Chapter 3&4 Diversity - Org Mngmt

easily discernable differences between individuals based on obvious characteristics such as gender, age, race, ethnicity, or disability. These categories do not reflect how people think or feel; yet they activate stereotypes.

differences in values, culture, personality, and work preferences that are not easily visible; not phenotypic

influenced by unfair and irrelevant stereotypes

judging someone on the basis of perceptions about the group they belong to

differences such as age, sex, race/ethnicity, and physical disabilities that are observable, typically unchangeable, and easy to measure

differences such as personality and attitudes that are communicated through verbal and nonverbal behaviors and are learned only through extended interaction with others (values, culture)

applicants who "whitened" their resumes were more likely to get an interview

individuals who are subjects to stereotyping internalize the negative perceptions and attitudes towards them and fear that they might fulfill these negative expectations
- self handicapping
- overcompensating
- exploitation of stereotype

- underperformance
- disengagement from the workplace
- poor job attitudes
- reluctance to seek feedback

- not sitting next to a given colleague
- ignoring their opinion
- not inviting them to work and nonwork events

- violence
-psychological aggression (screamed at, insulted, threatened w/ violence)

- affirm your feelings
- directly respond
- "when you said that, I heard..." or "When you did that, I felt..."
- take time to think and strategize
- seek support
- practice self-care

- pick the right time to talk and listen
- learn from mistakes

- treat employees as individuals, not highlighting group differences, reducing stereotype threat
- awareness
- confront microaggression
- use differences to advantage

achieving a work environment in which every employee feels respected, is granted equal access to growth and is able to contribute fully to the organization's success

20%

Differences in position or opinion among unit group members

differences in kind or category, primarily of information, knowledge, or experience among unit members

differences in concentration of valued social assets or resources such as pay and status among unit members - vertical differences that privilege a few over many

- more creative and innovative
- more engaged and committed employees
- improved organizational reputation and performance