OBNotesOctober5toEnd - Ilrob October 10, 2007 Guest...

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Ilrob October 10, 2007 Guest Lecturer: I. Status a. Prominence, respect, and influence individuals enjoy in the eyes of others b. Specific status cues i. People are believed to vary in the degree to which they possess a characteristic ii. Education, socio-economic standing c. Why is status important? i. Negotiation: Low status people do not like negotiating ii. Man often receive higher pay d. People with less status i. Problem in teams 1. Participate less 2. Conform more 3. More tentative in speech 4. More submissive ii. Problem in organizations 1. Slow entry of women and minorities to top ranks of organizations 2. Proposed solution a. Addition of one or two women or minority to act as advocates: cascade effect b. Key Research Question: Will low status numerical minorities in high prestige groups act as advocates for similar others? e. Experimental Manipulation i. Manipulation of group prestige 1. Deans focus group (high) 2. Secretary’s independent (low) ii. Low status individuals in a high prestige group more likely to choose dissimilar other iii. Low status individuals in low prestige group were more likely to chose similar others Ilrob122 October 15, 2007 Managing Diversity in Organizations I. Defining Diversity a. Diversity: variation based on any attribute people use to tell themselves that another person is different b. Surface Level Diversity: demographic differences such as race or sex that are readily available to others c. Deep Level Diversity: differences between people that are not visible such as attitudes or beliefs i. Example: Gender (visible surface level) vs. social class (less visible deep level) ii. Some diversity requites that people interact over long periods of time to uncover it II. Value in diversity hypothesis a. Prediction: diverse groups should have broader ranger of perspectives, knowledge, information, and should facilitate their performance on complex tasks = BETTER b. Business Case for Diversity: i. Talent shortage requires us to seek out and use full capabilities of our employees ii. The need to be like customers, including need to understand and communicate with them in terms that reflect their concerns iii. Diverse teams produce better results c. Evidence: i. Groups with diversity of personality types generated higher quality solutions then homogenous groups ii. Dyads (group of two) with heterogeneous attitudes (liberal and conservative) generated
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more creative solutions to problems then homogeneous dyad iii. Innovative banks (opposed to non innovative banks) managed by teams that were diverse with respect to education and functional background d. Negative consequences i. Diversity leads to social divisions that lower cohesion and result in negative outcomes 1. Heterogeneity of tenure within organization increases absenteeism and turnover while reducing communication, innovation, and performance 2. Old managers who are more dissimilar in terms of age are also more likely to leave the firm ii. Especially in “balanced” groups
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This note was uploaded on 02/20/2008 for the course ILROB 1220 taught by Professor Goncaloj during the Fall '07 term at Cornell University (Engineering School).

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OBNotesOctober5toEnd - Ilrob October 10, 2007 Guest...

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