91.
Retaining good workers of all ethnicities will become increasingly important as
92.
When Liaya was hired at Sunrise Importers, she was encouraged to attend a meeting with
other minority employees to discuss the challenges and opportunities at the company.
Liaya found the meeting helpful because other members coached her about the norms and
culture of the organization. This in turn enabled her to adjust more quickly and effectively.
This program is an example of
11–100
93.
Higher-level managers who help ensure that high-potential people are introduced to top
management and socialized into the norms and values of the organization are called
94.
Giving exposure and experience in line jobs to a wide range of employees in order to make
senior management positions more available to them is an important aspect of
95.
Recognizing religious holidays, differing modes of dress, and dietary restrictions as well as
allowing flexible scheduling are all ways to improve employee retention that may appeal to
diverse employees. These types of efforts are referred to as
11–102
Scenario A: Joan and Cecilia are colleagues who are both having problems at work. They
relate their experiences to each other because they are very concerned about their
situations. Joan speaks of a conversation with her immediate supervisor in which he tells
her that if she spends a night with him the next time they take a business trip together, he
will recommend her for a promotion. Cecilia has a different situation. She works in an area
of the office where there are few women. Her colleagues consistently make lewd remarks
about her body and have shown her pornographic pictures.
96.
In Scenario A, both Joan and Cecilia have experienced
97.
In Scenario A, Joan is a victim of
98.
In Scenario A, Cecilia is a victim of
Scenario B: Wellstone Corp. has introduced a new program called “Stay to Grow.” It has
several different components
1. The company operates in a rural area where there are few young employees. It has set
up regular meetings for young employees new to this rural area to exchange information
about activities in the area and housing options and simply to meet each other.
2. Since many of the managers are nearing retirement age, a component of the program
includes assigning the older managers to help the younger ones meet people in the
organization and get advice on managing their careers.
3. Since the younger employees like to take time off and travel, the company has
introduced a flexible work system so that the young managers may work more hours each
day and leave after they have completed their work for the week. This allows them more
travel time for long weekends.
99.
In Scenario B, the “Stay to Grow” program appears to be designed to
100.
Component 1, as described in Scenario B, is an example of
101.
Component 2, as described in Scenario B, is an example of
102.
Component 3, as described in Scenario B, is an example of
Scenario C: Marcelo is a candidate for a research position with Southwestern Fine
Chemicals. He is very well qualified for the job. However, the manager for whom he would
be working is concerned because Marcelo has a hearing impairment. However, the
manager decides to hire Marcelo.
103.
Which of the following laws should the manager comply with while hiring Marcelo?
104.
Marcelo’s hearing impairment qualifies legally as a disability because it substantially
105.
Which of the following should the company provide to help Marcelo accommodate his
impairment and comply with the Americans with Disabilities Act (ADA)?
11–108
Scenario D: Thom, Liz, and Douglas are all friends who work at different companies. They
are discussing the diversity of their organizations. Thom states that in his work there are
few women employees and most of them have low-status jobs. The employees who are
different from the majority are expected to comply by the norms of the majority. On the
other hand, Liz states that her company values diversity and encourages the diverse
workforce to make maximum contributions to achieve strategic goals. Finally, Douglas
states that his organization also has a diverse workforce and that it uses affirmative action
to manage it. However, he says that most minority employees are placed in similar job
positions.
106.
From Scenario D, it can be inferred that Thom belongs to a _____ organization.
107.
Based on the description given by Liz, it can be understood that she belongs to a _____
organization.
108.
From Scenario D, it can be inferred that Douglas belongs to a _____ organization.
Scenario E: The management of Pyramid Plus Corp. decides to provide a two-week
diversity training program to its employees. During the first week, the trainer made a
presentation on the myths, stereotypes, and other cultural differences that act as barriers
that prevent employees from contributing to the organization. The aim was to help
employees get a better understanding of the organization’s culture and its unwritten rules.
During the second week, the employees were given activities on active listening.
Moreover, they were also trained on how to give and receive feedback and how to
communicate effectively with others.
109.
Which of the following components of diversity training was the trainer implementing
during the first week of training?
110.
Which of the following components of diversity training was the trainer implementing
during the second week of training?
Essay Questions
111.
Give a brief history of diversity in the United States.
Answers may vary.
112.
What does “managing diversity” mean? Discuss the components of a diversified
workforce.
Answers may vary.
113.
Explain the term “glass ceiling” with an example.
Answers may vary.
114.
Explain sexual harassment, its categories, and the problems that stem from the issue.
Answers may vary.
115.
List the basic components of an effective sexual harassment policy.
Answers may vary.
116.
Briefly explain why some employers choose
not
to hire people with disabilities. To argue
against this attitude, give a few reasons why disabled employees should be hired.
Answers may vary.
117.
Contrast “managing diversity” and “affirmative action” and provide examples of each.
Answers may vary.
11–114
118.
Discuss various types of competitive advantage gained by employing a diverse workforce.
Answers may vary.
119.
Discuss communication problems as a challenge of a diverse workforce.
Answers may vary.
120.
Explain stereotyping and how it affects managing diversity.
Answers may vary.
11–115
121.
Explain the characteristics of monolithic organizations.
122.
Describe the features of pluralistic organizations.
Answers may vary.
123.
Explain how multicultural organizations address the cultural aspects of integration.
Answers may vary.
11–116
124.
Describe the two components of diversity training.
Answers may vary.
125.
What are some of the tools used to attract a diverse group of qualified employees?
Answers may vary.
126.
Explain policies and strategies for retaining good workers and supporting diversity in the
workplace.
Answers may vary.