robbins mgmt12 tb04

8/19/2019 Robbins Mgmt12 Tb04

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) 'ecent research indicates that people management benefits might be hard to come by in teams performing more interdependent tasks over a long period of time.

nswer! T' %&age 'ef! 10#earning (utcome! iscuss different ways managers work with and promote diversity in

organi*ations escribe the best practices of groups and teams+$,! -ulticultural and iversity nderstanding+h. (b/ective! 1

ifficulty! -oderate+lassification! +onceptual

:) n important impact that workplace diversity has on organi*ational performance is throughthe increase in employee turnover.

nswer! " #$%&age 'ef! 10 102#earning (utcome! iscuss different ways managers work with and promote diversity inorgani*ations

+$,! -ulticultural and iversity nderstanding+h. (b/ective! 1

ifficulty! %asy+lassification! +onceptual

;) (ne of the strategic benefits of workplace diversity is that it can be viewed as moral andethical3 as well as the <right< thing to do.

nswer! T' %&age 'ef! 10 105#earning (utcome! iscuss different ways managers work with and promote diversity inorgani*ations iscuss the role of ethics and social responsibility in management

+$,! -ulticultural and iversity nderstanding %thical nderstanding and 'easoningbilities

+h. (b/ective! 1ifficulty! %asy

+lassification! +onceptual

8) ccording to pro/ections of the .$. population3 the ethnic groups that will exhibit themaximum change are the =ispanic and frican merican populations.

nswer! " #$%&age 'ef! 10#earning (utcome! escribe the components of the management environment iscuss differentways managers work with and promote diversity in organi*ations

+$,! -ulticultural and iversity nderstanding+h. (b/ective!


2

+opyright 6 015 &earson %ducation3 7nc.



1;) %mployers are /ustified if they do not hire workers with disabilities as they lack /ob skills andexperience necessary to perform as well as their abled counterparts.

nswer! " #$%&age 'ef! 11#earning (utcome! iscuss different ways managers work with and promote diversity in

organi*ations+$,! -ulticultural and iversity nderstanding+h. (b/ective! 2


18) .$. federal law does not prohibit discrimination against employees on the basis of sexualorientation.

nswer! T' %&age 'ef! 112#earning (utcome! escribe the components of the management environment iscuss different

ways managers work with and promote diversity in organi*ations+$,! -ulticultural and iversity nderstanding+h. (b/ective! 2


19) -en are more likely than women to start out in an entry4level position3 even when they havethe same educational ?ualifications.

nswer! " #$%&age 'ef! 11:#earning (utcome! iscuss different ways managers work with and promote diversity inorgani*ations



0) (ur human nature is to not accept or approach anything that@s different from us.nswer! T' %

&age 'ef! 1184119#earning (utcome! iscuss different ways managers work with and promote diversity inorgani*ations



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1) The period of time between the 19:0s to 19;0s focused on AAAAAAAA.) assimilating minorities and women into the corporate setting

,) making employees more aware and sensitive to the needs and differences of others+) diversity and inclusion for business success3 profitability3 and growth

) complying with laws and regulations through affirmative action policies and programs

nswer! &age 'ef! 101#earning (utcome! iscuss different ways managers work with and promote diversity inorgani*ations



) Beff is an employee with the accounting department at a ma/or shipping service provider inTexas. $oon after he /oined following his graduation3 his company developed corporate programs

to help improve self4confidence and ?ualifications of diverse employees so they could <fit in.<uring which period of time did Beff start working for his employersC) new millenium

,) 19:0s to 19;0s+) early 1980s

) late 1980s to late 1990snswer! +


+$,! -ulticultural and iversity nderstanding +ommunication bilities+h. (b/ective! 1

ifficulty! -oderate+lassification! pplication

2) uring which era was the term <workforce diversity< first usedC) new millenium

,) late 1980s+) 19:0s to 19;0s

) early 1980snswer! ,




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5) hich of the following was a feature of the period from the late 1980s to the late 1990s interms of workplace diversityC

) shifting from compliance and focusing only on women and minorities to including everyone,) focusing on complying with laws and regulations3 such as Title D77 of the +ivil 'ights ct+) seeing workplace diversity as a core business issue3 important to achieve business success3

profitability3 and growth) developing corporate programs to help improve self4confidence and ?ualifications of diverseindividuals so they can <fit in<




) 7n terms of workplace diversity3 the Eew -illenium has witnessed increased focus on AAAAAAAA.

) complying with laws and regulations laid down by the %?ual %mployment (pportunity+ommission,) assimilating minorities and women employees into the corporate setting+) shifting from compliance to include everyone in diversification efforts

) diversity and inclusion for business success3 profitability3 and growthnswer!




:) The ways in which people in an organi*ation are different from and similar to one another isknown as AAAAAAAA.

) business eti?uette,) work culture+) workplace diversity

) organi*ational democracynswer! +




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;) ccording to the $ociety for =uman 'esource -anagement3 diversity AAAAAAAA.) is the collective strength of experiences3 skills3 talents3 perspectives3 and cultures that each

agent and employee brings to hisFher organi*ation,) refers to the ways in which people in an organi*ation are different from and similar to oneanother

+) is an array of physical and cultural differences that constitute the spectrum of humandifferences) is often used to refer to differences based on ethnicity3 gender3 age3 religion3 disability3

national origin3 and sexual orientationnswer!



ifficulty! -oderate

+lassification! +onceptual8) hich of the following demographic characteristics reflects surface4level diversityC) differences in values

,) ethnicity+) personality

) work preferencesnswer! ,




9) manda works as a technical support executive at +olo are $ystems. hich of thefollowing factors3 if true3 could trigger certain stereotypes about manda among her co4workers3though not necessarily reflecting the way they feel or think about herC

) manda does not believe in engaging in gossip about her coworkers.,) manda prefers working late every evening to working over the weekend.+) manda has a $wedish mother and an frican merican father.

) manda tends to dominate discussions among her co4workers.nswer! +




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20) =ow does surface4level diversity differ from deep4level diversityC) $urface4level diversity is reflected by differences in personality and values3 while deep4level

diversity is influenced by age and ethnic differences.,) $urface4level diversity can affect the way people view organi*ational rewards and theircommunication with others3 while deep4level diversity does not necessarily reflect the ways

people think or feel.+) $urface4level diversity can affect the way people perceive others3 especially in terms ofassumptions or stereotyping3 while deep4level diversity may affect general behavior of people atwork.

) $urface4level diversity becomes more important as people get to know each other3 whiledeep4level diversity becomes less relevant with increasing familiarity between people.

nswer! +&age 'ef! 101410#earning (utcome! iscuss different ways managers work with and promote diversity inorgani*ations

+$,! -ulticultural and iversity nderstanding

+h. (b/ective! 1ifficulty! -oderate+lassification! +onceptual

21) ifferences arising from which of the following factors becomes more important to people asthey get to know each otherC

) gender ,) ethnicity+) race

) personalitynswer!




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2 ) hich of the following people management benefits arises from workplace diversityC) improved system flexibility

,) potential to increase market share+) increased understanding of the marketplace

) better use of employee talent




22) hich of the following benefits of workplace diversity is attributed to organi*ational performanceC

) reduced costs associated with high turnover and absenteeism,) potential source of competitive advantage from improved innovation efforts+) increased understanding of the marketplace and improved ability to better market to diversecustomers

) ability to attract and retain employees of diverse backgroundsnswer!

&age 'ef! 10 102#earning (utcome! iscuss different ways managers work with and promote diversity inorgani*ations



25) hich of the following benefits of workplace diversity is categori*ed as strategicC) better use of talent

,) improved system flexibility+) potential to improve market share

) reduced costs associated with high turnover nswer! +

&age 'ef! 10 105#earning (utcome! iscuss different ways managers work with and promote diversity inorgani*ations



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2 ) hich of the following correctly reflects the characteristics of the current .$. populationC) Eearly one in five mericans today is an immigrant.

,) The median age of the .$. population has risen significantly over the last decade.+) The sian population in the nited $tates is presently the largest ethnic group.

) The =ispanic community represents nearly one4third of the total .$. population.

nswer! ,&age 'ef! 10#earning (utcome! escribe the components of the management environment iscuss differentways managers work with and promote diversity in organi*ations



2:) hich of the following statements is true of the changing trends in .$. workplacesC) The surge in immigration3 especially over the last two decades3 has flooded the nited $tates

with low4wage foreign labor.,) (rgani*ations must recogni*e that they can@t expect employees to assimilate into theorgani*ation by adopting similar attitudes and values.+) 7n most .$. metropolitan cities3 more immigrants are employed in low4wage /obs likeconstruction3 cleaning3 or manufacturing3 than in white4collar occupations.

) &eople now entering the workforce are significantly older3 less ethnically diverse andFornatively4born.

nswer! ,&age 'ef! 10:#earning (utcome! escribe the components of the management environment iscuss differentways managers work with and promote diversity in organi*ations



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29) Trends observed in the shifting world population indicate that people aged : or more willsoon outnumber those aged or less. lso3 the world@s population aged over 80 is expected tomore than double by the year 050. hich of the following is a likely implication of such

population trendsC) decreasing demands on social entitlement programs

,) increasing global savings rates+) dwindling labor supply) decreasing preference for white4collar occupationsnswer! +

&age 'ef! 10:#earning (utcome! escribe the components of the management environment iscuss differentways managers work with and promote diversity in organi*ations 7dentify the fundamentalconcepts and issues of international business and management

+$,! -ulticultural and iversity nderstanding ynamics of the >lobal %conomy+h. (b/ective!

ifficulty! -oderate

+lassification! +onceptual50) hich of the following perceptions do employers typically have of older employeesC

) lack of sound /udgment,) resistant to new technology+) weak work ethic

) uncommitted to doing ?uality work nswer! ,




51) hat positive perception do employers typically have of older employeesC) enthusiastic towards new technology

,) open to change+) strong work ethic

) flexible and adaptablenswer! +




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5 ) hich of the following statements is true of gender diversity in workplacesC) Eo consistent male4female differences exist in problem4solving ability3 analytical skills3

competitive drive3 motivation3 sociability3 or learning ability.,) Today3 men make up nearly two4thirds of the workforce3 while women account for theremaining third.

+) ffirmative action policies have resulted in women3 generally3 starting their careers at higherlevels than men.) espite the disparity in representation in the workforce3 women earn nearly as much as men

do on a median basis.nswer!



ifficulty! -oderate

+lassification! +onceptual52) 7n which of the following areas are consistent male4female differences observedC

) problem4solving ability,) sociability+) work schedule preferences

) competitive drivenswer! +




55) hich of the following managerial styles is traditionally considered to be masculineC) nurturing

,) leading by example+) collaborative

) inclusivenswer! ,




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5 ) hich of the following managerial styles is traditionally considered to be feminineC) authoritative

,) leading by example+) inclusive

) being directive




5:) AAAAAAAA is the biological heritage Hincluding physical characteristics such as one@s skincolor and associated traits) that people use to identify themselves.

) Eationality,) %thnicity+) +ulture

) 'acenswer!




5;) AAAAAAAA refers to the social traits that are shared by a human population.) 'ace

,) ncestry+) Eationality

) %thnicitynswer!




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58) hich of the following racial groups have been the focus of most race and ethnographicstudies of workplace diversity in the nited $tatesC

) =ispanics and sians,) hites and Eative mericans+) frican mericans and hites

) sians and frican mericansnswer! +&age 'ef! 110#earning (utcome! iscuss different ways managers work with and promote diversity inorgani*ations



59) hich of the following statements is true of the findings of studies on race and ethnicity inthe workplaceC

) hites favor affirmative action programs and policies to a far greater degree than do fricanmericans.

,) frican mericans generally do worse than hites in decisions related to the workplace.+) 7ndividuals in workplaces tend to favor colleagues of a race other than their own in

performance evaluations3 promotion decisions3 and pay raises.) hites and frican4 mericans display statistically significant and consistent differences in

absenteeism rates3 applied social skills at work3 and accident rates.nswer! ,




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0) hich of the following statements is true of employing disabled employeesC) =iring people with disabilities leads to higher employment costs and lower profit margins.

,) orkers with disabilities lack /ob skills and experience necessary to perform as well as theirabled counterparts.+) %mployees with disabilities are exempt from potential disciplinary action and there are high

costs associated with accommodating disabled employees.) person with a disability for whom workplace accommodations have been provided has thesame obligations and rights as far as /ob performance.




1) #ulumelon owns a chain of fashion stores that serve men3 women3 and children clothingcategories. Bay3 a motor accident victim with an amputated leg3 applies for a position at one ofthe stores in an upmarket location. hich of the following assumptions by #ulumelon would

prevent them from hiring himC) -ost workers with disabilities re?uire no accommodation but for those who do3 more than

half of the workplace modifications cost I 00 or less.,) person with a disability for whom workplace accommodations have been provided has thesame obligations and rights as far as /ob performance is concerned.+) There is no set of guidelines on how to take any potential disciplinary action with disabledemployees.

) bsentee rates for sick time are virtually e?ual between employees with and withoutdisabilities.




17




) hich of the following diversity factors has been called the <last acceptable bias<C) sexual orientation

,) gender identity+) religious belief

) ethnic origin




2) .$. federal law does not prohibit discrimination against employees on the basis of AAAAAAAA.

) race,) religion+) age

) sexual orientationnswer!

&age 'ef! 112#earning (utcome! escribe the components of the management environment iscuss differentways managers work with and promote diversity in organi*ations



5) AAAAAAAA is a term that describes a tendency or preference toward a particular perspective or ideology.

) ,ias,) #ogic+) 7mpartiality

) 'easoningnswer!




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) AAAAAAAA refers to a preconceived belief3 opinion3 or /udgment toward a person or a group of people.

) &re/udice,) 7mpartiality+) %?uanimity

) (b/ectivitynswer! &age 'ef! 115#earning (utcome! iscuss different ways managers work with and promote diversity inorgani*ations



:) Budging a person on the basis of one@s perception of a group to which he or she belongs isknown as AAAAAAAA.

) integration,) assimilation+) stereotyping

) dimunitionnswer! +




;) iscrimination refers to AAAAAAAA.) a preconceived belief3 opinion3 or /udgment toward a person or a group of people

,) a tendency or preference toward a particular perspective or ideology+) /udging a person based on a perception of a group to which that person belongs

) someone acting out their pre/udicial attitudes toward people who are the targets of their pre/udice




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8) hat type of discrimination is said to have occurred when certain actions taken byrepresentatives of an organi*ation deny e?ual opportunity to perform or une?ual rewards for

performanceC) exclusion

,) discriminatory practices or policies

+) incivility) intimidationnswer! ,




9) hat type of discrimination are older workers in an organi*ation sub/ected to if they are laidoff for being highly paid and having lucrative benefitsC

) incivility,) intimidation+) discriminative policies

) exclusionnswer! +




:0) hat type of discrimination usually involves /okes or negative stereotypes being perpetratedabout fellow employeesC

) mockery and insults,) discriminatory policies+) exclusion

) intimidationnswer!




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:1) hich of the following is an example of workplace discrimination in the form of exclusionC) (lder workers may be targeted for layoffs because they are highly paid and have lucrative

benefits.,) frican merican employees at some companies have found nooses hanging over their workstations.

+) "emale lawyers note that male attorneys fre?uently cut them off or do not ade?uately addresstheir comments.) -any women in finance claim they are assigned to marginal /ob roles or are given light

workloads that don@t lead to promotion.nswer!



ifficulty! -oderate

+lassification! pplication: ) s a form of discrimination3 incivility is said to occur when AAAAAAAA.

) an employee is excluded from /ob opportunities or social events,) an employee belonging to a specific group is overtly threatened or bullied+) an employee@s opinions are consciously ignored

) an employee is denied e?ual opportunity to performnswer! +




:2) hich of the following examples would be considered appropriate stereotypingC) assuming women to be particularly bad drivers

,) bracketing working mothers as not being committed fully to their /obs+) assuming red4haired people have rather nasty tempers

) asking someone from accounting to help with a budgeting problemnswer!

&age 'ef! 11 411:#earning (utcome! iscuss different ways managers work with and promote diversity inorgani*ations


ifficulty! %asy+lassification! pplication

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:5) 7n workplace parlance3 the term <glass ceiling< refers to AAAAAAAA.) the perceived difference in cognitive abilities between male and female employees

,) the theoretical organi*ational level beyond which no discrimination exists+) the cumulative difference between opportunities and rewards offered to male and femaleemployees

) the invisible barrier that separates women and minorities from top management positionsnswer! &age 'ef! 11:#earning (utcome! iscuss different ways managers work with and promote diversity inorgani*ations



: ) ng #i emigrated from =ong Jong to study business at the Tri4Dalley niversity in+alifornia. =owever3 he has found it rather hard to move up in his managerial career at hisworkplace especially when compared to how his fellow graduate from Tri4Dalley3 merican4born

dam atson3 has managed to become the regional manager of sales in the company. Thissuggests the presence of AAAAAAAA in #i@s organi*ation.

) goldbricking,) a self4serving bias+) a glass ceiling

) forced retentionnswer! +

&age 'ef! 11:#earning (utcome! iscuss different ways managers work with and promote diversity inorgani*ations



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::) The meaning of <glass< that is used in the term <glass ceiling< signifies AAAAAAAA.) the gulf in opportunities and rewards afforded to male and female employees that can be

<seen through< easily,) that the perceived barrier to top management positions is brittle and vulnerable to changes atthe topmost organi*ational levels

+) that whatever is blocking the way for women to attain top management positions is notimmediately apparent) that organi*ations maintain a transparent ethos when defining management roles assigned to

male and female employeesnswer! +

&age 'ef! 11:#earning (utcome! iscuss different ways managers work with and promote diversity inorgani*ations


ifficulty! -oderate

+lassification! +onceptual:;) hich of the following is the best description of the provisions of the +ivil 'ights ct3 TitleD77C

) prohibiting discrimination against individuals with disabilities or chronic illnesses,) prohibiting discrimination against employees aged 50 or over +) prohibiting the forced retirement of most employees

) prohibiting discrimination based on race3 color3 religion3 national origin3 or gender nswer!

&age 'ef! 11;#earning (utcome! escribe the components of the management environment iscuss differentways managers work with and promote diversity in organi*ations



:8) hich of the following legislations gives individuals the right to sue for punitive damagesC) mericans with isabilities ct of 1990

,) +ivil 'ights ct of 1991+) #illy #edbetter "air &ay ct of 009

) -andatory 'etirement ct of 19;8nswer! ,

&age 'ef! 11;#earning (utcome! escribe the components of the management environment iscuss differentways managers work with and promote diversity in organi*ations



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:9) hich of the following provisions was introduced by the #illy #edbetter "air &ay ct of009C) changing the statute of limitations on pay discrimination to 180 days from each paycheck

,) prohibiting differences in amount of pay for e?ual work based on gender of employees+) prohibiting the practice of forced retirement of most employees

) giving individual employees the right to sue their employers for punitive damagesnswer! &age 'ef! 11;#earning (utcome! escribe the components of the management environment iscuss differentways managers work with and promote diversity in organi*ations



;0) AAAAAAAA is a process whereby an experienced organi*ational member provides advice and

guidance to a less4experienced member.) elegating,) 7ntegration+) -entoring

) ssimilationnswer! +




;1) hich of the following is the first step in a diversity skills training programC) teaching people specific skills on how to communicate effectively with their fellow

employees,) increasing employees@ sensitivity and openness to those who are different from them+) making employees aware of the assumptions and biases they may have

) training employees on how to work effectively in a diverse work environmentnswer! +




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; ) %xecutives at -acromix have initiated a diversity skills training program to educateemployees about the importance of diversity at the workplace. hich of the following should bethe first step to be implemented in the programC

) making employees aware of the assumptions and biases they may have,) teaching people specific skills on how to communicate effectively with their fellow

employees+) increasing employees@ sensitivity and openness to those who are different from them) training employees on how to work effectively in a diverse work environmentnswer!


+$,! -ulticultural and iversity nderstanding +ommunication bilities+h. (b/ective!


;2) >roups made up of employees connected by some common dimension of diversity areknown as AAAAAAAA.

) employee work councils,) employee resource groups+) employee assistance teams

) employee care programsnswer! ,

&age 'ef! 119#earning (utcome! iscuss different ways managers work with and promote diversity inorgani*ations escribe the best practices of groups and teams



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;5) efine <workplace diversity.< &rovide a brief description of the evolution of workplacediversity over the last five decades.

nswer! orkplace diversity is defined as the ways in which people in an organi*ation aredifferent from and similar to one another. This definition reinforces the belief that managers andorgani*ations should view employees as having ?ualities in common as well as differences that

separate them.The following table gives a description of the timeline of the evolution of workforce diversity!19:0s to 19;0s 4 "ocus on complying with laws and regulations! Title D77 of +ivil 'ights ct%?ual %mployment (pportunity +ommission affirmative action policies and programs%arly 1980s 4 "ocus on assimilating minorities and women into corporate setting! +orporate

programs developed to help improve self4confidence and ?ualifications of diverse individuals sothey can <fit in<#ate 1980s 4 +oncept of workforce diversity expanded from compliance to an issue of businesssurvival! &ublication of orkforce 000 opened business leaders@ eyes about the futurecomposition of workforceKthat is3 more diverse first use of term workforce diversity#ate 1980s to #ate 1990s 4 "ocus on fostering sensitivity! $hift from compliance and focusing

only on women and minorities to including everyone making employees more aware andsensitive to the needs and differences of others Eew -illenium 4 "ocus on diversity and inclusion for business success! orkforce diversityseen as core business issue important to achieve business success3 profitability3 and growth&age 'ef! 1004101#earning (utcome! iscuss different ways managers work with and promote diversity inorgani*ations



; ) ,riefly explain the demographic characteristics that affect workforce diversity.nswer! The demographic characteristics that we tend to think of when we think of diversityK

age3 race3 gender3 ethnicity3 etc.Kare /ust the tip of the iceberg. These demographic differencesreflect surface4level diversity3 which are easily perceived differences that may trigger certainstereotypes3 but that do not necessarily reflect the ways people think or feel. $uch surface4leveldifferences in characteristics can affect the way people perceive others3 especially when it comesto assumptions or stereotyping. =owever3 as people get to know one another3 these surface4leveldifferences become less important and deep4level diversityKdifferences in values3 personality3and work preferencesKbecomes more important. These deep4level differences can affect theway people view organi*ational work rewards3 communicate3 react to leaders3 negotiate3 andgenerally behave at work.&age 'ef! 101410#earning (utcome! iscuss different ways managers work with and promote diversity inorgani*ations



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;:) >ive a brief description of the people management benefits derived from workplacediversity.

nswer! The people management benefits that organi*ations get because of their workforcediversity efforts revolve around attracting and retaining a talented workforce. (rgani*ations wanta talented workforce because it@s the peopleKtheir skills3 abilities3 and experiences who make an

organi*ation successful. &ositive and explicit workforce diversity efforts can help organi*ationsattract and keep talented diverse people and make the best of the talents those individuals bringto the workplace. 7n addition3 another important people management benefit is that as companiesrely more on employee teams in the workplace3 those work teams with diverse backgroundsoften bring different and uni?ue perspectives to discussions3 which can result in more creativeideas and solutions. =owever3 recent research has indicated that such benefits might be hard tocome by in teams performing more interdependent tasks over a long period of time. $uchsituations also present more opportunities for conflicts and resentments to build. ,ut3 as theresearchers pointed out3 that simply means that those teams may need stronger team training andcoaching to facilitate group decision making and conflict resolution.&age 'ef! 10 4102

#earning (utcome! iscuss different ways managers work with and promote diversity inorgani*ations+$,! -ulticultural and iversity nderstanding +ommunication bilities

+h. (b/ective! 1ifficulty! -oderate


;;) hat benefits does workplace diversity afford an organi*ation in terms of its performanceCnswer! The performance benefits that organi*ations get from workforce diversity include cost

savings and improvements in organi*ational functioning. The cost savings can be significantwhen organi*ations that cultivate a diverse workforce reduce employee turnover3 absenteeism3and the chance of lawsuits. (rgani*ational performance can be enhanced through workforcediversity because of improved problem4solving abilities and system flexibility. n organi*ationwith a diverse workforce can tap into the variety of skills and abilities represented and /ust thefact that its workforce is diverse re?uires that processes and procedures be more accommodativeand inclusive.&age 'ef! 10 102#earning (utcome! iscuss different ways managers work with and promote diversity inorgani*ations



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;8) =ow is workplace diversity beneficial to organi*ations from an ethical perspectiveCnswer! "rom an ethical perspective3 workforce diversity and effectively managing diversity is

the right thing to do. lthough many societies have laws that say it@s illegal to treat diverse people unfairly3 many cultures also exhibit a strong ethical belief that diverse people should haveaccess to e?ual opportunities and be treated fairly and /ustly. ,usinesses do have an ethical

imperative to build relationships that value and enable all employees to be successful. -anagersneed to view workforce diversity as a way to bring different voices to the table and to build anenvironment based on trusting relationships.&age 'ef! 105#earning (utcome! iscuss different ways managers work with and promote diversity inorgani*ations iscuss the role of ethics and social responsibility in management

+$,! -ulticultural and iversity nderstanding %thical nderstanding and 'easoningbilities +ommunication bilities

+h. (b/ective! 1ifficulty! -oderate


;9) hat are the significant trends occurring in the composition of the global workforceC hatare the likely repercussions of such trendsC

nswer! ccording to nited Eations forecasts3 <The world is in the midst of an epochaldemographic shift that will reshape societies3 economies3 and markets over the next century.<The total world population in 01 is estimated to be over ; billion individuals. =owever3 thatnumber is forecasted to hit 9 billion by 0 03 at which point the nited Eations predicts the total

population will either stabili*e or peak after growing for centuries at an ever4accelerating rate.The main reason for this ma/or shift is the decline in birthrates as nations advance economically.=owever3 in developing countries in frica3 sia3 #atin merica3 the +aribbean3 and (ceania3

birthrates remain high. (ne of the benefits is that many of these countries are likely toexperience a <demographic dividend! a rising proportion of young people entering the workforce3driving productivity and economic growth.<The world@s population is now aging at an unprecedented rate. people aged : and older willsoon outnumber children under age for the first time in history. lso3 the world@s populationaged 80 and over is pro/ected to increase 22 percent by 050. The implications of these trendsfor societies and businesses are profoundKfrom changing family structures to shifting patternsof work and retirement to emerging economic challenges based on increasing demands on socialentitlement programs3 dwindling labor supply3 and declining total global savings rates. $uchdemographic shifts will reshape the global workforce and organi*ational workplaces.&age 'ef! 10:410;#earning (utcome! escribe the components of the management environment iscuss differentways managers work with and promote diversity in organi*ations 7dentify the fundamentalconcepts and issues of international business and management

+$,! -ulticultural and iversity nderstanding ynamics of the >lobal %conomy+ommunication bilities+h. (b/ective!


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80) hat are some of the fears held by employers regarding employment of disabled personsCescribe the actual realities associated with such fears.nswer!

a. %mployers fear that hiring people with disabilities leads to higher employment costs and lower profit margins. 7n reality3 absentee rates for sick time are virtually e?ual between employees with

and without disabilities. lso3 workers@ disabilities are not a factor in formulas calculatinginsurance costs for workers@ compensation. b. %mployers fear that workers with disabilities lack /ob skills and experience necessary to perform as well as their abled counterparts. =owever3 commonplace technologies such as the7nternet and voice4recognition software have eliminated many of the obstacles for workers withdisabilities many individuals with disabilities have great problem4solving skills from findingcreative ways to perform tasks that others may take for granted.c. %mployers are uncertain over how to take potential disciplinary action with a worker withdisabilities3 not reali*ing that a person with a disability for whom workplace accommodationshave been provided has the same obligations and rights as far as /ob performance.d. %mployers believe that there are high costs involved with accommodating disabled employees.

7n truth3 most workers with disabilities re?uire no accommodation but for those who do3 morethan half of the workplace modifications cost I 00 or less.&age 'ef! 111411#earning (utcome! iscuss different ways managers work with and promote diversity inorgani*ations



81) hat are the different types of discrimination that occur at the workplaceC ,riefly describeeach type of discrimination.

nswer! There are several types of discrimination that commonly occur in workplaces. $ome ofthe most common are!a. discriminatory practices or policies 4 actions taken by representatives of the organi*ation thatdeny e?ual opportunity to perform or une?ual rewards for performance

b. sexual harassment 4 unwanted sexual advances and other verbal and physical conduct of asexual nature that create a hostile or offensive work environmentc. intimidation 4 overt threats or bullying directed at members of specific groups of employeesd. mockery or insults 4 /okes or negative stereotypes sometimes the result of /okes taken too far e. exclusion 4 exclusion of certain people from /ob opportunities3 social events3 discussions3 orinformal mentoring can occur unintentionallyf. incivility 4 disrespectful treatment3 including behaving in an aggressive manner3 interrupting a

person3 or ignoring his or her opinions&age 'ef! 11 411:#earning (utcome! iscuss different ways managers work with and promote diversity inorgani*ations



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8 ) %xplain the concept of the <glass ceiling< in workplaces. hat practices have aided in thecreation of the <glass ceiling<C

nswer! 'esearch has suggested that women are more likely than men to start out in entry4level positions3 even though they have the same educational ?ualifications as men. 7n the 1980s3 theterm glass ceiling was first used in a all $treet Bournal article to refer to the invisible barrier

that separates women and minorities from top management positions. The idea of a <ceiling<means that there is something blocking upward movement and the idea of <glass< is thatwhatever@s blocking the way isn@t immediately apparent.'esearch on the glass ceiling has looked at identifying the organi*ational practices andinterpersonal biases that have blocked women@s advancement. "indings from those studies haveranged from lack of mentoring3 sex stereotyping3 views that associate masculine traits withleader effectiveness3 and bosses@ perceptions of familyLwork conflict.&age 'ef! 11:#earning (utcome! iscuss different ways managers work with and promote diversity inorgani*ations

+$,! -ulticultural and iversity nderstanding +ommunication bilities

+h. (b/ective! 5ifficulty! -oderate+lassification! +onceptual

82) >ive a brief description of diversity skills training in workplaces.nswer! (ur human nature is to not accept or approach anything that@s different from us. ,ut it

doesn@t make discrimination of any type or form acceptable. nd we live and work in amulticultural context. $o the challenge for organi*ations is to find ways for employees to beeffective in dealing with others who aren@t like them. That@s where diversity skills training3speciali*ed training to educate employees about the importance of diversity and teach them skillsfor working in a diverse workplace3 comes in.-ost diversity skills training programs start with diversity awareness training. uring this typeof training3 employees are made aware of the assumptions and biases they may have. (nce werecogni*e that3 we can look at increasing our sensitivity and openness to those who are differentfrom us. $ounds simple3 but it@s not. ,ut if people can be taught to recogni*e that they@re

pre/udging people and to consciously address that behavior3 then the diversity awareness traininghas been successful. Then3 the next step is diversity skills training3 in which people learn specificskills on how to communicate and work effectively in a diverse work environment.&age 'ef! 1184119#earning (utcome! iscuss different ways managers work with and promote diversity inorgani*ations

+$,! -ulticultural and iversity nderstanding +ommunication bilities+h. (b/ective!


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