Understanding Social Perception and Managing Diversity Chapter Four McGraw-Hill/Irwin © 2012 The McGraw-Hill Companies, Inc All rights reserved Copyright © 2012 by The McGraw-Hill Companies, Inc All rights reserved After reading the material in this chapter, you should be able to: LO4.1 Describe perception in terms of the social information processing model LO4.2 Explain seven managerial implications of social perception LO4.3 Explain, according to Kelley’s model, how external and internal causal attributions are formulated 4-2 After reading the material in this chapter, you should be able to: LO4.4 Demonstrate your familiarity with the demographic trends that are creating an increasingly diverse workforce LO4.5 Identify the barriers and challenges to managing diversity LO4.6 Discuss organizational practices used to manage diversity 4-3 A Social Information Processing Model of Perception Perception cognitive process that enables us to interpret and understand our surroundings 4-4 Social Perception: A Social Information Processing Model 4-5 Stage 1: Selective Attention/Comprehension Attention Process of becoming consciously aware of something or someone People pay attention to salient stimuli Salient something that stands out from context 4-6 Question? Beverly has $11,000 for investment She speaks with various friends and neighbors to find out what stocks they have invested in Beverly can be described as being on which stage of the social information processing model? A.Selective attention; comprehension B.Encoding C.Simplification D.Storage and Retention 4-7 Stage 2: Encoding and Simplification Schema Represents a person’s mental picture or summary of a particular event or type of stimulus 4-8 Stage 2: Encoding and Simplification Stereotype An individual’s set of beliefs about the characteristics or attributes of a group Not always negative May or may not be accurate 4-9 Stereotyping Process Categorize people into groups according to various criteria Infer that all people within a category possess the same traits Form expectations of others and interpret their behavior according to our stereotypes 4-10 Defining and Managing Diversity Diversity represents the multitude of individual differences and similarities that exist among people 4-26 Four Layers of Diversity 4-27 Defining and Managing Diversity Affirmative action an artificial intervention aimed at giving management a chance to correct an imbalance, an injustice, a mistake, or outright discrimination that occurred in the past Managing diversity Enables people to perform up to their maximum potential 4-28 Increasing Diversity in the Workforce: Demographic Trends Women navigate a labyrinth after breaking the glass ceiling Racial groups are encountering a glass ceiling and perceived discrimination Mismatch between workers’ educational attainment and occupational requirements Generational differences in an aging workforce 4-29 Increasing Diversity in the Workforce Glass ceiling represents an absolute barrier or solid roadblock that prevented women from advancing to higher level positions 4-30 Generational Differences Table 4-2 4-31 Ways Organizations Can Motivate and Retain an Aging Workforce Provide challenging work assignments that make a difference to the firm Give the employee considerable autonomy and latitude in completing a task Provide equal access to training and learning opportunities when it comes to new technology 4-32 Ways Organizations Can Motivate and Retain an Aging Workforce Provide frequent recognition for skills, experience, and wisdom gained over the years Provide mentoring opportunities whereby older workers can pass on accumulated knowledge to younger employees Ensure that older workers receive sensitive, high-quality supervision Design a work environment that is both stimulating and fun 4-33 Barriers and Challenges to Managing Diversity Inaccurate stereotypes and prejudice Ethnocentrism Poor career planning An unsupportive and hostile working environment for diverse employees Lack of political savvy on the part of diverse employees 4-34 Barriers and Challenges to Managing Diversity Difficulty in balancing career and family issues Fears of reverse discrimination Diversity is not seen as an organizational priority The need to revamp the organization’s performance appraisal and reward system 10 Resistance to change 4-35 Question? Jacques, a French national, is the CEO of French Global Empire with significant operations in Japan and the United States Jacques recently announced that all employees of the company, no matter which part of the world they may be in, must learn French and communicate in French only Which challenge to diversity does this represent? A Cultural flexibility B Polychronic time C Cultural relativism D Ethnocentrism 4-36 Organizational Practices Used to Effectively Manage Diversity Option 1: Include/Exclude Option 2: Deny Option 3: Assimilate Option 4: Suppress 4-37 Organizational Practices Used to Effectively Manage Diversity (cont.) Option 5: Isolate Option 6: Tolerate Option 7: Build Relationships Option 8: Foster Mutual Adaptation 4-38 Question? A group of minority employees complained about alleged discriminatory practices to their manager She told them to quit whining and get back to work This is the use of _ to manage diversity A.Denial B.Suppression C.Isolation D.Building relationships 4-39 Video Case: Andre Thornton What attributes or experiences help Andre Thornton in being successful at GPI? In what ways can Thornton serve as an example for all minority individuals? Does GPI’s size help or hinder them in serving the needs of their clients? Can you draw correlations between sports and business? What are they? 4-40 ... Identify the barriers and challenges to managing diversity LO4.6 Discuss organizational practices used to manage diversity 4-3 A Social Information Processing Model of Perception Perception cognitive... Managing Diversity Diversity represents the multitude of individual differences and similarities that exist among people 4-26 Four Layers of Diversity 4-27 Defining and Managing Diversity Affirmative... Perception Perception cognitive process that enables us to interpret and understand our surroundings 4-4 Social Perception: A Social Information Processing Model 4-5 Stage 1: Selective Attention/Comprehension