Diversity

• Relevant to organizations
– Increased immigration
– Cultural policies of equality (Human Rights)
– Globalization
• Stereotyping
– Attributing characteristics or acting toward an individual based on their belonging to a group and our assumptions about that group.

Automatic, unconscious stereotyping

• Selective – we screen out most information
• Learned – we learn to see the world in a particular way
• Culturally determined – the way we see the world is based on our culture
• Consistent – once we see something in a certain way we continue to see it in that way
• Inaccurate – we see things that do not exist and do not see things that do exist. We perceive things based upon our cultural map.

• Performance Orientation. The degree to which a collective (should) encourages and rewards group members for performance improvement and excellence.
• Assertiveness. The degree to which individuals are (should be) assertive, confrontational, and aggressive in their relationships with others.
• Future Orientation. The extent to which individuals (should) engage in future-oriented behaviors such as delaying gratification, planning, and investing in the future.
• Humane Orientation. The degree to which a collective (should) encourages and rewards individuals for being fair, altruistic, generous, caring, and kind to others.
• Institutional Collectivism. The degree to which organizational and societal institutional practices (should) encourage and reward collective distribution of resources and collective action.

• In-Group Collectivism. The degree to which individuals express
(and should express) pride, loyalty, and cohesiveness in their organizations or families.
• Gender Egalitarianism. The degree to which a collective minimizes
(and should minimize) gender inequality.
• Power Distance. The degree to which members of a collective expect (and should expect) power to be distributed equally. A high power distance score reflects unequal power distribution in a society.
• Uncertainty Avoidance. The extent to which a society, organization, or group relies (and should rely) on social norms, rules, and procedures to alleviate unpredictability of future events.
The greater the desire to avoid uncertainty, the more people seek orderliness, consistency, structure, formal procedures and laws to cover situations in their daily lives.

5.0
4.75
4.5
4.25
4.0
3.75
3.5
3.25
PO FO AO S/IC IGC HO PD GE UA
Canada
US

• Charismatic/Value-Based. A broadly defined leadership dimension that reflects the ability to inspire, to motivate, and to expect high performance outcomes from others on the basis of firmly held core beliefs.
• Team-Oriented. A leadership dimension that emphasizes effective team building and implementation of a common purpose or goal among team members.
• Participative. A leadership dimension that reflects the degree to which managers involve others in making and implementing decisions.

• Humane-Oriented. A leadership dimension that reflects supportive and considerate leadership but also includes compassion and generosity.
• Autonomous. This newly defined leadership dimension, which has not previously appeared in the literature, refers to independent and individualistic leadership.
• Self-Protective. From a Western perspective, this newly defined leadership dimension focuses on ensuring the safety and security of the individual. It is self-centered and face saving in its approach.

6.0
5.5
5.0
4.5
4.0
3.5
3.0
Anglo – US
Latin America - Brazil
Middle East - Egypt
Confusion Asia - China
Charismatic Team Participative Humane Autonomous Self-Protective

• The work life balance crunch
– Working women incur penalties for having children
• Depressed earning power
– North American emphasis on equality versus
European requirement for recognition of dual burden
• Men assume less than 10% home and family responsibilities

• Banked parental leave
• Restructured retirement plans
• Career breaks
• Reduced hour jobs with promotional opportunities
• Maintaining status

• Men = highest commitment levels in male homogeneous groups. Male tokens have low levels of satisfaction and commitment. Males had lower commitment in mixed gender groups.
• Women = lower commitment in female homogeneous groups. Female tokens had higher commitment. Females had higher commitment in mixed gender groups.

• Whites = highest commitment levels in white homogeneous groups. White tokens have low levels of satisfaction and commitment.
Whites had lower commitment in mixed race groups
• Non-whites = lower commitment in non-white homogeneous groups. Non-white tokens had higher commitment. Non-whites had higher commitment in mixed race groups.

• Social identity theory: the self-concept is socially constructed and situation specific.
– One’s specific (group) identities become salient in some situations.
– Identities become salient in contrast to others

• Realistic conflict theory: traditional in-groups create policies that are favourable to the ingroup and often unfavourable to the outgroup.
– As heterogeneity rises:
• low-status positions and potential difficulty in increasing status becomes more apparent. (?)
• The potential loss of status becomes more apparent. (?)
• Consequence is an increased potential for negative affect and conflict

• Identity Incongruence
– Identify with the high status group rather than one’s own group
• Act like the high status group
• Have attitudes similar to the high status towards one’s own in-group. (?)

• Contact
• Attitude training
• Behavior change – cognitive dissonance effects
– Harassment and equity policies
– Mentoring programs

• Consciously held
• Descriptive
• Accurate
• The first best guess about a group
• Modified after further experience and observation