Diversity management study guide

DIVERSITY MANAGEMENT

Diversity is a host of individual differences that make people different from and similar to each other. It represents the multitude of individual differences and similarities that exist among people. There are two types of diversity:

• Surface level: it's generally immutable, almost immediately observable and measured in simple and valid way (e.g. Skin colour)
• Deep level: it's subject to more construal and is generally mutable (e.g. Values)

The first benefit of diversity is that it's useful to avoid lawsuits and to increase reputation. Coca-Cola made racial discrimination in pay, promotions, and performance evaluations; Coca-Cola agreed to a $192 million settlement in 2000. Instead, Gap is an admirable example: it pays women and men equally for the same jobs and 70% of Gap's workforce is female.

Diversity improves company's performance because an increased market competition leads to access the diverse markets. It also causes

increased creativity and innovation, sales and revenues, better brainstorming and decision-making, and a broader network. Nike is an example; in fact, it has had a woman as VP since 2004. Companies should strive to maintain high diversity for moral reasons and to help individuals feel good about themselves. As a matter of fairness, we need to work towards restructuring the makeup of our organization to more closely reflect that of society. A good example of this is Gap. - Stereotypes are knowledge structures that associate members of social categories with specific attributes, forming stereotype content. They do not necessarily reflect personal beliefs (personal stereotypes reflect personal beliefs, while cultural stereotypes are widely recognized beliefs) and are extremely resistant to change. - Categorization occurs because it allows people to make assumptions about what others are like, and gender is often the first thing people notice. - Positive traits associated with women reflect women's abilities and strengths.

Communion and warmth, positive traits associated with men reflect men's agency and competence.

• To be accurate, people need to correctly estimate average differences between men and women on different traits and specify how much variation exists with each sex. Although not very accurate, stereotypes gain accuracy because people are pressured and trained to behave in stereotype-consistent ways.
• When a person encounters an exception, subcategories are created. People are driven to form subtypes by the E model of subtyping:
  1. Elaboration: need for more specific and socially useful categories
  2. Encapsulation: need to categorize people who deviate from expectations
  3. Evaluation: need to evaluate how people feel about these subtypes.
• Implicit stereotypes are routinized associations between concepts, such as social categories. Two factors cause stereotypes to become automatic: being part of a cultural heritage and being learned early in life, before having the chance to reject them.

The IAT is a test for implicit associations between sociable categories. Implicit stereotypes are not truer than explicitly held beliefs, people may actively work to reject them, but the attitudes may still leak out when people fail to deliberately inhibit them. Studies on implicit gender stereotypes show that:

• Men show very weak own in-group bias
• Women show very strong own in-group bias
• Men associate men with power
• Women associate men and women with power equally

Implicit stereotypes predict behaviour better than explicit stereotypes.

Descriptive stereotypes are beliefs about what category members are typically like, they serve a cognitive simplification function, violations of these stereotypes elicit surprise. All stereotypes are descriptive.

Prescriptive stereotypes are beliefs about what category members ought to be like, they serve a system justification function (e.g. Just World Belief), their violations elicit anger and social punishment. Stereotypes become prescriptive.

When they are role-based because people want the world "to continue functioning smoothly" and because of interdependence between men and women.

When prescription is violated or proscription is enacted, negative reactions are elicited.

Just World Belief is the belief that the society is fair; without this belief people are disturbed that society is arbitrary.

Gender stereotypes are generally positive because women and men interact on a daily basis, harmoniously, they need each other to reproduce; as such, each gender is tolerant when the other gender is in close proximity. Stereotypes of non-gender groups are different because they usually don't interact on a daily basis and don't need each other to reproduce. Members of in-group are not tolerant of members of out-groups, they are less trusted and less liked.

Realist group conflict theory states that intergroup hostility arises as a result of competition without groups over valuable/scarce resources.

When groups compete for limited resources, they experience conflict, prejudice and discrimination. Limited resources are territory, jobs and power.

• Social identity theory states that person's self-esteem and self-concept are derived from personal identity and in-group status/accomplishments. People are motivated to view their in-groups favourably and out-groups unfavourably because this enhances self-concept and self-esteem.
• Minimal group paradigm asserts that participants assigned to groups on the basis of irrelevant criterion or chance will support the members of their in-group more than members of the out-groups.
• Basking in reflected glory means that when taking pride in the accomplishments of those we feel associated with in some way because when in groups succeed, we have higher self-esteem. This can work the other way: self-esteem can also be enhanced by negative evaluations of outgroup.
• People are motivated for in-group success relative to the outgroup. People are motivated

To emphasise and secure the ways in which their group is positively distinct from other groups because it reflects positively on their self-esteem. A member of devalued group will engage in one of the three identity management strategies:

• Individual mobility: seek to escape, avoid, or deny belonging to a devalued group, or seek to be included in a group of higher social standing.
• Social creativity: focus on other dimensions of intergroup comparison, including other groups in comparison.
• Social competition: engaging in forms of conflict designed to change the status quo.

Social dominance theory states that intergroup oppression, discrimination and prejudice are means by which human societies organise themselves as group-based hierarchies, in which dominant groups secure a disproportionate share of the good things in life (e.g. Powerful roles). Inequalities in sociable dominance between groups are sustained by unequal contexts, behavioural asymmetry and coordinated prejudices/social.

beliefs/values of supremacy of the dominant group and acts of cruelty, oppression and discrimination.

• Stereotype is a cognitive outcome and it's the belief that certain attributes are characteristic of members of particular groups.
• Prejudice is an emotional outcome and is a negative or positive attitude toward a certain group that is applied to its individual members.
• Discrimination is a behavioural outcome and consists of an unfair treatment of members of a particular group based on their membership in that group.

Two processes explain how stereotypes affect women:

• Self-stereotyping means voluntarily fitting oneself into the stereotype of one's group. An important manifestation of self-stereotyping is self-selection bias, which consists in electing to pursue specific situations, roles, and occupations. It manifests in two domains: education (kids view math as a masculine domain and this belief predicts reality: girls have less confidence in their math ability) and career.

the benefits of being assertive and confident, while women are often penalized for the same behavior.• Women are more likely to face backlash and negative evaluations when they negotiate for higher salaries or promotions.• Stereotypes about women's nurturing and communal qualities can lead to the assumption that they are less competent in leadership roles.• Women often face a double bind, where they are expected to be assertive and confident, but not too aggressive or demanding.• Gender bias and discrimination can also affect women's access to opportunities, mentorship, and advancement in their careers.• The lack of representation of women in leadership positions and male-dominated industries can further perpetuate gender stereotypes and limit women's career choices.better distributive outcomes and integrative outcomes than women. • As for self-evaluations, before negotiation men report less apprehension, expect to be more highly compensated, are more certain of their worth, more comfortable with being paid more than women. After negotiation, men report more satisfaction and feeling powerful than women. • Benevolent sexism consists in viewing women as wonderful but vulnerable creatures who need protection, extol the virtues of women who embrace traditional roles, and claim that every man requires a woman's love to be completed. When women endorse benevolent sexism, they also endorse gender-traditional beliefs, are more willing to trade personal power and status for men's affection and protection, and are less interested in leadership positions. • Catch-22 is a paradoxical situation from which an individual cannot escape because of contradictory rules. Catch-22 in the workplace means bad job outcomes, becausedisconfirmingstereotypical female role leads to penalisation and confirming stereotypical female role leads tobeing perceived as warm but not competent.

• In hiring, it's often advised to project a confident image to the employer during the interview, butself-promotion is a male prescriptive stereotype, so when women self-promote, they violate femaleprescriptive stereotype, they are seen as more competent but are less liked. When women maketheir motherhood status known, they activate female prescriptive stereotype and they are seen asmore likeable but as less competent.
• Negotiation is a male prescriptive stereotype. When woman negotiate, they violate femaleprescriptive stereotype, they are disliked and don't want to be worked with.
• There are two important components to performance evaluation:
  • Performance: women are expected to be nice/warm but not competent and they have tocontinuously prove themselves to appear competent while a mediocre man may still

beperceived as competent. Evaluation criteria: men are stereotyped as competent, wom