Exam 3 Study Guide MGMT 3361 PDF

lOMoARcPSD|47196018 Exam3 Management - Study Guides Principles of Management (The University of Texas Rio Grande Valley) Scan to open on Studocu Studocu is not sponsored or endorsed by any college or university Downloaded...

lOMoARcPSD|47196018 Exam3 Management - Study Guides Principles of Management (The University of Texas Rio Grande Valley) Scan to open on Studocu Studocu is not sponsored or endorsed by any college or university Downloaded by Justtrying tohelp ([email protected])  lOMoARcPSD|47196018 Organizational Design (Ch 9) 1) Distinguish between organizational structure and process. - Organizational structure: the vertical and horizontal configuration of departments, authority, and jobs within a company. Ex: how do we design jobs that motivate and satisfy employees? - Organizational process: the collection of activities that transform inputs into outputs that customers value. 2) What is departmentalization? What are the most common bases of departmentalization in organizations (e.g., by function, product)? What are the advantages and disadvantages associated with each of these types of departmentalization? - Departmentalization: is a method of subdividing work and workers into separate organizational units that take responsibility for completing particular tasks. 1. Functional: Organizes work and workers into separate units responsible for particular business functions or areas of expertise. - ADV: o Allows work done by highly qualifies specialists o Lowers costs by reducing duplication o Makes communication and coordination easier - DISADV: o Cross-department coordination can be difficult o may lead to slower decision making 2. Product: organizes work and workers into separate units responsible for producing particular products or services - ADV: o Allows people to specialize in one area of expertise o Makes It easier to assess performance o Makes decision making faster - DISADV: o Duplication o Coordination across different product departments 3. Customer: responsible for particular kinds of customers - ADV: o Focuses organization on customer needs o allows companies to specialize products and services to customers’ needs - DISADV: o Duplication of resources o Workers might please customers but hurt business 4. Geographic: responsible for doing business in particular geographic areas - ADV: o helps companies respond to different markets o reduces costs by locating unique resources closer to customers - DISADV: o Duplication of resources o Difficult to coordinate departments 5. Matrix: a hybrid structure in which two or more forms of departmentalization are used together - ADV: o Allows companies to efficiently manage large, complex tasks o Gives more diverse set of expertise and experience - DISADV: o Requires a high level of duplication o Confusion and conflict between project bosses Downloaded by Justtrying tohelp ([email protected])  lOMoARcPSD|47196018 o Requires much more mgmt. skill 3) What is organizational authority? Describe Chain of Command and Unity of Command. Distinguish between line and staff authority. - Organizational authority: allows people to take action and make important organization decisions - Chain of command: the vertical line of authority that clarifies who reports to whom throughout the organization - Unity of command: workers should report to just one boss - Line authority: is the right to command immediate subordinates in the chain of command - Staff authority: is the right to advise but not command others who are not subordinates in the chain of command 4) What are the transfers involved in delegation of authority? - Is the assignment of direct authority and responsibility to a subordinate to complete tasks for which the manager is normally responsible. o 1st transfer: full responsibility for the assignment to the subordinate o 2nd transfer: manager gives the subordinate full authority over the budget, resources, and personnel needed to do the job. Subordinates must have the same tools and information at their disposal that managers had when they were responsible for the same task. o 3rd transfer: transfer of accountability, getting it done. Managers delegate their managerial authority and responsibility to subordinates in exchange for results. 5) Distinguish between centralized and decentralized authority. - Centralized authority: is the location of most authority at the upper level of the organization. Managers make most decisions, even the relatively small ones. - Decentralized authority: is the location of a significant amount of authority in the lower levels of the organization. It is decentralized if it has a high degree of delegation at all levels. 6) What is job design? - The number, kind, and variety of tasks that individual workers perform in doing their jobs 7) What is job specialization? What are some examples of specialized jobs? How can job rotation, enlargement, and enrichment be used to improve specialized jobs? - Job specialization: a job that is a small part of a larger task or process. Simple, easy-to-learn steps, repetitive, low variety. Job comprises a smaller part of a larger task, easy to learn, low variety, high repetition. - Job rotation: attempts to overcome the disadvantages of job specialization by periodically moving workers from one specialized job to another to give them more variety and the opportunity to use different skills. - Job enlargement: increases the number of different tasks that a worker performs within one particular job. - Job enrichment: attempts to overcome the deficiencies in specialized work by increasing the number of tasks and by giving workers the authority and control to make meaningful decisions about their work. 8) What are the 5 core job dimensions of the Job Characteristics Model? How do they influence the 3 critical psychological states? What outcomes will result? How does employee need for growth influence this process? 1. Skill variety: the number of different activities performed in a job 2. Task identify: (Meaningfulness) is the degree to which a job, from the beginning to end, requires completion of a whole and identifiable piece of work. 3. Significance: is the degree to which a job is perceived to have a substantial impact on others inside or outside the organization. 4. Autonomy: (Responsibility) is the degree to which a job gives workers the discretion, freedom, and independence to decide how and when to accomplish the work. Downloaded by Justtrying tohelp ([email protected])  lOMoARcPSD|47196018 5. Feedback: (Knowledge) is the amount of info. the job provides to workers about their work performance. 9) Distinguish between mechanistic and organic organizations. - Mechanistic organizations: are characterized by specialized jobs and responsibilities, precisely defined, unchanging roles, and a rigid chain of command based on centralized authority and vertical communication. Works best in stable, unchanging business environments. - Organic organizations: are characterized by broadly defined jobs and responsibility, loosely defined, frequently changing roles, and decentralized authority and horizontal communication based on task knowledge. Works best in dynamic, changing business environments. 10) Describe the intraorganizational processes of reengineering and empowerment. - Intraorganizational process: the collection of activities that take place within an organization to transform inputs into outputs that customers value. - Empowerment: is a feeling of intrinsic motivation, in which workers perceive their work to have meaning and perceive themselves to be competent, having an impact, and capable of self- determination. 11) What are interorganizational processes? What is a modular organization? A virtual organization? What are their advantages and disadvantages? - Interorganizational process: a collection of activities that occur among companies to transform inputs into outputs that customers value. - Modular organization: outsource all remaining business activities to outside companies, suppliers, specialists, or consultants. - Virtual organization: is part of a network in which many companies share skills, costs, capabilities, markets, and customers with each other o ADV:  Shared costs  fast and flexible o DISADV:  Difficult to control quality of work done by partners  Requires tremendous managerial skills Managing Work Teams (Ch 10) 1) What is a work team? - Small number of individuals with complementary skills who are accountable for: o Pursuing a common purpose o achieving performance goals o improving interdependent work processes 2) Why are work teams popular? What are the advantages and disadvantages of using teams in organizations? When should work teams be used? When should they not be used? - Popular? o First emerged in the 80’s o Now used in 91% of organizations o Teams: better utilize employee talents, are more flexible and responsive to change, motivate employees - ADV: o Customer service Downloaded by Justtrying tohelp ([email protected])  lOMoARcPSD|47196018 o Product and service quality o product development speed and efficiency o employee job satisfaction (cross-training) o decision making - DISADV: o Initially high turnover o Social loafing o Groupthink o Minority domination o Lack of accountability for team decisions - Use teams when… o There is a clear, engaging reason for purpose o The job can’t be done unless people work together o Rewards can be provided for teamwork and team performance o Ample resources are available - Don’t use teams when… o There isn’t a clear, engaging reason for purpose o The job can be done by people independent o Rewards are provided for individual effort and performance o The necessary resources are not available 3) Explain why groupthink and social loafing can be problems that teams face. - Groupthink can be a problem because everyone will disagree with one another. Not everyone agrees. - For social loafing can be a problem because people who are part of the team some members don’t do anything, they are slacking. 4) Describe the different types of work teams discussed in class and in the textbook. Be able to describe differences in autonomy that occur across these groups.  Traditional work groups: a group composed of two or more ppl who work together to achieve a shared goal  Employee involvement: team that provides advice or makes suggestions to mgmt. concerning specific issues  Semi-autonomous: a group that has the authority to make decisions and solve problems related to the major tasks of producing or service  Self-managing: manages and controls all major tasks of P&S  Self-designing: characteristics of self-mgmt. teams but also controls team design, work tasks, and team membership - Autonomy: the degree to which workers have the discretion, freedom, and independence to decide how and when to accomplish their jobs. 5) Describe the special kinds of teams described in your text (e.g., cross-function, virtual, project teams). 1. Cross-functional teams- are intentionally composed of employees from different functional areas of the organization. 2. Virtual teams- are groups of geographically and/or organizationally dispersed coworkers who use a combination of telecommunications and information technologies to accomplish an organizational task. Downloaded by Justtrying tohelp ([email protected])  lOMoARcPSD|47196018 3. Project teams- are created to complete specific, one-time projects or tasks within a limited time. 6) Describe the stage model of team development (e.g., forming, storming, …) - Forming: is the initial stage of team development. This is the getting acquainted stage in which team members first meet each other, form initial impressions, and try to get a sense of what it will be like to be part of the team. Some team norms will be established during this stage as team members begin to find out what behaviors will and won’t be accepted by the team. During this stage, team leaders should allow time for the team members to get to know each other, set early ground rules, and begin to set up a preliminary team structure. - Storming: conflicts and disagreements. As team members being working together, different personalities and work styles may clash, they become more assertive at this stage and more willing to state opinions. Also, team members jockey for position and try to establish a favorable role for themselves on the team. 7) Be able to describe and discuss the main characteristics of work teams that were discussed in class: norms, size, cohesiveness, conflict. - Team norms: informally agreed-on standards that regulate team behavior. o Regulate the everyday actions that allow teams to function effectively o Teams with negative norms influence team member to engage in negative behaviors - Team size: o In large teams, members find it difficult to get to know one another and team can split into subgroups o Very small groups may lack diversity and knowledge found in large teams o For most teams, the right size is between 6-9 people - Team cohesiveness: the extent to which team members are attracted to a team and motivated to remain in it. Reduce turnover, corporation, and motivation to contribute team. o Make sure that all team members are present at team activities o create additional opportunities for teammates to work together o engage in nonwork activities o make employees feel they are part of a special organization - Team conflict: o Cognitive conflict- members disagree because of different experiences and expertise o Affective conflict- results in hostility, anger, resentment, distrust, cynicism, apathy o Emphasizing c-type is not enough 8) Explain why it is beneficial to set team goals and priorities. - Increasing a team’s performance is inherently more complex than just increasing one’s performance - Challenging teams’ goals affect how hard team members work 9) What factors should be considered when selecting team members? 1. Individualists: put their own welfare and interests first 2. Collectivists: put group ahead of self 3. Team level: the average level of ability, experience, personality, or any other factor on a team 4. Team diversity: variances or differences in ability, personality, or any other factor on a team 10) What types of team training are beneficial, and why? - Interpersonal skills: listening, communication, questioning, and providing feedback enable people to have effective working relationships with others Downloaded by Justtrying tohelp ([email protected])  lOMoARcPSD|47196018 - Decision making skills/problem solving: to help them do a better job of cutting costs and improving quality and customer service. - Conflict resolution skills: ex. If an employee’s behavior is creating a problem within the team, the team is expected to work it out without involving the team leader. 2 team members will meet with the problem team member and work toward the resolution. If it doesn’t work, the who team meets and confronts the issue. - Technical training: need to do their jobs, if they are being cross-trained to perform all of the different jobs on the team. 11) How should compensation and reward systems be modified in order to better fit organizations that use a “team” structure? 1. Skill-based pay: pay employees for leaning additional skills or knowledge 2. Gainsharing: companies share the financial value of performance gains with their workers 3. Nonfinancial rewards: vacations, t-shirts, awards, certificates Managing Human Resources (Ch. 11) 1) What is “human resource management”? - Is the process of finding, developing, and keeping the right people to form a qualified work force and is one of the most difficult and important of all management tasks. 2) Describe how federal employment laws affect human resource practices. - The general effect of the laws- employers may not discriminate in employment decisions based on sex, age, religion, color, national origin, race, disability. 3) What is disparate treatment? What is adverse impact? How is adverse impact determined? Be able to describe the 80 percent (four-fifths) rule. - Disparate treatment: is intentional discriminations, occurs when people, despite being qualified, are intentionally not given the same hiring, promotion, or membership opportunities as other employees because of their race, color, age, sex, ethnic group, national origin, or religious beliefs. - Adverse impact: unintentional discrimination, occurs when members of a particular race, sex, or ethnic group are unintentionally harmed or disadvantaged because they are hired, promoted, or trained (or any other employment decision) at substantially lower rates than others. - Four-fifths rule: adverse impact occurs If the decision rate for a protected group of people is less than 80% of the decision rate for a nonprotected group. 4) What is sexual harassment? Distinguish between quid pro quo sexual harassment and a hostile work environment. - Sexual harassment: a form of discrimination in which unwelcome sexual advances, request for sexual favors, or other verbal or physical conducts of a sexual nature occurs. o Quid pro quo sexual harassment: occurs when employment outcomes, such as hiring, promotion, or simply keeping one’s job, depend on whether an individual submits to being sexually harassed. o Hostile work environment: occurs when unwelcome and demanding sexually related behavior creates an intimidating, hostile, and offensive work environment may not result in economic injury. It can lead to psychological injury from a stressful work environment. 5) What are the steps of the employee recruitment and selection process? Downloaded by Justtrying tohelp ([email protected])  lOMoARcPSD|47196018 - Employee recruitment: the process of developing a pool of qualified job applicants. - Selection process: the process of gathering information about a job applicants to decide who should be offered a job. 6) Explain what job analysis is. How is it used by organizations? - Job analysis: a purposeful, systematic process for collecting information on the important work- related aspects of a job. Help companies meet legal requirements that HR decisions be job-related.  Job description: a written description of the basic tasks, duties, and responsibilities required of an employee holding a particular job  Job specification: a summary of the qualifications needed to successfully perform a job. o Work activities o Tools and equipment used to do the job o context in which the job is performed o the personnel requirements for performing the job 7) Describe how the recruitment process occurs. What are different sources of recruiting? Distinguish between internal and external recruiting. - Internal recruiting: the process of developing a pool of qualified job applicants from people who already work within the company. o Job posting: is a procedure for advertising job openings within the company to existing employees. o Career path: is a planned sequence of jobs through which employees may advance within an organization. EX: a person who starts as a sales representative may move up to sales manager and then to district or regional sales manager. - External recruiting: process of developing a pool of qualified job applicants from outside the company. o Ex: like advertising, employee referrals, walk-ins, outside organizations, employment services, special events, internet job sites. o Employee referrals, walk-ins, newspaper advertisements, and state employment agencies tend to be most used frequently for office/clerical and production/service employees. 8) Describe and explain the advantages and disadvantages of the major selection techniques: application forms/resumes, interviews, references/ letters of recommendation, background checks, selection tests. - Application forms/ resumes: o application forms may only ask for a valid, job relation information  May not ask about children, age, disabilities, physical characteristics, lawsuits, arrest records o Resumes- pose a problem because of false data - Interviews: avoid asking about children, age, disabilities, physical characteristics, name, citizenship, lawsuits, arrest records, smoking, aids/hiv - References/letters of recommendation: o Employment references- contacting previous employers or coworkers to learn more about the candidate - Background checks: used to verify accuracy of information that applicants provide about themselves. Downloaded by Justtrying tohelp ([email protected])  lOMoARcPSD|47196018 o Conduct criminal record checks o ask applicants to sign a waiver to check references, run a background check, or contact people with knowledge of work history o ask applicants if there is anything they want the company to know o consider hiring a private investigator - selection tests: o Specific ability tests: measure the extent to which an applicant possesses the particular kind of ability needed to do a job well. Also called aptitude tests because they measure aptitude for doing a particular task well. o Cognitive ability tests: measure the extent to which applicants have abilities in perceptual speed, verbal, comprehension, numerical aptitude, general reasoning, and spatial aptitude. How quickly people understand words, numbers, logic, and spatial dimensions. o Biographical data: are extensive surveys that ask applicants questions about their personal backgrounds and life experiences. o Work sample tests (performance tests): require applicants to perform tasks that are actually done on the job. Directly measure job applicants’ capability to do the job. o Assessment centers: use a series of job-specific simulations that are graded by multiple trained observers to determine applicants’ ability to perform managerial work.  In-basket exercise: is a paper-and-pencil test in which an applicant is given a manager’s in-basket containing memos, phone messages, organizational policies, and other communications normally received by and available to managers.  Leaderless group discussion: another common assessment center exercise, a group of six applicants is given approximately two hours to solve a problem, but no one is put in charge 9) Describe the differences between structured and unstructured interviews. Which types have more validity? - Structured interviews: standardized interview questions are prepared ahead of time so that all applicants are asked the same job-related questions. Ask situational, behavioral, background, and job-knowledge questions. - Unstructured interviews: interviewers are free to ask applicants anything they want, and studies show that they do. - Semi-structured interviews: are hybrids of structured and unstructured interviews. A major part of the semi structured interview (perhaps as much as 80 percent) is based on structured questions, but some time is asset aside for unstructured interviewing to allow the interviewer to probe into ambiguous or missing information uncovered during the structured portion of the interview. 10) What is performance appraisal? - The process of appraising how well employee are doing their jobs. 11) What are the reasons for conducting a performance appraisal? How can this information be used? - Used for four broad purposes: making administrative decisions (pay increase, promotion, retention), providing feedback for employee development, evaluating human resource programs (validating selection systems), and documentation purposes. 12) Distinguish between objective and subjective performance measures. Downloaded by Justtrying tohelp ([email protected])  lOMoARcPSD|47196018 - Objective performance measures: measures of performance that are easily and directly counted or qualified (output, scrap, sales, etc.) - Subjective performance measures: require that someone judge or assess a worker’s performance 13) Describe the subjective performance appraisal methods that were discussed in lecture and in the text (e.g., trait ratings, behavioral observation scale). - Graphic Rating scale: are most widely used because they are easy to construct, but they are very susceptible o rating errors. - Behavior observation scale: requires rating to rate the frequency with which workers perform specific behaviors representative of the job dimensions that are critical to successful job performance. 14) Who are typical sources of feedback for performance appraisals? How do ratings from these different sources compare? Describe the 360-degree feedback approach to appraisal. 1. Evaluation by superiors 2. Evaluation by colleagues 3. Self-evaluation 4. Subordinate evaluation: employees assess the performance of their managers 5. Customer/client evaluation 6. 360-degree feedback (multi-source): feedback comes from 4 sources: the boss, subordinates, peers and coworkers, and the employee themselves. When receiving feedback, employees become defensive and dislike hearing any negative assessments of their work, no matter how small. Managers become defensive too and dislike giving appraisal feedback as much as employees dislike receiving it. 15) What is training? What is a “needs assessment”? Why is it conducted? - Training: providing opportunities for employees to develop the job-specific skills, experience, and knowledge they need to do their jobs or improve their performance. - Needs assessment: the process of identifying and prioritizing the learning needs of employees. It is conducted because how will employees know what they need to do and how to do it correctly. Like how will they learn if they have no experience. 16) Discuss the different types of training methods described in the textbook (e.g., on-the-job training, role playing, case studies) - On-the-job training: if practicing learning, or changing job behaviors is the obj, even role playing - Case studies: if developing analytical and problem-solving skills is the obg. 17) How do organizations evaluate training?  Reactions: how satisfied trainees were with the program  Learning: how much employees improved their knowledge or skills  Behavior: how much employees actually changed their on-the-job behavior because of training  Results: how much training improved job performance, such as increased sales or quality, or decreased costs. 18) What are the 3 basic types of compensation decisions? - Compensation is the financial and nonfinancial rewards that organizations give employees in exchange for their work. 1. Pay-level decisions: decisions about whether to pay workers at a level above, below, or at current market wages Downloaded by Justtrying tohelp ([email protected])  lOMoARcPSD|47196018 2. Job evaluation: determines the worth of each job by determining market value of skills required to perform it. 3. Pay-variety decisions: the extent to which employees’ pay varies with individual and company performance. a. Piecework- pay plans, employees are paid a set rate for each item produced up to some standard b. Commission- sales people are paid a percentage of the purchase price of items they sell c. Profit sharing- employees receive a portion of the organization’s profits over and above their regular compensation. d. Employee stock ownership plans- compensate employees by awarding them shares of company stock in addition to their regular compensation. e. Stock options- give employees the right to purchase shares of stock at a set price. 19) Discuss the ways in which employees may separate from an organization: termination, downsizing, retirement, and functional/dysfunctional turnover. - Termination: in most situations, firing should not be the first option. Employees should be fired only for a good reason (wrongful discharge). Employees should always be fired in private. - Downsizing: the planned elimination of jobs in a company. May actually decrease productivity and lead to loss of skilled workers. - Retirement: o Early retirement incentive program (ERIP)- offer financial benefits to employees to encourage them to retire early. Reduces number of employees, lowers costs, creates new openings. o Phased retirement- employees transition to retirement by working reduced hours before completely retiring. - Functional/dysfunctional turnover: o Functional turnover- gives the organization a chance to replace poor performers with better workers. o Dysfunctional turnover- the loss of high performers who choose to leave, is a costly loss to the organization. Diversity (Ch. 12) 1) What is diversity? Why does it matter to organizations? - Diversity: exists in an organization when there are a variety of demographic, cultural, and personal differences among the people who work there and the customers who do business there. 2) How does diversity differ from affirmative action? - Affirmative action: refers to purposeful steps taken by an organization to create employment opportunities for minorities and women. o Basically, a punitive approach o May ppl argue that affirmative action goes unfair preferential treatment o Ppl who get jobs or promotions through affirmative action often viewed as unqualified - DIFF: o Focused on demographics such as sex and race, while diversity has a broader focus that includes demographic, cultural and personal differences. Downloaded by Justtrying tohelp ([email protected])  lOMoARcPSD|47196018 o Is a policy for actively creating diversity, but diversity can exist even if organizations don’t take purposeful steps to create it. o Affirmative action is required by law for private employers with 50 or more employees, while diversity is not. o A.A. programs and diversity programs also have diff. purposes. A.A. programs purpose is to compensate for past discrimination, which was widespread when legislation was introduced in the 1960’s 3) Why does diversity make good business sense? o Decreases turnover and absenteeism o Helps companies avoid expensive lawsuits o Helps companies attract and retain talented workers o Drives business growth o Higher-quality problem solving 4) Distinguish between surface and deep level diversity? What are some examples of each? - Surface-level diversity: consists of differences that are immediately observable, typically unchangeable, and easy to measure. Ex. Age, sex, race/ethnicity, or physical capabilities. - Deep-level diversity: consists of differences that are communicated through verbal and nonverbal behaviors and are recognized only through extended interaction with others. Ex: personality, attitudes, beliefs, and values. Requires to get to know co-workers better. 5) What is age discrimination? What can companies do to avoid it? - Age discrimination: treating people differently in hiring, firing, promotions, or compensation because of their age. - Managers should… o Recognize that age discrimination is much more pervasive than they think o Make hiring and promotion decisions based on qualifications, not age. o Monitor the extent to which older employees receive training o Ensure that younger and older workers interact with each other 6) What is sex discrimination? What can companies do to avoid it? What is a “glass ceiling”? - Sex discrimination: when people are treated differently because of sex. - Managers should… o Mentoring o Make sure that male dominated social activities don’t unintentionally exclude women o Designate a go-to person that women can talk to if they believe they are being held back 7) What is racial and ethnic discrimination? How can companies avoid it? - When people are treated differently because of their race or ethnicity. - Managers should… o Start by looking at the numbers (hiring rates, promotion rates) o Survey employees’ level of satisfaction o Eliminate unclear selection and promotion criteria o Train those who make hiring and personnel decisions 8) What is disability discrimination? How can companies avoid it? - Disability discrimination: when people are treated differently because of their disabilities - Managers should… o Education Downloaded by Justtrying tohelp ([email protected])  lOMoARcPSD|47196018 o Workplace accommodations o Actively work to find jobs for qualified ppl with disabilities 9) Describe how personality differences contribute to deep level diversity. Describe the 5 major dimensions of personality explained in your textbook. - Personality: the relatively stable set of behaviors, attitudes, and emotions displayed over time that make ppl different from each other. 1. Extraversion: degree to which someone is active, assertive, gregarious, sociable, talkative, and energized by others. 2. Emotional stability: degree to which someone is not angry, depressed, anxious, emotional, insecure, and excitable 3. Agreeableness: degree to which someone is cooperative, polite, flexible, forgiving, good-natured, tolerant, and trusting 4. Conscientiousness: degree to which someone is organized, hardworking, responsible, persevering, thorough, and achievement oriented 5. Openness to experience: degree to which someone is curious, broad-minded, and open to new ideas, things, and experiences; is spontaneous; and has a high tolerance for ambiguity. - Deep-level diversity: consists of differences that are communicated through verbal and nonverbal behaviors and are recognized only through extended interaction with others. Ex: personality, attitudes, beliefs, and values. Requires to get to know co-workers better. 10) Describe the following 3 paradigms for managing diversity: discrimination and fairness paradigm; access and legitimacy paradigm; and learning and effectiveness paradigm. 1. Discrimination and fairness paradigm: most common method of approaching diversity, focuses on equal opportunity, fair treatment, recruitment of minorities, and strict compliance with an equal employment opp. Laws. Success is measured here. 2. Access and legitimacy paradigm: focuses on the acceptance and celebration of differences to ensure that the diversity within the company matches the diversity found among primary stakeholders such as customers, suppliers, and local communities. To create a demographically diverse work force in order to attract a broader customer base. 3. Learning and effectiveness paradigm: Focuses on integrating deep-level diversity differences, such as personality, attitudes, beliefs, and values, into the actual work of the organization. Consistent with achieving organizational plurality. 11) What is organizational plurality? - is a work environment where (1) all members are empowered to contribute in a way that max. the benefits to the organization, customers, and themselves, and (2) the individuality of each member is respected by not segmenting or polarizing people on the basis of their membership in a particular group 12) What diversity principles can managers use to effectively manage diversity?  Carefully and faithfully follow and enforce federal and state laws regarding equal opportunity employment  Treat group differences as important but not special  Find common ground  Tailor opportunities to individuals, not groups  Solicit negative as well as positive feedback  Set high but realistic goals Downloaded by Justtrying tohelp ([email protected])  lOMoARcPSD|47196018 13) Explain the following diversity training practices: awareness training, skills-based diversity training, diversity audits, diversity pairing. - Awareness training: is designed to raise employees’ awareness of diversity issues, such as the big 5 personality dimensions discussed in this chapter, and to get employees to challenge underlying assumptions or stereotypes they may have about others. - Skill-based diversity training: teaches employees the practical skills they need for managing a diverse work force, such as flexibility and adaptability, negotiation, problem solving, and conflict resolution. - Diversity audits: are formal assessments that measure employee and management attitudes, investigate the extent to which people are advantaged or disadvantaged with respect to hiring and promotions, and review companies’ diversity-related policies and procedures. - Diversity pairing: people of different cultural backgrounds, sexes, or races/ethnicities are paired for mentoring. The hope is that stereotypical beliefs and attitudes will change as people get to know each other as individuals. Downloaded by Justtrying tohelp ([email protected])