1) AGE = Managers must ensure that the
policies and procedures they have in place 1967= AGE DISCRIMINATION IN EMPLOYMENT ACT = prohibits discrimination agaisnt workers over the age of 40 + restricts mandatory retirement
treat all workers fairly, regardless of their age
1963= EQUAL PAY ACT = req men and women paid equally if perf equal work
2) GENDER= Men and women must be treated
evenly in the workplace 1978 = PREGNANCY DISCRIMINATION ACT = prohibits discrimination against women in employment decisions based on pregnancy, childbirth, related
medical decisions
3) RACE + ETHNICITY= The increasing racial
and ethical diversity of the workforce and the
population as a whole underscore the
importance of effectively managing diversity
4) RELIGION= A Key issue of managers in 1964= TITLE VII OF THE CIVIL RIGHTS ACT
= prohibits discrimination in employment 1991= CIVIL RIGHTS ACT = prohibits just like
religious diversity is recognizing and being
title VII and allows for awarding compensatory
aware of different religions and their beliefs, decisions (hiring, firing, pay, promotion,
damages + back pay in cases on intentional
with particular attention paid to when religious working conditions) based on : race, age, discrimination
holidays fall. gender, culture, religion,
1990= AMERICANS WITH DISABILITIES ACT = prohibits discrimination against disabked indiv in employment decisions + req employers to make
5) CAPABILITIES/DISABILITIES= Employers accomodations for disabled workers to enable them to perf jobs
must accommodate people with disabilities to
effectively do their job. 1993 = FAMILY AND MEDICAL LEAVE ACT= req employers provide 12 weeks of unpaid leave for medical and family reasons, incl paternity and illness of
family member
6) SOCIOECONOMIC BACKGROUND=
Employers must accommodate people with socioeconomic bg= combination of social class and income related factors
disabilities (not as well off as others) to
effectively do their job.
7) SEXUAL ORIENTATION= Organizations must
have sexual harassment training
1. Ethical imperative that diverse people must
receive equal opportunities and be treated
fairly and justly.
2. Improve organizational effectiveness.
3. Still substantial evidence that diverse
individual experience unfair treatment in the
workplace on a global level. due to baises,
reasons why diversity is a pressing matter in management: stereotypes and overt discrimination
glass ceiling = metaphor alluding to the
invisible berriers that prevent minorities +
women from beig promotes to top corporate
positions
cross-functional teams = members from diff
departments, resp for intro new product
the incre diversity of the workforce Discrimination – To show favor, prejudice or
+ enviro bias for or against a person on any arbitrary
grounds such as biases, race, gender,
pregnancy etc.
- Designed to promote employment equity
(fairness in favor of designated groups – race,
1.1 Affirmative action women, disabilities)
-Main aim–Representation in the workforce.
(BEE SCORE)
- Relates to a specific set of requirements
DISCRIMINATION - SA CONTEXT needed to perform a specific job.
1.2. Inherent job requirements
- Example – A person with poor eyesight
cannot be employed as an airline pilot
By law discrimination is allowed on four
1. Fair discrimination
grounds: -In certain cases, employers are not allowed to
employ people.
1.3. Compulsory discrimination - Example – Children under the age of 15 and
pregnant women four weeks before giving birth
or six weeks after giving birth.
-An employer is allowed to discriminate against
2 types of discrimination employees on the basis of productivity
1.4. Based on productivity
- Example - Increases based on merit (based
on the fairness of criteria used)
-Easy to identify and involves differential
treatment between employees and job
2.1 Direct discrimination
applicants based on arbitrary grounds
- Example–Paying female employees less.
2. Unfair discrimination Two forms of unfair discrimination:
-Not easy to identify and a more subtle form of
discrimination and are seen as policies that are
neutral, but have a negative effect on
2.2. Indirect discrimination
individuals or groups.
- Examples – Sexual harassment, medical
testing, phycological testing and HIV testing.
diversity = dissimilarities/ diff among pple due to age, gender, race, ethnicity,
religion, etc
critical managerial roles Mintzberg’s Managerial Roles and Diversity
managers + effective management
of diversity
1)Distributive justice: - moral principle that dictates fair distribution of pay, promotions, job titles, interesting job assignments, office space, and other
organizational resources based on meaningful contributions that individuals have made to the organization (such as time, effort, education, skills, abilities,
Two moral principles guide managers in their and performance levels).
the ethical imperative to manage diversity effectively efforts to meet this imperative (responsibility fair procedures to det
towards society): 2)Procedural justice: ◦ Requires that managers use fair procedures to determine how to distribute outcomes to organizational members.
◦ Applies to procedures such as appraising subordinates’ performance, deciding who should receive a raise or a promotion, and deciding whom to lay off
when an organization is forced to downsize.
effective managememt of diversity = -
learning to appreciate + respond appropriately
to the needs, attitudes, beliefs, value that
diverse pple bring to an organ + correcting
misconceptions
effective managing diversity makes good bus sense
managing in a ❖ Diverse organizational members can be a
source of competitive advantage, helping an
multicultural enviro organization provide customers with better
goods and services.
❖ The variety of points of views and
approaches of problems and opportunities that
diverse employees provide can improve
managerial decision making.
perception = Process through which people select, organize, and interpret sensory
input— what they see, hear, touch, smell, and taste—to give meaning and order to
the world around them.
• All decisions and actions of managers are based on their subjective perceptions.
• When these perceptions are relatively accurate—close to the true nature of what
is actually being perceived—good decisions are likely to be made and appropriate
actions taken.
1. Not hiring qualified people
2. Failing to promote top-performing
Bad decisions concerning diversity for reasons of age, ethnicity, or sexual
subordinates, who subsequently may take their
orientation include:
skills to competing organizations
3. Promoting poorly performing managers
because they have the same “diversity profile”
as the manager or managers making the
decision.
➢ Several managers perception of the same
person, event or situation are likely to differ
because managers differ in personality, values,
attitudes and moods.
➢ These factors can influence how someone
perceives a person or situation.
Schemas- An abstracts knowledge structure
Factors That Influence Managerial Perception: that is stored in memory and makes possible pple tend to pay attention to info that is consistent with their schemas and to ignore/ discount inconsistent info, thus schemas tend to strengthen over
the interpretation and organization of time as info is confirming the schemas. schemas are resistent to change
information of a person, an event or a situation.
Gender schemas- Preconceived beliefs or
ideas about the nature of men and women and
perception their traits, attitudes, behaviors and preferences.
▪ Unfair treatment is likely to occur when
managers and other members of an
organization rely on inaccurate information,
such as gender schemas, biases, to guide their
perceptions of each other.
▪ Gender schemas are a type of stereotype
▪ Stereotypes are based on visual
characteristics (age, gender, race)
"similar to me effect"= tendency to perceive
others who are similar to ourselves more +vely
than we perceive pple who are diff -> birds of a
feather flock together
"social status effect" = tendency to perceive
Perception as a Determinant of Unfair Treatment indiv with high social status more +vely than we
perceive those with low social status
"salience effect"= tendency to focus attention
on indiv who are diff from others in the grp ->
all eyes on them
stereotype = simplistic + often inaccurate
beleifs abt the typical characteristics of
particular grps of pple
bias= the systematic tendency to use info abt
others in ways that result in inaccurate
perceptions
overt discrimination= Knowingly and willingly denying diverse individuals access
to opportunities and outcomes in an organization.
✓ Its unethical and illegal. + clear violates principles of distributive, procedural
justice. - potential problem during layoffs
1=Secure top management commitment
2=Increase the accuracy of perceptions
3=Increase diversity awareness
4=Increase diversity skills
5=Encourage flexibility
how to manage diversity
6=Pay close attention to how employees are evaluated
effectively
7= Consider the numbers
8= Empower employees to challenge discriminatory behaviors, actions and remarks
9= Reward employees of efficiently managing diversity
10=Provide training, utilizing a multipronged, ongoing approach
11= Encourage mentoring of diverse employees
policies and procedures they have in place 1967= AGE DISCRIMINATION IN EMPLOYMENT ACT = prohibits discrimination agaisnt workers over the age of 40 + restricts mandatory retirement
treat all workers fairly, regardless of their age
1963= EQUAL PAY ACT = req men and women paid equally if perf equal work
2) GENDER= Men and women must be treated
evenly in the workplace 1978 = PREGNANCY DISCRIMINATION ACT = prohibits discrimination against women in employment decisions based on pregnancy, childbirth, related
medical decisions
3) RACE + ETHNICITY= The increasing racial
and ethical diversity of the workforce and the
population as a whole underscore the
importance of effectively managing diversity
4) RELIGION= A Key issue of managers in 1964= TITLE VII OF THE CIVIL RIGHTS ACT
= prohibits discrimination in employment 1991= CIVIL RIGHTS ACT = prohibits just like
religious diversity is recognizing and being
title VII and allows for awarding compensatory
aware of different religions and their beliefs, decisions (hiring, firing, pay, promotion,
damages + back pay in cases on intentional
with particular attention paid to when religious working conditions) based on : race, age, discrimination
holidays fall. gender, culture, religion,
1990= AMERICANS WITH DISABILITIES ACT = prohibits discrimination against disabked indiv in employment decisions + req employers to make
5) CAPABILITIES/DISABILITIES= Employers accomodations for disabled workers to enable them to perf jobs
must accommodate people with disabilities to
effectively do their job. 1993 = FAMILY AND MEDICAL LEAVE ACT= req employers provide 12 weeks of unpaid leave for medical and family reasons, incl paternity and illness of
family member
6) SOCIOECONOMIC BACKGROUND=
Employers must accommodate people with socioeconomic bg= combination of social class and income related factors
disabilities (not as well off as others) to
effectively do their job.
7) SEXUAL ORIENTATION= Organizations must
have sexual harassment training
1. Ethical imperative that diverse people must
receive equal opportunities and be treated
fairly and justly.
2. Improve organizational effectiveness.
3. Still substantial evidence that diverse
individual experience unfair treatment in the
workplace on a global level. due to baises,
reasons why diversity is a pressing matter in management: stereotypes and overt discrimination
glass ceiling = metaphor alluding to the
invisible berriers that prevent minorities +
women from beig promotes to top corporate
positions
cross-functional teams = members from diff
departments, resp for intro new product
the incre diversity of the workforce Discrimination – To show favor, prejudice or
+ enviro bias for or against a person on any arbitrary
grounds such as biases, race, gender,
pregnancy etc.
- Designed to promote employment equity
(fairness in favor of designated groups – race,
1.1 Affirmative action women, disabilities)
-Main aim–Representation in the workforce.
(BEE SCORE)
- Relates to a specific set of requirements
DISCRIMINATION - SA CONTEXT needed to perform a specific job.
1.2. Inherent job requirements
- Example – A person with poor eyesight
cannot be employed as an airline pilot
By law discrimination is allowed on four
1. Fair discrimination
grounds: -In certain cases, employers are not allowed to
employ people.
1.3. Compulsory discrimination - Example – Children under the age of 15 and
pregnant women four weeks before giving birth
or six weeks after giving birth.
-An employer is allowed to discriminate against
2 types of discrimination employees on the basis of productivity
1.4. Based on productivity
- Example - Increases based on merit (based
on the fairness of criteria used)
-Easy to identify and involves differential
treatment between employees and job
2.1 Direct discrimination
applicants based on arbitrary grounds
- Example–Paying female employees less.
2. Unfair discrimination Two forms of unfair discrimination:
-Not easy to identify and a more subtle form of
discrimination and are seen as policies that are
neutral, but have a negative effect on
2.2. Indirect discrimination
individuals or groups.
- Examples – Sexual harassment, medical
testing, phycological testing and HIV testing.
diversity = dissimilarities/ diff among pple due to age, gender, race, ethnicity,
religion, etc
critical managerial roles Mintzberg’s Managerial Roles and Diversity
managers + effective management
of diversity
1)Distributive justice: - moral principle that dictates fair distribution of pay, promotions, job titles, interesting job assignments, office space, and other
organizational resources based on meaningful contributions that individuals have made to the organization (such as time, effort, education, skills, abilities,
Two moral principles guide managers in their and performance levels).
the ethical imperative to manage diversity effectively efforts to meet this imperative (responsibility fair procedures to det
towards society): 2)Procedural justice: ◦ Requires that managers use fair procedures to determine how to distribute outcomes to organizational members.
◦ Applies to procedures such as appraising subordinates’ performance, deciding who should receive a raise or a promotion, and deciding whom to lay off
when an organization is forced to downsize.
effective managememt of diversity = -
learning to appreciate + respond appropriately
to the needs, attitudes, beliefs, value that
diverse pple bring to an organ + correcting
misconceptions
effective managing diversity makes good bus sense
managing in a ❖ Diverse organizational members can be a
source of competitive advantage, helping an
multicultural enviro organization provide customers with better
goods and services.
❖ The variety of points of views and
approaches of problems and opportunities that
diverse employees provide can improve
managerial decision making.
perception = Process through which people select, organize, and interpret sensory
input— what they see, hear, touch, smell, and taste—to give meaning and order to
the world around them.
• All decisions and actions of managers are based on their subjective perceptions.
• When these perceptions are relatively accurate—close to the true nature of what
is actually being perceived—good decisions are likely to be made and appropriate
actions taken.
1. Not hiring qualified people
2. Failing to promote top-performing
Bad decisions concerning diversity for reasons of age, ethnicity, or sexual
subordinates, who subsequently may take their
orientation include:
skills to competing organizations
3. Promoting poorly performing managers
because they have the same “diversity profile”
as the manager or managers making the
decision.
➢ Several managers perception of the same
person, event or situation are likely to differ
because managers differ in personality, values,
attitudes and moods.
➢ These factors can influence how someone
perceives a person or situation.
Schemas- An abstracts knowledge structure
Factors That Influence Managerial Perception: that is stored in memory and makes possible pple tend to pay attention to info that is consistent with their schemas and to ignore/ discount inconsistent info, thus schemas tend to strengthen over
the interpretation and organization of time as info is confirming the schemas. schemas are resistent to change
information of a person, an event or a situation.
Gender schemas- Preconceived beliefs or
ideas about the nature of men and women and
perception their traits, attitudes, behaviors and preferences.
▪ Unfair treatment is likely to occur when
managers and other members of an
organization rely on inaccurate information,
such as gender schemas, biases, to guide their
perceptions of each other.
▪ Gender schemas are a type of stereotype
▪ Stereotypes are based on visual
characteristics (age, gender, race)
"similar to me effect"= tendency to perceive
others who are similar to ourselves more +vely
than we perceive pple who are diff -> birds of a
feather flock together
"social status effect" = tendency to perceive
Perception as a Determinant of Unfair Treatment indiv with high social status more +vely than we
perceive those with low social status
"salience effect"= tendency to focus attention
on indiv who are diff from others in the grp ->
all eyes on them
stereotype = simplistic + often inaccurate
beleifs abt the typical characteristics of
particular grps of pple
bias= the systematic tendency to use info abt
others in ways that result in inaccurate
perceptions
overt discrimination= Knowingly and willingly denying diverse individuals access
to opportunities and outcomes in an organization.
✓ Its unethical and illegal. + clear violates principles of distributive, procedural
justice. - potential problem during layoffs
1=Secure top management commitment
2=Increase the accuracy of perceptions
3=Increase diversity awareness
4=Increase diversity skills
5=Encourage flexibility
how to manage diversity
6=Pay close attention to how employees are evaluated
effectively
7= Consider the numbers
8= Empower employees to challenge discriminatory behaviors, actions and remarks
9= Reward employees of efficiently managing diversity
10=Provide training, utilizing a multipronged, ongoing approach
11= Encourage mentoring of diverse employees
