohesion and collaboration within the group. Overall, more time for discussion would enable us to explore the nuances of diversity within our group in greater detail, ultimately leading to a higher average rating as we continue to recognize and embrace the value of our differences. 2-11. What do you see as the role of surface-level diversity and deep-level diversity in a group’s acceptance of individual differences? Answer: Surface-level diversity and deep-level diversity play distinct yet interconnected roles in a group's acceptance of individual differences. Surface-level diversity encompasses visible attributes such as age, gender, race, and physical abilities. These characteristics are immediately apparent and may influence initial perceptions of individuals within a group. While surface-level diversity can sometimes lead to stereotyping or biases, it also serves as an opportunity for individuals to recognize and appreciate the unique qualities each person brings to the group. By acknowledging and valuing surface-level differences, group members can lay the foundation for a culture of inclusivity and respect. On the other hand, deep-level diversity refers to less visible attributes such as values, beliefs, personality traits, and experiences. These aspects often require more time and effort to uncover but have a profound impact on individual perspectives and behaviors. Deep-level diversity encourages group members to engage in meaningful conversations, share personal insights, and develop empathy towards one another. By understanding and embracing deep-level differences, group members can cultivate a deeper sense of connection and mutual respect. Together, surface-level and deep-level diversity contribute to a group's acceptance of individual differences by fostering openness, understanding, and appreciation for the unique qualities each member brings. Surface-level diversity serves as a visible reminder of the richness of human experience, while deep-level diversity encourages meaningful engagement and connection beyond superficial appearances. By actively recognizing and embracing both forms of diversity, groups can create an environment where individual differences are celebrated and valued, leading to enhanced collaboration, creativity, and overall effectiveness. Teaching Notes This exercise is applicable to face-to-face classes or synchronous online classes such as Black Board 9.1, WIMBA, and Second Life Virtual Classrooms. See http://www.baclass.panam.edu/imob/SecondLife for more information. Ethical Dilemma The 30% Club in Hong Kong Aims to Uphold
Board Diversity It seems obvious that women are significantly under-represented on the boards of Hong Kong companies. According to the 2015 Women on Boards’ Report, published by Community Business, out of 655 board directors of blue-chip companies in Hong Kong, only 73 of them are women, representing only 11 percent. The corresponding percentage of female directors in the United States is 19 percent. Fern Ngai, CEO of Community Business, believes that there are still cultural and structural barriers that barwomen from key decision-making positions. Although Germany just passed a law in 2015 requiring public companies to give 30 percent of board seats to women, Ngai does not believe in mandatory quotas for female directors. She claims that what really matters is the shift in mindset to seek greater gender diversity. Is there a large enough supply of board-ready women to serve as directors? As a matter of fact, 33 percent of senior management positions are held by women in Hong Kong—the third-highest in the Asia Pacific region. These female senior managers will have the potential to become directors. This is why the 30% Club Hong Kong has been formed. It is an outreach arm of The Women’s Foundation, one of Hong Kong’s leading non-profit-making organizations dedicated to the advancement of women’s social status. The purpose of the Club is to raise awareness among business leaders of the importance of gender diversity through empirical research, community programs, Aswell as advocacy. The target is to increase the percentage of female directors to at least 30 percent. The club has been endorsed by the Equal Opportunities Commissionof Hong Kong. However, changing the dominance of male directors in Hong Kong is not easy. According to Jenny To, Talent Management and Communications Director at Pernod Ricard Asia in Hong Kong, the main challenge is to change the mindset of existing board members to accept diversity. A spokesperson for the 30% Club said that companies with more women on their boards perform better than those with fewer women directors. This is supported by the Credit Suisse Research Institute’s report in 2013 that the net income growth of firms with women directors averaged 14 percent from 2007 to 2012, compared with only 10 percent for companies with no female board members. Wendy Yung, Executive Director of Hysan Development Company, notes out that directors from a diverse background could bring more collective insight and enrich constructive board decision-making. Progression of board diversity remains hopeful and the 30 percent Club will continue to support sustainable business-led voluntary change to improve the current gender imbalance on corporate boards. Sources: 30% Club HK, “Introduction to the 30% Club Hong Kong,” http://30percentclub.org.hk/media/pdfs/Introduction-to-the-30-percent-club.pdf; “More Women Needed on Board,” South China Morning Post, http://www.scmp.com/article/996437/more-women-neededboard;30% Club HK, Office Web site, http://30percentclub.org.hk/; PricewaterhouseCoopers, http://30percentclub.org.hk/“Annual Corporate Directors Survey: The Gender Edition,” May 2015,http://www.pwc.com/us/en/corporate-governance/publications/assets/pwc-acds-2014-the-genderedition.pdf; Grant Thornton, “Corporate Governance Review,” 2012, http://www.grant-thornton.co.uk/Global/Publication_pdf/Corporate_Governance_Review_2012.pdf; Chartered Secretaries, “Diversity on the Boards of Hong Kong Main Board Listed Companies,” https://www.hkics.org.hk/media/publication/attachment/PUBLICATION_A_2333_Board%20Diversity_Full%20Report.pdf; Hong Kong Exchanges and Clearing Limited, Consultation Paper: Board Diversity, September2012, https://www.hkex.com.hk/eng/newsconsul/mktconsul/Documents/cp201209.pdf; George W. Russell, “Balancing the Boards,” http://app1.hkicpa.org.hk/APLUS/2013/03/pdf/14-19-Diversity.pdf; Luo Weiteng, “More Women Board Directors Fuels Company Growth in HK, ”China Daily, http://www.chinadaily.com.cn/hkedition/2015-03/04/content_19714310.htm;Claire Cain Miller, “Women on Boards: Where the U.S. Ranks,” The New York Times, www.nytimes.com/2015/03/11/upshot/women-on-boards-where-the-us-ranks.html?_r=0. Questions Given that women participate in the labor force in roughly the same proportion as men, why do you think women occupy so few seats on boards of directors? Answer: This question will have many possible answers depending on the viewpoints of students. Those who believe in the “old boy network” will say something to the effect that women are excluded from networks and relationships that result in ascension to a board. Those who believe that the workforce finally including women in similar numbers to men might suggest that the increase in women in the workforce are in lower managerial positions restricting women’s consideration for boards. Some may suggest that appointment to a board is a factor of conceptual skill development that results from long periods of experience that women have not had time in the workforce to develop. Do you agree with the quotas established in many countries? Why or why not? Answer: The response to this question will spark considerable debate. Those who agree with the quota concept are those who likely believe in other governmental quotas including affirmative action. Those against will likely express the concept that appointment should be for the most qualified regardless of gender and the possibility that a country’s policy will lead to degradation of board effectiveness. Beyond legal remedies, what do you think can be done to increase women’s representation on boards of directors? Answer: One view will suggest that nothing needs to be done because as women develop the conceptual skills needed, the differences will eliminate themselves. Others will suggest that legal remedies are required because the situation will not change without requirements. Women desiring to climb to this level should engage in development programs to help them acquire the conceptual skills needed for the board’s work. Some may suggest that women take advantage of networking opportunities to raise their professional profiles. Case Incident 1 Walking the Walk
Do you want to work for Google? In some ways, who wouldn’t? Sunny California, fabulous campus, free organic meals, perks galore . . . oh, and challenging work with some of the brightest minds in the field. By all accounts, Google is a class act, a symbol of modernization. Does Google want you to work for it? Ah, that is the question. Eric Schmidt, a former Google CEO, and Jonathan Rosenberg, a former Google senior product manager, say Google searches for a certain type of person: a “smart creative.” They say smart creatives are “a new kind of animal”—and the secret ingredient to Google’s success. Do you think you are a smart creative? Are you an impatient, outspoken, risk taker who is easily bored? Do you change jobs frequently? Are you intellectually flexible? Do you have technical know-how, business knowledge, and creativity? Do you think analytically? According to Schmidt and Rosenberg, answering yes to these questions makes you a smart creative. As you can see, being a smart creative is not all positive. But it will get you hired at Google. One last question: Are you male or female? Google may be a symbol of the modernization of the workplace, but perhaps not of the workforce. The Google workforce, with 48,600 individuals, is a man’s world—70 percent male overall. On the technical side, a full 83 percent of the engineering employees are male. In the management ranks, 79percent of the managers are male. On the executive level, only three of the company’s 36 executives are women. Google officials say they are aware of the lack of diversity, but their diversity initiatives have failed. However, others report that sexist comments go unchecked and there is a frat-house atmosphere. In fact, an interviewer at an all-company presentation insultingly teased a man and woman who shared an office, asking them, “Which one of you does the dishes?” Thankfully, Google has begun to put its smart creatives to work on new thoughts about diversity. With the help of social psychology research, the company sent all employees through training on unconscious bias, or our reflexive tendency to be biased toward our own groups, to force people to consider their racist and sexist mindsets. So far, the training seems to be making a bigger difference than former initiatives, but the firm has a long way to go. Laszlo Bock, Google’s top HR executive, said, “Suddenly you go from being completely oblivious to going, ‘Oh my god, it’s everywhere.’” Critics are skeptical that Google and other large technology firms will ever count women in their ranks in numbers that reflect the population, though research continues to indicate that men and women are highly similar employees. Once Google has achieved greater diversity than it currently has, however, perhaps its executives can begin to work on the pay differentials: a recent Harvard study indicated that women computer scientists receive 89percent of the pay men earn for the same jobs. Sources: S. Goldenberg, “Exposing Hidden Bias at Google,” The New York Times, September 25, 2014, B1, B9; S. Lohr, “The Google Formula for Success,” The New York Times, September 29, 2014, B8; N. Wingfield, “Microsoft Chief Backpedals on Women’s Pay,” The New York Times, October 10, 2014, B7–B8; and E. Zell, Z. Krizan, and S. R. Teeter, “Evaluating Gender Similarities and Differences Using Meta synthesis,” American Psychologist 70 (2015): 10–20. Questions 2-15. Does this article change your perception of Googleas an employer? How? Answer: Yes, this article certainly alters my perception of Google as an employer. Initially, I was drawn to Google's enticing perks, challenging work environment, and reputation for innovation. However, learning about Google's preference for hiring "smart creatives" and the characteristics associated with this designation gives me pause for thought. While I believe I possess many of the qualities described as characteristic of a smart creative, such as being intellectually flexible, analytically minded, and technically proficient, I also recognize that not all individuals fit neatly into this mold. The emphasis on risk-taking, impatience, and frequent job changes may exclude many qualified candidates who bring different strengths and perspectives to the table. Moreover, the stark gender disparity within Google's workforce, especially at the executive and managerial levels, is concerning. The reported frat-house atmosphere and unchecked sexist comments suggest a toxic work culture that undermines the principles of diversity and inclusion. On the positive side, Google's efforts to address unconscious bias through training initiatives are commendable. However, it's clear that the company still has a long way to go in terms of achieving meaningful diversity and equity in its workforce. In conclusion, this article has prompted me to view Google as a more complex and imperfect employer than I initially perceived. While it remains an attractive option in many respects, I now recognize the importance of critically evaluating a company's values, practices, and commitment to diversity before considering employment. 2-16. Would you agree that although Google helps to modernize the workplace in other companies, its own workforce is old-fashioned? Answer: Google does exert a huge influence on other organizations, changing the way they operate and think. Yet 70 percent of Google’s workforce is male, which is an overwhelming imbalance. In each section of the organization and at each level of management, women are underrepresented. 2-17. Why are older employees often neglected or discriminated against? Answer: Age discrimination at the workplace arises out of stereotypes of older employees that paint them as less active and productive than younger employees. They are often overlooked for promotion, training, and opportunities as they closer to retirement and therefore need less investment in the longer term. However, older employees are more competent and resourceful. They have experience, so they know how to carry out tasks and solve problems; and they are motivated by the knowledge that they need to continue demonstrating their value and productivity. Case Incident 2 The Encore Career
Over the past century, the average age of the workforce has increased as medical science has continued to enhance longevity and vitality. As we discussed in this chapter, many individuals will work past the previously established ages of retirement, and the fastest-growing segment of the workforces individuals over the age of 55. Unfortunately, older workers face a variety of discriminatory attitudes in the workplace. Researchers scanned more than 100 publications on age discrimination to determine what types of age stereotypes were most prevalent across studies. They found that stereotypes inferred that older workers are lower performers. Research, on the other hand, indicates they are not, and organizations are realizing the benefits of this needed employee group. Dale Sweere, HR director for engineering firm Stanley Consultants, is one of the growing number of management professionals actively recruiting the older workforce.Sweere says older workers “typically hit the ground runningmuch quicker and they fit into the organization well.” They bring to the job a higher skill level earned through years of experience, remember an industry’s history, and know the aging customer base. Tell that to the older worker who is unemployed. Older workers have long been sought by government contractors, financial firms, and consultants, according to CorneliaGamlem, president of consulting firm GEMS Group Ltd., and she actively recruits them. However, the U.S. Bureau of Labor Statistics reports that the average job search for an unemployed worker over age 55 is 56 weeks, versus38 weeks for the rest of the unemployed population. Enter the encore career, a.k.a. unretirement. Increasingly, older workers who aren’t finding fulfilling positions are seeking to opt out of traditional roles. After long careers in the workforce, an increasing number are embracing flexible, work-from-home options such as customer service positions. For instance, Olga Howard, 71, signed on as an independent contractor for 25–30 hours per week with Arise Virtual Solutions, handling questions for a financial software company after her long-term career ended. Others are starting up new businesses. Chris Farrell, author of Unretirement, said, “Older people are starting businesses more than any other age group.” Others funnel into nonprofit organizations, where the pay may not equal the individual’s previous earning power, but the mission is strong. “They need the money and the meaning,” said Encore.org CEO Marc Freedman. Still others are gaining additional education, such as Japan’s “silver entrepreneurs,”who have benefited from the country’s tax credits for training older workers. Individuals who embark on a second-act career often report they are very fulfilled. However, the loss of workers from their longstanding careers may be undesirable. “In this knowledge economy, the retention of older workers gives employers a competitive edge by allowing them to continue to tap a generation of knowledge and skill,” said Mark Schmit, executive director of the Society for Human Resource Management (SHRM) Foundation. “New thinking by HR professionals and employers will be required to recruit and retain them. Otherwise, organizations’ greatest asset will walk out the door.” Sources: N. Eberstadt and M. W. Hodin, “America Needs to Rethink ‘Retirement,” The Wall Street Journal, March 11, 2014, A15; S. Giegerich, “Older Job-Seekers Must Take Charge, Adapt,” Chicago Tribune, September 10, 2012, 2–3; R. J. Grossman, “Encore!” HR Magazine, July 2014, 27–31; T. Lytle, “Benefits for Older Workers,” HR Magazine, March 2012, 53–58; G. Norman, “Second Acts After 65,” The Wall Street Journal, September 24, 2014, A13; D. Stipp, “The Anti-Aging Revolution,” Fortune, June 14, 2010,124–30; R. A. Posthuma and M. A. Campion, “Age Stereotypes in the Workplace: Common Stereotypes, Moderators, and Future Research Directions,” Journal of Management 35 (2009): 158–88; and P. Sullivan, “Older, They Turn a Phone Into a Job,” The New York Times, March 25, 2014, F3. Questions What changes in employment relationships are likely to occur as the population ages? Answer: Jobs may need to be redesigned. Supervisors may require specific training in working with and leading older workers. Benefit programs may require restructuring to address issues of older workers. Do you think increasing age diversity will create new challenges for managers? What types of challenges do you expect will be most profound? Answer: Yes, increasing age diversity in the workforce is likely to create new challenges for managers. While age diversity brings a wealth of experience, skills, and perspectives to organizations, it also introduces potential obstacles that managers must navigate effectively. Some of the challenges expected to be most profound include: 1. Stereotypes and Bias: Age stereotypes can lead to biased attitudes and behaviors in the workplace. Managers may need to address and mitigate age-related biases to ensure fair treatment and equal opportunities for all employees, regardless of age. 2. Communication and Collaboration: Age differences can sometimes result in communication barriers or misunderstandings between older and younger workers. Managers may need to facilitate effective communication and foster collaboration among employees of different age groups to promote a cohesive and productive work environment. 3. Technology Adoption: Older workers may face challenges in adapting to rapidly evolving technology and digital tools compared to their younger counterparts. Managers may need to provide training and support to help older employees bridge the technology gap and stay competitive in the digital age. 4. Career Development and Retention: Older workers may have different career goals and expectations compared to younger employees. Managers must offer opportunities for continuous learning, growth, and advancement to all employees, regardless of age, to retain talent and prevent attrition. 5. Workplace Flexibility and Accommodations: As employees age, they may require flexibility or accommodations to accommodate changing health needs or caregiving responsibilities. Managers must be proactive in implementing policies and practices that support work-life balance and accommodate the diverse needs of employees at different life stages. 6. Succession Planning and Knowledge Transfer: With an aging workforce, organizations face the challenge of succession planning and knowledge transfer. Managers must identify and develop future leaders while ensuring that critical knowledge and expertise are transferred from retiring employees to younger generations. 7. Inclusion and Engagement: Managers must foster an inclusive culture where employees of all ages feel valued, respected, and engaged. This may involve promoting intergenerational mentorship programs, creating opportunities for cross-generational collaboration, and celebrating the contributions of employees at every stage of their careers. In summary, while increasing age diversity in the workforce presents opportunities for organizations to leverage the collective wisdom and experience of employees from different generations, it also poses challenges that require proactive management strategies to address effectively. By recognizing and addressing these challenges, managers can create a more inclusive, collaborative, and resilient workforce capable of thriving in an age-diverse environment. How can organizations cope with differences related to age discrimination in the workplace? How can older employees help? Answer: Organizations and the leadership can cope with the changing workforce if they open their communication techniques as they observe the differences in work, attitude, and behavior brought by an older work force. And they must be prepared to make organizational changes to accommodate the differences productively. Older workers should make it a priority to continually seek opportunities to update their skills and be current in their professions. My Management Lab Go to mymanagementlab.com for Auto-graded writing questions as well as the following Assisted-graded writing questions: 2-21. In relation to this chapter’s Ethical Dilemma, one recent study found no link between female representation on boards of directors and these companies’ corporate sustainability or environmental policies. The study’s author expressed surprise at the findings. Do the findings surprise you? Why or why not? Answer: The findings of the recent study, which revealed no significant link between female representation on boards of directors and corporate sustainability or environmental policies, might come as a surprise to some, but they do not necessarily shock me. While there has been a prevailing assumption that increased gender diversity in corporate leadership leads to more sustainable and socially responsible business practices, the reality is often more complex. On one hand, having diverse perspectives in decision-making roles can enhance creativity, innovation, and problem-solving capabilities within organizations. This can, in turn, lead to the adoption of more sustainable practices and a greater focus on environmental responsibility. Additionally, research has shown that companies with diverse leadership teams tend to perform better financially in the long run. However, the absence of a direct correlation between female representation on boards and corporate sustainability outcomes in this study highlights the multifaceted nature of organizational dynamics. It suggests that gender diversity alone may not be a sufficient factor in driving sustainability initiatives within companies. Other factors, such as organizational culture, leadership values, stakeholder pressures, and industry norms, may play equally significant roles in shaping corporate sustainability strategies. Furthermore, it's essential to recognize that the impact of gender diversity on corporate sustainability may not always be immediately evident or quantifiable. It could take time for diverse leadership teams to influence organizational practices and for the benefits of their perspectives to materialize fully. In conclusion, while the findings of the study may challenge some preconceptions about the relationship between gender diversity and corporate sustainability, they underscore the need for continued research and nuanced understanding of the complex interplay between diversity, leadership, and organizational outcomes. Ultimately, achieving sustainable business practices requires a holistic approach that considers a range of factors beyond gender representation alone. 2-22. Now that you’ve read the chapter and Case Incident 2, do you think organizations should work harder to retain and hire older workers? Why or why not? Answer: Yes, after reading the chapter and considering Case Incident 2, I believe organizations should indeed work harder to retain and hire older workers. There are several compelling reasons for this stance: 1. Experience and Expertise: Older workers often bring a wealth of experience, knowledge, and skills to the workplace that can be invaluable to organizations. Their years of professional experience enable them to offer unique insights, mentorship, and leadership capabilities that contribute to organizational success. 2. Work Ethic and Reliability: Older workers are frequently characterized by their strong work ethic, reliability, and commitment to their roles. They often demonstrate dedication, punctuality, and a sense of responsibility that positively impacts team dynamics and productivity. 3. Industry Knowledge and Relationships: Many older workers possess deep industry knowledge, networks, and relationships built over years of experience. This can be instrumental in navigating complex business environments, building partnerships, and driving organizational growth. 4. Diversity and Inclusion: Embracing age diversity in the workforce promotes inclusivity and fosters a culture of respect for employees of all generations. By valuing the contributions of older workers, organizations demonstrate their commitment to diversity, equity, and inclusion, which can enhance employee morale, engagement, and retention across the board. 5. Addressing Talent Shortages: As the global workforce ages and birth rates decline in many regions, organizations are facing talent shortages in key industries and professions. Retaining and hiring older workers can help mitigate these shortages by tapping into a valuable talent pool that might otherwise be underutilized or overlooked. 6. Mitigating Knowledge Loss: With the impending retirement of baby boomers and older workers, organizations risk losing critical institutional knowledge and expertise. By proactively retaining and hiring older workers, organizations can facilitate knowledge transfer, succession planning, and continuity of operations, safeguarding against the loss of valuable intellectual capital. In conclusion, the benefits of retaining and hiring older workers are numerous and compelling. By recognizing and leveraging the unique strengths and contributions of older employees, organizations can enhance their competitiveness, resilience, and long-term sustainability in an increasingly diverse and dynamic workforce landscape. 2-23. My Management Lab Only – comprehensive writing assignment for this chapter. Answer: Certainly! Here's a comprehensive writing assignment for the chapter on Diversity in Organizations: Title: Leveraging Diversity for Organizational Success Introduction: Diversity in organizations is increasingly recognized as a strategic asset that can drive innovation, creativity, and sustainable growth. This comprehensive writing assignment explores the multifaceted dimensions of diversity in the workplace and its impact on organizational behavior, culture, and performance. 1. Understanding Diversity: • Define diversity in the context of organizational behavior. • Explore various dimensions of diversity, including but not limited to race, ethnicity, gender, age, sexual orientation, disability, and cultural background. • Discuss the importance of recognizing both visible and invisible aspects of diversity. 2. Benefits of Diversity: • Examine the potential benefits of diversity in organizations, such as improved problem-solving, increased creativity, enhanced decision-making, and better performance outcomes. • Provide empirical evidence and case examples illustrating the positive impact of diversity on organizational effectiveness. 3. Challenges of Diversity: • Identify common challenges and barriers associated with diversity in the workplace, including prejudice, bias, discrimination, stereotyping, and lack of inclusion. • Discuss the detrimental effects of homogeneity and monoculture on organizational innovation and adaptability. 4. Managing Diversity: • Explore strategies and best practices for effectively managing diversity in organizations. • Discuss the role of leadership in fostering inclusive cultures, promoting diversity awareness, and mitigating unconscious bias. • Highlight the importance of diversity training, mentoring programs, and diversity task forces in creating a culture of inclusivity and respect. 5. Legal and Ethical Considerations: • Address legal and ethical considerations related to diversity management, including compliance with anti-discrimination laws, affirmative action policies, and ethical responsibilities towards employees. • Discuss the ethical implications of diversity initiatives, such as affirmative action programs and diversity quotas. 6. Future Trends and Recommendations: • Explore emerging trends and future directions in diversity management, such as the growing importance of generational diversity, globalization, and remote work. • Provide recommendations for organizations to leverage diversity as a strategic advantage, including fostering a culture of belonging, embracing intersectionality, and promoting allyship and advocacy. Conclusion: In conclusion, diversity in organizations presents both opportunities and challenges for organizational leaders and managers. By understanding the complexities of diversity, proactively managing its challenges, and leveraging its benefits, organizations can create inclusive cultures that empower employees, drive innovation, and achieve sustainable success in an increasingly diverse and dynamic global marketplace. This comprehensive writing assignment provides a structured framework for students to explore and analyze key concepts, issues, and strategies related to diversity in organizations. It encourages critical thinking, research skills, and the application of theoretical knowledge to real-world organizational contexts. Instructor’s Choice Personality and Innovation at Apple-Application of Abilities Evaluation
“It’s Showtime!” is now a phrase that can adequately describe the art and personality of Steve Jobs. At one time or another, Steve Jobs was called brilliant, creative, demanding, domineering, eccentric, a predatory competitor, hard, unforgiving, or one of the best marketing minds ever—quite an extensive array of abilities. One of Mr. Jobs’ passions was online music and digital entertainment. Just as Apple Computer revolutionized the character and style of computing, it planned to do the same in the world of music. From iPods, iLife software, iTunes for downloads, Pixar Animated movies, and Apple stores, Apple is on everyone’s lips once again. The up and down swings of Apple Computer are legendary; however, through it all, Steve Jobs’ vision was constant. He seemed to really be able to envision the future before it happens. With his death in 2011, some wondered whether Apple could retain its position as a design leader. One of Apple’s most recent product introduction, the color iPhone5, is one test of the company’s ability to succeed without its revolutionary founder and leader. Using a search engine of your own choosing, find an article about Steve Jobs that outlines his successes and failures as a corporate executive and entrepreneur. What do you think are the Dimensions of Intellectual Ability that were exemplified by Jobs? Explain your rationale. Using a search engine of the Apple website, review the latest innovations from Apple. Can Apple duplicate the success of Steve Jobs? Describe the intellectual abilities of Apple’s former leader that were most instrumental in putting Apple on the map as a leader in the market. Instructor’s Note To aid the student in this application project, suggest that they read “Show Time” by Peter Burrows, found in Business Week (February 2, 2004, pp. 57–64). With respect to the intellectual abilities presented in the chapter, Mr. Jobs would certainly rate high on extraversion, conscientiousness, and openness to experience. He would also have an internal locus of control approach, be self-monitoring, have high self-esteem, be a Type A personality, have a high need for achievement, and a high need for power. However, he is also very good at building partnerships. Note the differences between his ability to partner versus that of rival Microsoft. In fact, even though the Apple vs. Microsoft rivalry is legendary, Steve Jobs recognized the benefits of having his Apple (Mac) system be user friendly to the Windows world. His alliances in the entertainment field with Disney and various film producers gave him a head start in the emerging digital entertainment field. Exploring OB Topics on the Web
Do an Internet search on age discrimination. Choose three sites that each deal with a different aspect of age discrimination (for example: discrimination in high tech industries, preventing discrimination, AARP’s involvement with the issue, etc.) Write a one-page paper outlining the key points of the information obtained and whether it confirms what we learned about older workers in this chapter. Find a current article of an organization that has been involved in an age discrimination suit. What were the specific issues involved? If resolved, what was the outcome? Bring a copy of the article to class and be prepared to discuss it. In addition to searching, here are some places to start digging: www.aarp.com www.bizjournals.com (there is a free registration process for this site) www.hrlawindex.com (there is a free registration process for this site) Top executives and tough jobs. Learn more about the skills and abilities managers need, like intelligence, leadership, motivation, etc., to be successful. Visit the About.com website and learn more. Print and bring an article to class for discussion. Try these pages or do your own search on About.com. Be sure to select links that look interesting, found in the left frame. www.learning.about.com www.psychology.about.com Solution Manual for Organizational Behavior Timothy A. Judge Stephen P. Robbins 9781292146300, 9780133507645, 9780136124016
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