Chapter 2

Diversity in Organizations

2-1
Chapter
Chapter Learning
Learning Objectives
Objectives
 After studying this chapter, you should be able to:
– Describe the two major forms of workforce diversity.
– Define the key biographical characteristics and describe how
they are relevant to OB.
– Define intellectual ability and demonstrate its relevance to
OB.
– Contrast the two types of ability.
– Describe how organizations manage diversity effectively.
– Show how culture affects our understanding of biographical
characteristics and intellectual abilities.

2-2
 Diversity-We
Diversity-We aren’t
aren’t all
all the
the same.
same.
 Workforce Diversity- means similarities and differences among
employees in terms of age, cultural background, physical abilities,
disabilities, race, religion, gender etc.

2-3
Diversity-We
Diversity-We aren’t
aren’t all
all the
the same.
same.

2-4
 Surface-level diversity
Differences in easily perceived characteristics, such as gender, race,
ethnicity, age, disability, or religion that do not necessarily reflect the
ways people think or feel but that may activate certain stereotypes.
 Deep-level diversity
Differences in values, personality, and work preferences that become
progressively more important for determining similarity as people get
to know one another better.
 Discrimination
Noting of a difference between things; often we refer to unfair
discrimination, which means making judgments about individuals
based on stereotypes regarding their demographic group.
 Stereotype
 It is judging someone on the basis of our perception of the group to
which that person belongs.
 Stereotyping Threat.
2-5
 Discriminatory policies or practices Actions taken by
representatives of organization that deny equal opportunity to
perform or unequal rewards for performance.
 Intimidation
 Threats or bullying directed at members of specific groups of
employees.
 Mockery and insults Jokes or negative stereotypes; sometimes the
result of jokes taken too far.
 Exclusion
Exclusion of certain people from job opportunities, social events,
discussions,
 Incivility Disrespectful treatment, including behaving in an
aggressive manner.
 Harassment

2-6
Ability
Ability
An individual’s capacity to perform the various tasks in a
job.
 Intellectual and Physical Abilities

2-7
Ability
Ability
Made up of two sets of factors:

– Intellectual Abilities
• The abilities needed to perform mental activities-thinking,
reasoning and problem solving.
• General Mental Ability (GMA) is a measure of overall
intelligence.
• No correlation between intelligence and job satisfaction.

– Physical Abilities
• The capacity to do tasks demanding stamina, dexterity,
strength, and similar characteristics.

2-8
Some
Some Physical
Physical Factors
Factors

•Body coordination
•Balance
•Stamina

See E X H I B I T 2–4 for details

See E X H I B I T 2–4 for details

2-9
Role
Role of
of Disabilities
Disabilities
 When focusing on ability, it can create problems when
attempting to develop workplace policies that recognize
diversity in terms of disabilities.

 It is important to recognize diversity and strive for it in

the hiring process.

 An organization needs to be careful to avoid

discriminatory practices by making generalizations
about people with disabilities.

2-10
 Implementing
ImplementingDiversity
DiversityManagement
ManagementStrategies
Strategies

 Diversity management - The process and programs by

which managers make everyone more aware of and
sensitive to the needs and differences of others. E.g.
effective diversity programs.

 Your challenge-Working with diversity in groups!

2-11
Summary
Summary and
and Managerial
Managerial Implications
Implications
– Diversity Management
• Must be an ongoing commitment at all levels of the
organization.
• Policies must include multiple perspectives and be long term
in their orientation to be effective.

2-12