Management Test 2 Review

2 ethnocentrism the feelings that ones cultural rules

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Unformatted text preview: (2) Ethnocentrism- the feelings that one's cultural rules and norms are superior. (3) Poor career planninglack of opportunities for diverse employees to get the type of work assignments that qualify them for senior management positions. (4) Unsupportive and hostile working environment for diverse employees. (5) Lack of political savvy on the part of diverse employees. (6) Difficulty in balancing career and family issues. (7) Fears of reverse discrimination- the belief that managing diversity is a smoke screen for reverse discrimination. Leads to strong resistance because people feel that one person's gain is another's loss. (8) Diversity is not seen as an organizational priority. (9) The need to revamp the organization's performance appraisal and reward system. (10) Resistance to change. Morrison's Diversity PracticesAccountability Development Recruitment 1. Top management's personal intervention 1. Diversity Training Programs 1. Targeted recruitment of nonmanagers 2. Internal advocacy groups 2. Networks and support groups 2. Key outside hires 3. Emphasis on EEO statistics, profiles 3. Development programs for all high potential managers 3. Extensive public exposure on diversity (AA) 4. Inclusion of diversity in performance evaluation goals, 4. Informal networking activities 4. Corp image as liberal, progressive, benevolent ratings 5. Inclusion of diversity in promotion decisions, criteria 5. Job rotation 5. Partnerships with educational institutions. 6. Inclusion of diversity in management succession planning 6. Formal mentoring program 6. Recruitment incentives such as cash supplements 7. Work and family policies 7. Informal mentoring programs 7. Internships (INROADS) 8. Policies against racism, sexism 8. Entry development programs for all high potential new 8. Publications or PR products that highlight diversity hires 9. Internal audit or attitude survey 9. Internal training 9. Targeted recruitment of managers 10. Active AA/EEO committee, office 10. Recognition events, awards 10. Partnership with nontraditional groups. Chapter 7- Attributions & Stereotypes Stereotypes- a four step process. Begins by categorizing people into groups according to various criteria, such as gender, age, race, occupation. Next, we infer that all people within a particular category possess the same traits or characteristics, then form expectations of others and interpret their behavior accordingly. Finally, stereotypes maintained by (1) overestimating the frequency of stereotypic behaviors exhibited by others (2) incorrectly explaining expected and unexpected behaviors, (3) differentiating minority individuals from oneself. People are less apt to stereotype to judge others when they encounter salient info that is highly inconsistent with a stereotype. Perceptual ErrorsPerceptual Error Description Example Halo A rather forms an overall impression about an object and then uses that impression to bias ratings about the Rating a professor high on the teaching dimensions of ability to motivate students, knowledge, and communication b/ object c we like her Leniency A personal characteristic that leads an individual to consistently evaluate other people or objects in an extremely Rating professor high regardless of her actual performance. The rater that hates to say neg things about others positive fashion Central Tendency to avoid all extreme judgments and rate people and objects as average Tendency Recency effects Tendency to remember recent info. If the info is negative, the person is evaluated neg. Constrast effects Tendency to evaluate people by comparing them with characteristics of recently observed people Self-Fulfilling Prophecy & Putting it to work- Self Fulfilling prophecy (Pygmalion effect) - someone's high expectations for another person result in high performance for that person. Putting it to work- (1) recognize that everyone has the potential to increase his performance, (2) instill confidence in your staff, (3) set high performance goals, (4) positively reinforce employees for a job well done, (5) provide constructive feedback when necessary, (6) help employees advance thru the organization, (7) introduce new employees as if they have outstanding potential, (8) become aware of your personal prejudices and nonverbal messages that may discourage, (9) encourage employees to visualize the successful execution of tasks, (10) help employees master key skills and tasks. Golem Effect- loss of performance due to low leader expectations. Galatea Effect- This effect is referred to as Galatea effect which occurs when an individual's high self expectations lead to high performance. Fundamental Attribution Bias- reflects one's tendency to attribute another person's behavior to his or her personal characteristics, as opposed to situational factors. Causes perceivers to ignore important environmental forces that affect behavior. Self-Serving Bias- one's tendency to take more personal responsibility for success than fail...
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This note was uploaded on 03/21/2008 for the course MAN 336 taught by Professor Edwards during the Spring '08 term at University of Texas at Austin.

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