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Contemporary Management 9th Edition Jones Solutions Manual 1
Contemporary Management 9th Edition Jones Solutions Manual 1
Chapter 5
CHAPTER CONTENTS
© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized
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Chapter 05 – Managing Diverse Employees in a Multi-cultural Environment
LEARNING OBJECTIVES
LO5-1. Discuss the increasing diversity of the workforce and the organizational environment.
LO5-2. Explain the central role that managers play in the effective management of diversity.
LO5-3. Explain why the effective management of diversity is both an ethical and a business
imperative.
LO5-4. Discuss how perception and the use of schemas can result in unfair treatment.
LO5-5. List the steps managers can take to effectively manage diversity.
LO5-6. Identify the two major forms of sexual harassment and how they can be eliminated.
KEY DEFINITIONS/TERMS
Bias: The systematic tendency to use information about others in ways that result in inaccurate
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for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded,
distributed, or posted on a website, in whole or part.
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Chapter 05 – Managing Diverse Employees in a Multi-cultural Environment
perceptions.
Distributive justice: A moral principle calling for fair distribution of pay, promotions, and other
organizational resources to be based on meaningful contributions that individuals have made and
not personal characteristics over which they have no control.
Diversity: Dissimilarities—differences—among people due to age, gender, race, ethnicity,
religion, sexual orientation, socioeconomic background, education, experience, physical
experiences, capabilities/disabilities, and any other characteristic that is used to distinguish
between people.
Gender schemas: Preconceived beliefs or ideas about the nature of men and women, their traits,
attitudes, behaviors, and preferences.
Glass ceiling: A metaphor alluding to the invisible barriers that prevent minorities and women
from being promoted to top corporate positions.
Hostile work environment sexual harassment: Telling lewd jokes, displaying pornography,
making sexually oriented remarks about someone’s personal appearance, and other sex-related
actions that make the work environment unpleasant.
Mentoring: A process by which an experienced member of an organization (the mentor)
provides advice and guidance to a less experienced member (the protégé) and helps the less
experienced member learn how to advance in the organization and in his or her career.
Overt discrimination: Knowingly and willingly denying diverse individuals access to
opportunities and outcomes in an organization.
Perception: The process through which people select, organize, and interpret what they see,
hear, touch, smell, and taste to give meaning and order to the world around them.
Procedural justice: A moral principle calling for the use of fair procedures to determine how to
distribute outcomes to organizational members.
Quid pro quo sexual harassment: Asking for or forcing an employee to perform sexual favors
in exchange for receiving some reward or avoiding negative consequences.
Schema: An abstract knowledge structure that is stored in memory and makes possible the
interpretation and organization of information about a person, event, or situation.
Stereotype: Simplistic and often inaccurate beliefs about the typical characteristics of particular
groups of people.
CHAPTER OVERVIEW
The effective management of diversity means much more than hiring employees from diverse
backgrounds. It also includes learning to appreciate and respond appropriately to the needs,
attitudes, beliefs, and values that diverse people bring to an organization. Correcting
misconceptions about why and how various employee groups differ and finding the most
effective way to utilize the skills and talents of diverse employees are also part of the manager’s
responsibility.
© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized
for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded,
distributed, or posted on a website, in whole or part.
4
Chapter 05 – Managing Diverse Employees in a Multi-cultural Environment
This chapter explores the increasing diversity in today’s environment and how it can be
proactively managed within the organization. It also explores why sometimes well-intentioned
managers inadvertently treat one group of employees differently from another and the actions
managers can take to ensure that diversity within the organization is respected.
LECTURE OUTLINE
© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized
for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded,
distributed, or posted on a website, in whole or part.
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Chapter 05 – Managing Diverse Employees in a Multi-cultural Environment
Effectively managing diversity is more than just ensuring that diverse members of organizations
are treated fairly. When diversity is effectively managed, organizations can benefit from the
diverse perspectives, points of view, experiences, and knowledge bases of their diverse members
to produce better goods and services and be responsive to their increasingly diverse customer
bases. Both organizationwide initiatives and the steps that each individual manager takes to
effectively manage diversity have the potential for substantial payoffs in terms of both improved
organizational effectiveness and maintaining a satisfied, committed, and motivated workforce.
Consider the steps that PricewaterhouseCoopers (PwC), one of the largest private companies in
the United States, has taken to effectively manage diversity. At PwC, multiple dimensions of
diversity are valued and effectively managed including ethnicity, gender, race, sexual
orientation, religion, physical ability, and generation. A key focus of PwC’s diversity initiatives
is providing and maintaining an inclusive environment whereby diverse individuals not only feel
welcome and supported but also have the opportunity to succeed and thrive. Thus initiatives
focus on ensuring that PwC has a good pipeline for hiring diverse employees and that these
employees can make valuable contributions and achieve early success in their careers with PwC.
Providing ongoing opportunities for development and advancement is also key, along with
having a diverse leadership base.
Recognizing that many employees, at some point in their careers and lives, need or want
flexibility to balance professional demands with their personal lives, PwC has a variety of
flexible work arrangements that employees can take advantage of. PwC also helps employees
determine which type of flexible work arrangement might best meet their professional and
personal needs. This is just a sampling of the many diversity-related endeavors PwC has
undertaken and continues to pursue. These examples effectively highlight why PwC was voted
#2 in DiversityInc.’s rankings. PwC continues to strive to effectively manage diversity in
multiple ways for the good of its employees, its clients, the firm itself, and other stakeholders.
© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized
for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded,
distributed, or posted on a website, in whole or part.
Another document from Scribd.com that is
random and unrelated content:
The Project Gutenberg eBook of Fausto: Primera
parte
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States and most other parts of the world at no cost and with
almost no restrictions whatsoever. You may copy it, give it
away or re-use it under the terms of the Project Gutenberg
License included with this ebook or online at
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States, you will have to check the laws of the country
where you are located before using this eBook.
Language: Spanish
Nota de transcripción
J U A N W O L FA N G O G O E T H E
P RIMERA PARTE
TEODORO LLORENTE
Nueva edición ilustrada por los mejores artistas alemanes, revisada por el traductor
y seguida de una reseña de la segunda parte de la tragedia
BARCELONA
—
M ONTANE R Y S I M ÓN, E DI TORE S
CALLE DE ARAGÓN, NÚM. 255
1905
ES PROPIEDAD
C A RTA
QUE SIRVIÓ DE PRÓLOGO PARA LA PRIMERA EDICIÓN
A V W. Q
[9] La infanticida.
No estoy lejos de estas ideas, aunque juzgo que, sin ser tan
enrevesado y oscuro como se ha supuesto, el segundo F ,
superior tal vez al primero por el arte maravilloso con que está
escrita cada escena, y como cincelados cada estrofa y cada
verso, requiere, por la singularidad del simbólico argumento y
por la variedad de ideas contenidas en él, ser leída una y otra
vez, y si fuera posible, en el texto original, para encontrarle bien
el gusto. Sucede con esta obra como con la música alemana, tan
en boga hoy día: hay que oírla y volverla a oír, y cuanto más se
oye más agrada. Claro es que en traducciones, en las que, como
dice muy bien el escritor a que me refiero, se pierden por lo
menos tres cuartos de la belleza de la obra poética original, la
segunda parte del F ha de encontrar pocos lectores que de
buenas a primeras aprecien todo su mérito.
La puerta se me abre ahora, querido Vicente, para pasar —
¡temible tránsito!— de la obra magna de Goethe a mi pobre
versión castellana; y al hablar otra vez de ella, vuelve tu nombre
a mis labios, sin duda porque necesito toda la benevolencia de
los amigos para seguir adelante. Te diré, ante todo, que no
encontrarás aquí más que la primera parte del F . ¿Por qué
no la segunda? Porque su traducción pareciome mucho más
dificultosa y mucho menos agradable, y no era cosa de
emprender tan ardua tarea cuando no pensaba en publicar mi
trabajo. No renuncio a completarlo; pero esto solo será en el
caso de que el juicio del público no sea adverso a este primer
ensayo, y de que tenga yo más adelante el vagar que ahora me
falta para esos estudios.
Hecha esta advertencia, te diré también que, si algo me anima
y disculpa, es lo poco leído y lo mal conocido que es en España
el poema de Goethe. En Italia sucedía, poco ha, lo mismo. «No
lo creerán los extranjeros, decía Eugenio Checchi, en el prólogo
de la traducción de A. Maffei; pero entre nuestros literatos de
profesión son poquísimos los que conocían el F de
[15]
Goethe. Muchos hablaban de él; pero era solamente de oídas. »
La traducción de Maffei, de todo el poema, y escrita en
hermosos versos, ha acabado en Italia con esa ignorancia de
obra tan famosa. Lo mismo ha sucedido en Portugal con la
versión de Castilho, también en verso, aunque esta solo
comprende la primera parte. ¡Pudiera yo lograr lo mismo en
nuestra patria! No había aquí versión alguna de ella, que fuera
soportable,[16] hasta que se publicó recientemente la de D.
Guillermo English,[17] revisada por el Sr. Valera, a cuya
competentísima pluma se deben, si no estoy equivocado, los
cortos fragmentos traducidos en verso, imitando lo hecho por
Gerardo de Nerval y otros traductores franceses, que recurrieron
a la rima solamente en los coros, himnos, canciones, y otros
pasajes en que prevalece lo lírico sobre lo dramático.
[15] F , tragedia di Wolfango Goethe, tradotta da
Andrea Maffei, terza edizione riveduta. Florencia, 1873.