Diversity and Inclusion in the Workplace

Organizational Behavior and Management

• Bias: a tendency or preference towards a particular perspective or ideology
• Prejudice: a preconceived belief, opinion, or judgment towards a person or a group of people
• Stereotyping: judging a person based on a perception of a group to which that person belongs
• Glass ceiling: the invisible barrier that separates women and minorities from top management positions
• Diversity skills training: specialized training to educate employees about the importance of diversity and to teach them skills for working in a diverse workplace

Corporate Social Responsibility and Ethics

• Corporate Social Responsibility (CSR): a company's obligations to society go beyond that which is required by law and economics
• Ethics: the principles, values, and beliefs that define right and wrong behavior
• Ego strength: a personality measure of the strength of a person's convictions
• Locus of control: the belief that one has control over the outcome of events in their life

Management and Organization

• Management: coordinating and overseeing the work activities of others so that organizational goals can be accomplished
• Organization: a deliberate arrangement of people to accomplish some specific purpose
• Organizational Behavior: the study of the actions of people at work
• Hawthorne studies: a series of studies that provided new insights into individual and group behavior
• Quantitative approach: the use of quantitative techniques to improve decision-making
• Total Quality Management (TQM): a philosophy of management that originated in Japan, driven by statistical measurement, continuous improvement, and responsiveness to customer needs

Management Functions and Roles

• Planning: defining goals, establishing strategies to achieve goals, and developing plans to integrate and coordinate activities
• Organizing: arranging and structuring work to accomplish organizational goals
• Leading: working with and through people to accomplish goals
• Controlling: monitoring, comparing, and correcting work
• Mintzberg's 10 Managerial Roles: figurehead, leader, liaison, monitor, disseminator, spokesperson, and more

Decision-Making and Problem-Solving

• Programmed decisions: repetitive decisions that are made for familiar problems that can be handled by a routine approach
• Non-programmed decisions: decisions for unique and nonrecurring problems that require custom-made solutions
• Decision-making styles: directive, behavioral, analytical, and conceptual
• Rational Decision-Making: choices that are logical and consistent and maximize value
• Bounded rationality: decision-making that's rational, but limited by an individual's ability to process information
• Heuristics: problem-solving methods that are based on practical experience and knowledge
• Biases: anchoring effect, confirmation bias, framing bias, sunk costs errors, self-serving bias, and hindsight bias

Planning and Goal-Setting

• Planning: the management function that involves setting an organization's goals and establishing an overall strategy to achieve these goals
• Types of goals: financial, strategic, stated objectives, and real objectives
• Characteristics of well-written goals: written in terms of outcomes, measurable, clear, challenging, and communicated to all necessary organizational members
• Traditional objective setting: an approach to setting goals in which top managers set goals that then flow down through the organization
• Management by objectives (MBO): a process of setting mutually agreed upon goals and using those goals to evaluate employee performance

Human Resource Planning and Management

• Human resource planning: ensuring that the organization has the right number and kinds of capable people in the right places and at the right times
• Job analysis: an assessment that defines jobs and the behaviors necessary to perform them
• Job description: a written statement that describes a job
• Job specifications: a written statement of the minimum qualifications a person must possess to perform a given job successfully
• Recruitment: locating, identifying, and attracting capable applicants
• Selection: screening job applicants to ensure that the most appropriate candidates are hired
• Orientation: introducing a new employee to his or her job and the organization
• Training: equipping employees with the skills and knowledge necessary to perform their jobs effectively
• Employee Performance Management: establishing performance standards used to evaluate employee performance