Organizational Diversity

Two Trends Dealing with Women and Organizations



Women and Minorities in Today's Organizations

Great difference in treatment of women and minorities versus white men.

Glass Ceiling - A transparent barrier so strong it prevent women from moving up the corporate ladder.



The Career Track V. the Mommy Track

Mom V. Mom



Stereotyping and Discrimination
  • Prejudice
  • Discrimination
  • Stereotyping
1. Unnecessarily categorizing and evaluating someone according to gender or race (lady partner or black professor);

2. Evaluating people's credentials along dimensions relevant to their group's stereotype (a woman's social skills, a black person's sense of humor);

3. Selectively perceiving and interpreting a person's traits (an aggressive woman is abrasive, but an aggressive man is forceful);

4. Making extreme evaluations based on limited evidence (a mere acquaintance claims that a candidate is "universally disliked" when that is patently untrue).

When Does Sex Stereotyping Occur?

Sex stereotyping most frequently arises in the workplace under the following circumstances:

1. When the target is an isolated, one-of-akind, or few-of-a-kind individual in an otherwise homogeneous environment. The person's distinguishing characteristic is more likely to be a salient factor in decision making in such a situation.

2. When members of a previously excluded group move into jobs that are not traditional for their group. The lack of fit between the person's category and the occupation heightens the tendency to evaluate him or her in terms of group membership rather than individual performance.

3. When information and criteria are ambiguous. Stereotypes provide structure and meaning and are most likely to shape subjective perceptions when the data themselves are open to multiple interpretations.

Professional occupations such as attorney, doctor, accountant, and college professor are areas particularly prone to sex stereotyping. Historically, these occupations have been male-only preserves. Employment decisions, from hiring to promotions, generally involve a variety of objective and subjective factors; decisions are often made by the group the candidate would be joining. Under these circumstances, subjective judgments of interpersonal skills and collegiality are quite vulnerable to sex stereotyping. "Both the evidence and the standards for judging are a matter of interpretation, all too easily influenced by the structure of well-developed expectancies--thus a woman's criticisms of a policy are seen as picky or caustic while a man's are seen as detailed and incisive" (Wallach 1990).


Relational Barriers

Women and minorities experience limited access to or are denied access to informal communication networks.

Mentor-protege relations suffer due to the personwnating to be with someone they can relate to.

Tokenism - High visible representatives of gender and ethnic minority.



The Multicultural Organization

Diversity

Issues:

Legally mandated affirmative action quotas.

Deliberate capitalization of culture and gender:

  • Women and minorities would be equally represented at all levels
  • Assimilation - minority members adopt the norms of the dominant culture in the org.
  • Cultural Separatism - little adoption from either side.
  • Pluralism -Everyone adopts norms from everyone.

Advantages of the Diverse Organization
More creativity, perspectives and ideas


Challenges of the Diverse Organization
  • Negative impacts of diversity management programs
  • Sexual Harassment
  • Balancing Work and Home (Family)

Managing Cultural Diversity
  • Strong leadership
  • Education and awareness
  • Correct issues within
  • Audit

Stress, Burnout and Social Support

Stress




Burnout
  • Emotional exhaustion
  • Lack of personal accomplishment, set up to fail
  • Depersonalization
Stressors that lead to Burnout
  • Workload
  • Role Conflict
  • Role Ambiguity
  • Life Stressors - divorce, death illness, finances
Outcomes of Burnout
Health
Satisfaction and Commitment
Turnover

Communication
Too much, too little, too ambiguous, emotional burnout


Coping with Burnout

  • Strategies
  • Problem focused
  • Appraisal focused
Support on:
  • Social levels
  • Emotional levels
  • Communicative levels
  • Therapeutic levels

Emotion in the Workplace

Most org models portray them as logical and rational. But this is far from the truth since many decisions and plans are made through emotion rather than logic . Bounded emotionality is looking at emotional life as a central focus or organizational research and to consider ways in which paying attention to emotion might lead to new ways of understanding the work place.

Emotion as Part of the Job
Many exchanges are affective, in medicine and airline industries.
Emotional labor - the customer is always right, cruise ship and resort employees.
  • Most research considers front line employees are expected to display certain feelings in order to satisfy role expectations.
  • Emotions are controlled through some type of corporate response training.
  • As you can imagine, emotions are not always genuine.
  • Some professionals require true empathic emotions germane to the context - hospice
Emotion as Part of Workplace Relationships


Everyone feels something in the workplace
Workplace bullying

Potential for intense emotion in the workplace:
  • public versus private tensions
  • gossip
  • conflicting allegiances
  • moral polarization

Emotion Rules and Emotional Intelligence

  • Rules may be unstated, but there's a social agreement in most org contexts.
  • Some people may be better at understadning and managing emotional content.

Change

Two Ways Orgs Change

Natural - organic may be a better term, as orgs change with the cultural and environmental ebb and flo of the universe

Planned - Problems and other external influences suggest that the current way of doing things needs to change.

So, which describes Sara Palin's announcement?



Reactions to Org Change
In a classical system one would just go with the flo so to speak, org members were told what to do, and they'd do it - the company man.

Today, reactions on all levels are important and critical to the success of the org, that is, if the org values the synergy of all its suborgs and subcultures.

The Impacts:
  • Management - Senior management hasthe most impact on change depending on how they react.
  • Ownership - who and how many take ownership of the change.
  • Resistance - is futile. Remember the Borg? Sometimes when the ownership concept is applied to lower employees they can be in a position to thwart the change.
  • Uncertainty - When there's little known about the change, there is more uncertainty. Corporate buyouts, DSC's executive level change.
Research supports that org members would rather hear the bad news than no news.

Communication in the Change Process
A no-brainer, this is the most important step in creating meaning about change. It's believed that employees should be involved in the process by providing relevant information.



Withhold and Uphold is the belief that management withholds as much info as possible, and when directly asked, they lie and uphold the party line that nothing is changing.

Underscore and Explore - management is focused on the issues related to the change and allows the employees the creative freedom to explore various possibilities.

Employees are usually trying to deal with concerns about performance, organizational norms, and uncertainty.

To cope, employees may research and discuss what the change will be like, exploring alternatives to the change, persuading others to either support or not support the change and formally requesting the change not happen.


Leadership Models

Trait Leadership - follows the tenet that leaders are born, not made. Certain trait that make for a good leader, like intelligence, determination, confidence, integrity, and sociability are inherent. Orgs that advocate this approach often use personality tests to select people with the right characteristics.

Contingency Theory - The fit of the leadership style to the dynamic characterisitcs of the org.

Transactional Leadership - An exchange between levels.

Transformation Leadership through Communication - create a relationship between leader and followers where followers reach their own leadership potential transforming all involved.

Central to this is the idea of exemplification where leaders who want to install a sence of work ethic do so by doing it themselves.

Communication is vital to the transformative leader. In crisis saying the right hting and saying it quickly can be very important.

Successful leaders know their direction and understand impacts of context.