0. Organizational Behavior.
CHAPTER TWO
Organizational Behavior. BY
Rand Omran Alastal

1. Diversity in Organizations2
Diversity in Organizations

2. Describe the two major forms of workforce diversity.
After studying this chapter you should be able to:
Describe the two major forms of workforce diversity.
Recognize stereotypes and understand how they function in organizational behavior.
identify the key biographical characteristics and describe how they are relevant to OB.
Define intellectual ability and demonstrate its relevance to OB.
Contrast intellectual and physical ability.
Describe how organizations manage diversity effectively.
L E A R N I N G O B J E C T I V E S

3. content 1. Diversity 2. Biographical characteristics. 3. Ability.
4. Implementation diversity management strategies.
5. Summary and implications for managers.

4. 1. Diversity
Effective diversity management increases an organization's access to the widest possible pool of skills, abilities, an ideas.
Mangers also need to recognize the differences among people can lead to miscommunication, misunderstanding, and conflict.
The individuals characteristics like: age, gender, race, ethnicity and abilities can influence employee performance.
Definition of diversity:
A broad term, the workplace diversity can refer to any characteristic that make people different from another.
Everybody brings differences to an organization where they work. These differences can create energy and excitement in the workplace, but they can also cause conflict. So it is important that we have an understanding of how diversity works in organizations.
When we look at the workplace we can recognize two levels of diversity. Surface-level diversity represents the characteristics that are easily observed such as race, gender, age etc. Deep-level diversity represents the aspects that are more difficult to see at first glance such as values, personality, and work preferences.
Organizations need to engage in Diversity Management to eliminate unfair discrimination. By understanding what diversity is and helping employees with training and development opportunities, the negative impact of discrimination can be minimized.
(c) 2008 Prentice-Hall, All rights reserved.

5. cont 1. Surface-level diversity 2. Deep-level diversity discrimination
Describe the Two Major Forms Of leveles Diversity?
1. Surface-level diversity
2. Deep-level diversity
discrimination
Everybody brings differences to an organization where they work. These differences can create energy and excitement in the workplace, but they can also cause conflict. So it is important that we have an understanding of how diversity works in organizations.
When we look at the workplace we can recognize two levels of diversity. Surface-level diversity represents the characteristics that are easily observed such as race, gender, age etc. Deep-level diversity represents the aspects that are more difficult to see at first glance such as values, personality, and work preferences.
Organizations need to engage in Diversity Management to eliminate unfair discrimination. By understanding what diversity is and helping employees with training and development opportunities, the negative impact of discrimination can be minimized.
(c) 2008 Prentice-Hall, All rights reserved.

6. a. Surface-level Diversity
1. Surface-level diversity: differences in easily perceived characteristics, such as: gender, race, ethnicity, age, or disability, that do not necessarily reflect the ways people think or feel but that may activate certain stereotypes.

7. b. Deep-level Diversity
2. Deep-level diversity: Differences in values, personality, and work preferences that become progressively more important for determining similarity as people get to know one another better.

8. Discrimination
Discrimination: :Nothing of a difference between things, often we refer to unfair discrimination, which means: making judgments about individuals based on stereotypes regarding their (demographic group).

9. Forms of discrimination.
Discriminatory policies or practices. Actions taken by representatives of the organization that deny equal opportunity to perform or unequal rewards for performance.
Sexual harassment. Un wanted sexual advance and other verbal or physical conduct of sexual nature that create a hostile of offensive work environment.
Intimation. Overt threats or bullying or bullying directed at members of specific groups of employees.
Mockery and insults. Jokes or negative stereotypes, sometimes the result of jokes taken too far.
Exclusion. Exclusion of certain people from job opportunities, social events, discussions, or informal mentoring, can occur unintentionally.
Incivility. Disrespectful treatment, including behaving in an aggressive manner, interrupting the person, or ignoring his or her opinions.

10. 2. Biographical Characteristics .
How the Biographical Characteristics are Relevant to OB?
Definition of Biographical characteristics : Personal characteristics—such as age, gender, race, disability and length of service (tenure)—that are objective and easily obtained from personnel records.
These characteristics are representative of: surface-level diversity.

11. cont.
1. Age Older workers bring experience, judgment.
1. Job performance declines with increasing age.
2. Older workers represent of high quality applicants.
3. legislation of retirement.
What is the perception of older workers?
Hold mixed feelings. Experience, judgment, a strong work ethic, and commitment to quality.

12. cont.
2. Gender(sex, type) Few differences between men and women that affect job performance.
There are no consistent male- female differences in problem solving ability, analytical skills, competitive drive, motivation, stability, or learning ability.
Women are more agreeable and willing to conform to authority.
Men are more aggressive and more likely have expectations of success.
The difference are minor.

13. 3. Race & Ethnicity race is a controversial issue.
Contentious issue: differences exist, but could be more culture based than race based.
Definition of race: it is biological heritage people use to identify themselves.
Definition of ethnicity: the additional set od cultural characteristics that often overlaps with race.
Race and Ethnicity offers little explanation for differentials in workplace outcomes. It has been shown, however, that people in the workplace do identify more with people like themselves so in some cases there may be opportunities given to people based on the fact that they are like their supervisor.
Tenure refers to the length of time people have been on the job and is tied to seniority. Often, tenure is seen as a positive as it signifies that people are happy with their employment because they have remained in their job for a long period of time. Therefore, employees with long tenure tend to be more productive, call in sick less frequently, and don’t leave the organization as readily.
(c) 2008 Prentice-Hall, All rights reserved.

14. Cont.
4. disability: Definition of disability: employers are required to make reasonable accommodations so their workplaces will be accessible to individuals with physical or mental disabilities.
the representation of individuals with disabilities in workforce rapidly increased.
Examples of disabilities: missing limbs, seizure disorder, down syndrome, deafness, schizophrenia, alcoholism, diabetes, and chronic back pain.
Race and Ethnicity offers little explanation for differentials in workplace outcomes. It has been shown, however, that people in the workplace do identify more with people like themselves so in some cases there may be opportunities given to people based on the fact that they are like their supervisor.
Tenure refers to the length of time people have been on the job and is tied to seniority. Often, tenure is seen as a positive as it signifies that people are happy with their employment because they have remained in their job for a long period of time. Therefore, employees with long tenure tend to be more productive, call in sick less frequently, and don’t leave the organization as readily.
(c) 2008 Prentice-Hall, All rights reserved.

15. Other Biographical Characteristics
Tenure :(give life-time employment to)
Religion
Sexual Orientation
Gender Identity
Religion may also impact work outcomes due to religious restrictions, such as dress and grooming. Schedules may also conflict with the way work is typically done, such as a Muslim worker adhering to the prayer schedule outlined in Islam.
Sexual Orientation and Gender Identity are not protected by federal law and as a result they are handled differently by most employers. Often, these characteristics are dealt with just as if they were protected characteristics in order to discourage discriminatory behavior, whether it is covered by the law or not.
Companies try to create cultures that provide a safe environment for all employees and cultures free of discriminatory behavior.
(c) 2008 Prentice-Hall, All rights reserved.

16. cont
1. Tenure :(give life-time employment to) People with job tenure (seniority as time particular job) are more productive, absent less frequently, have lower turnover, and are more satisfied.
Expressed as work experience, appear to be a good predictor of employee productivity.
Religion may also impact work outcomes due to religious restrictions, such as dress and grooming. Schedules may also conflict with the way work is typically done, such as a Muslim worker adhering to the prayer schedule outlined in Islam.
Sexual Orientation and Gender Identity are not protected by federal law and as a result they are handled differently by most employers. Often, these characteristics are dealt with just as if they were protected characteristics in order to discourage discriminatory behavior, whether it is covered by the law or not.
Companies try to create cultures that provide a safe environment for all employees and cultures free of discriminatory behavior.
(c) 2008 Prentice-Hall, All rights reserved.

17. cont 2. Religion Belief system
Often people of different religious faith conflict.
May impact the workplace in areas of dress, grooming and scheduling.
Religion is nonissue in O.B.
Islamic.(Muslims very hugely by ethnicity, faith, tradition, education, income, and degree of observance.
Christians. they should not work on Sunday.
Jews: they should not work on Saturday.
Religion may also impact work outcomes due to religious restrictions, such as dress and grooming. Schedules may also conflict with the way work is typically done, such as a Muslim worker adhering to the prayer schedule outlined in Islam.
Sexual Orientation and Gender Identity are not protected by federal law and as a result they are handled differently by most employers. Often, these characteristics are dealt with just as if they were protected characteristics in order to discourage discriminatory behavior, whether it is covered by the law or not.
Companies try to create cultures that provide a safe environment for all employees and cultures free of discriminatory behavior.
(c) 2008 Prentice-Hall, All rights reserved.

18. Other Biographical Characteristics
3. Sexual Orientation Federal law does not protect against discrimination (but state or local laws may). Domestic partner benefits are important considerations.
4. Gender Identity Relatively new issue – transgendered employees.
Religion may also impact work outcomes due to religious restrictions, such as dress and grooming. Schedules may also conflict with the way work is typically done, such as a Muslim worker adhering to the prayer schedule outlined in Islam.
Sexual Orientation and Gender Identity are not protected by federal law and as a result they are handled differently by most employers. Often, these characteristics are dealt with just as if they were protected characteristics in order to discourage discriminatory behavior, whether it is covered by the law or not.
Companies try to create cultures that provide a safe environment for all employees and cultures free of discriminatory behavior.
(c) 2008 Prentice-Hall, All rights reserved.

19. 4. Ability
What dose ability mean? An individual’s capacity to perform the various tasks in a job.
There are two abilities:
Intellectual Abilities
Physical Abilities
Ability is defined as an individual’s capacity to perform the various tasks associated with the job. When ability is dissected, two key factors are found. The first factor set apart is intellectual ability. This is the ability to perform mental activities.
(c) 2008 Prentice-Hall, All rights reserved.

20. cont Intellectual Abilities: The capacity to do mental activities.
Activities: thinking, reasoning, and problem solving.
Most societies place a high value on intelligence, and for good reason. Smart people generally earn more money and attain higher levels of education. They are also more likely to emerge as leaders of groups.
Intelligence quotient (IQ) tests, for example, are designed to ascertain a person’s general intellectual abilities.
There are a number of measures of intellectual ability available for use by organizations. Two representative measures are the GMA (General Mental Ability) measure and the Wonderlic Personnel Test. The GMA takes a look at overall intelligence and is generally recognized by researchers. The Wonderlic is generally used as a quick measure of intelligence in the hiring process. Often, it takes less than ten minutes to complete. Depending on the requirements of the job, intelligence tests can be used to predict success on certain job tasks. However, there has been no correlation found between intelligence and job satisfaction.
Physical Ability is the second factor of ability and represents the capacity to do tasks that demand stamina, dexterity, strength, and other characteristics related to performance of physical tasks.
(c) 2008 Prentice-Hall, All rights reserved.

21. Dimensions of Intellectual Ability.
1. Number Aptitude
2. Verbal Comprehension
3. Perceptual Speed
4. Inductive Reasoning
5. Deductive Reasoning
6. Spatial Visualization
7. Memory
Intellectual ability is made up of many dimensions. They include number aptitude, verbal comprehension, perceptual speed, inductive reasoning, deductive reasoning, spatial visualization, and memory. Number aptitude is the ability to do speedy and accurate arithmetic and will be effective in jobs requiring mathematical ability, such as an accountant.
Verbal comprehension is the ability to understand what is read or heard and the relationship of words to each other. This ability will be helpful in jobs where the manager needs to understand policies in order to carry out their job tasks.
Perceptual speed is the ability to identify visual similarities and differences quickly and accurately. This particular ability is helpful when an employee needs to take in a lot of information and make decisions about the patterns, such as a detective or inspector.
Inductive reasoning is present when an individual can identify a logical sequence in a problem in order to help find a solution. An employee who needs to make decisions about the future based on historical information will need the ability of inductive reasoning.
Deductive reasoning is the ability to use logic and assess the implications of the argument. When making choices between two different possible solutions to a problem, a manager would need to call upon their deductive reasoning skills.
Spatial Visualization is when someone can imagine how an object would look if its position in space was changed. An employee who needs to make decisions about office setup or interior design would need to have a high level of spatial visualization ability.
Memory is the ability to retain and recall past experiences. Individuals who need to act quickly in a situation, such as a paramedic or nurse, would need a significant degree of memory ability.
E X H I B I T 2–1
(c) 2008 Prentice-Hall, All rights reserved.

22. cont
The seven most frequently cited dimensions making up intellectual abilities are: number aptitude, verbal comprehensions perceptual speed, inductive reasoning, deductive reasoning spatial visualization, and memory.
General Mental Ability (GMA): general factor of intelligence, is a measure of overall intelligence. The positive correlations among specific intellectual ability dimensions.
There are a number of measures of intellectual ability available for use by organizations. Two representative measures are the GMA (General Mental Ability) measure and the Wonderlic Personnel Test. The GMA takes a look at overall intelligence and is generally recognized by researchers. The Wonderlic is generally used as a quick measure of intelligence in the hiring process. Often, it takes less than ten minutes to complete. Depending on the requirements of the job, intelligence tests can be used to predict success on certain job tasks. However, there has been no correlation found between intelligence and job satisfaction.
Physical Ability is the second factor of ability and represents the capacity to do tasks that demand stamina, dexterity, strength, and other characteristics related to performance of physical tasks.
(c) 2008 Prentice-Hall, All rights reserved.

23. cont
Wonderlic Personnel Test: a quick measure of intelligence for recruitment screening. that measures both speed and power.
No correlation between intelligence and job satisfaction
2. Physical Abilities The capacity to do tasks that demand stamina, dexterity, strength, and similar characteristics.
There are a number of measures of intellectual ability available for use by organizations. Two representative measures are the GMA (General Mental Ability) measure and the Wonderlic Personnel Test. The GMA takes a look at overall intelligence and is generally recognized by researchers. The Wonderlic is generally used as a quick measure of intelligence in the hiring process. Often, it takes less than ten minutes to complete. Depending on the requirements of the job, intelligence tests can be used to predict success on certain job tasks. However, there has been no correlation found between intelligence and job satisfaction.
Physical Ability is the second factor of ability and represents the capacity to do tasks that demand stamina, dexterity, strength, and other characteristics related to performance of physical tasks.
(c) 2008 Prentice-Hall, All rights reserved.

24. Nine Basic Physical Abilities.
A. Strength factors. Dynamic strength, trunk strength, static strength, explosive strength.
B. Flexibility Factors. Extended flexibility, dynamic flexibility.
C. Other factors. Body coordination, balance, stamina.
Physical abilities are needed when performance requires physical activity to complete a task. There are three main categories of physical ability – strength, flexibility and other.
Strength factors include dynamic strength, trunk strength, static strength, and explosive strength.
(c) 2008 Prentice-Hall, All rights reserved.

25. 3. Static strength: ability to exert forces against external objects.
1. Strength Factors
1. Dynamic strength: ability to exert muscular force repeatedly or continuously over time.
2. Trunk strength: ability to exert muscular strength using the trunk (particularly abdominal) muscle.
3. Static strength: ability to exert forces against external objects.
4. Explosive strength: ability to expand a maximum of energy in one or series of explosive acts.
Physical abilities are needed when performance requires physical activity to complete a task. There are three main categories of physical ability – strength, flexibility and other.
Strength factors include dynamic strength, trunk strength, static strength, and explosive strength.
(c) 2008 Prentice-Hall, All rights reserved.

26. 2. Flexibility Factors
5. Extended flexibility: Ability to move the trunk and back muscles as far as possible.
6. Dynamic flexibility: Ability to make rapid, repeated flexing movement
Flexibility factors include both components of extent flexibility and dynamic flexibility.
(c) 2008 Prentice-Hall, All rights reserved.

27. 3. Other Factors
7. Body coordination: ability to coordinate the simultaneous actions of different parts of the body.
8. Balance: ability to maintain equilibrium despite forces pulling off balance.
9. Stamina: ability to continue maximum effort requiring prolonged effort over time.
Other strength factors include body coordination, balance, and stamina.
(c) 2008 Prentice-Hall, All rights reserved.

28. Role of Disabilities
When focusing on ability, it can create problems when attempting to develop workplace policies that recognize diversity in terms of disabilities.
It is important to recognize diversity and strive for it in the hiring process.
An organization needs to be careful to avoid discriminatory practices by: making generalizations about people with disabilities.
When an organization discusses abilities, it can cause difficulty when developing policies that recognize diversity in terms of disabilities. While it is important for the organization to strive for diversity in the hiring process, it is important to be careful to avoid discriminatory practices during hiring by making generalizations about people with disabilities.
(c) 2008 Prentice-Hall, All rights reserved.

29. 6. Implementing Diversity Management Strategies
Making everybody more aware and sensitive to the needs of others.
Attracting, Selecting, Developing, and Retaining the Diverse Employees
Diversity in Groups
Effective Diversity Programs
Knowing that people are different is not enough for organizations to operate effectively with differences. Managers must work to develop strategies to develop ways to utilize differences to achieve work outcomes. Managers start by attracting, selecting, developing, and retaining employees who can operate and excel in a workplace with diverse individuals, viewpoints, and ideas. Gaining a diverse workforce through the selection process and developing that workforce through organizational training and development programs will help to provide for an environment that fosters creativity and effectiveness by tapping into the potential of all employees.
More and more organizations are requiring employees to work in groups. Diversity can aid in group effectiveness and it can diminish it. Organizations must provide the tools to leverage the differences to obtain superior performance.
Effective workforce programs that encourage diversity contain three components. First, they teach managers about the laws they need to follow and equal employment opportunity requirements. Second, they help managers and employees to see that a diverse workforce is better able to serve diverse markets. Third, they take into account personal differences and approach the differences as strengths that can be utilized to enhance performance.
(c) 2008 Prentice-Hall, All rights reserved.

30. Additional Global Implications
1. Definition of Diversity Management: The process and programs by which managers make everyone more aware of and sensitive to the needs and differences of others.
Diversity management is important across the globe.
However, different cultures will use different frameworks for handling diversity.
Most evidence recognizes that the structures and measures of intellectual abilities work in many different cultures.
Diversity management is important in all cultures; however, each culture does approach diversity differently. For example, the type of demographic variables used to identify diversity varies in each culture.
(c) 2008 Prentice-Hall, All rights reserved.

31. Additional Global Implications
2. Diversity in groups: work in group setting, communicate with others.
3. Effective Diversity programs: use variety of efforts to capitalize on diversity, including recruiting and selection polices.
Most evidence recognizes that the structures and measures of intellectual abilities work in many different cultures.
Diversity management is important in all cultures; however, each culture does approach diversity differently. For example, the type of demographic variables used to identify diversity varies in each culture.
(c) 2008 Prentice-Hall, All rights reserved.

32. 5. Summary and Managerial Implications
Ability
Directly influences employee’s level of performance.
Managers need to focus on ability in selection, promotion, and transfer.
Modify job to fit incumbent’s abilities.
Biographical Characteristics
Should not be used in management decisions: possible source of bias.
Diversity Management
Must be an ongoing commitment at all levels of the organization.
Policies must include multiple perspectives and be long term in their orientation to be effective.
The three main variables discussed in this chapter are ability, biographical characteristics, and diversity management. It is obvious that people are very different from one another.
(c) 2008 Prentice-Hall, All rights reserved.