Chapter 13--Managing Diversity

Student: ___________________________________________________________________________

1.

Today, organizations recognize that diversity is a business imperative and perhaps the single most important factor of the t enty-first century for organization performance. True !alse

".

The genuine efforts to accept and manage diverse people in #orth $merica are a phenomenon that emerged in the 1%&&s. True !alse

3.

Today's or(force is gro ing older ith an average age of )&.% years in "&&* and it is e+pected to increase to )".1 years in "&1*. True !alse

).

,n 1-.&, /oseph 0earles became the first $frican $merican member of the #e 1or( 0toc( 2+change. True !alse

3.

,n "&1&, 4epsiCo appointed its first female C25. True !alse

*.

6ecause employees ith different bac(grounds bring different options and ideas to the table, a diverse or(force may lead to increased conflict, an+iety, and misunderstanding. True !alse

..

The aging population phenomenon is a huge factor in the 7nited 0tates and Canada. 5n other continents, the or(force is actually becoming younger. True !alse

%.

The traditional dimension of diversity can be ac8uired or changed throughout one's lifetime. True !alse

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$ge, race, and gender are included in the primary dimension of diversity. True !alse

1&.

0hortly after she landed a corporate-level 9ob at ,nfo6asis, Tonya :ennel formed a omen;s leadership group to help omen advance ithin the company. Membership ithin the group as voluntary and open to omen ith a desire to advance in the company. Tonya;s group can best be described as a<n=> $. 6 . C . D . 2 . focus group net or( group self-help group diversity team multicultural team

11.

Scenario - Sarah's Sharks $s the mar(eting director for 0arah's 0har(s, ?loria @iviera is particularly ell a are of diversity ithin the firm's clients in the mar(et place. $s a successful oman manager, she is also sensitive to the importance of diversity among employees at 0arah's 0har(s. ?loria has recognized that valuing diversity is good for her organization for all of the follo ing reasons 2AC24T>
a. b. c. d. e.

it increases unde it efficiently uses employee talent. it increases the 8uality of team problem solving. it is mandated by ethical responsibility. it reduces costs associated ith high turnover, absenteeism, and la suits.

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1".

Scenario - Sarah's Sharks $s the mar(eting director for 0arah's 0har(s, ?loria @iviera is particularly ell a are of diversity ithin the firm's clients in the mar(et place. $s a successful oman manager, she is also sensitive to the importance of diversity among employees at 0arah's 0har(s. $lthough she loves her 9ob, ?loria is contemplating leaving it to focus her energy on parenting her three children. This ould demonstrate hich factor affecting omen;s careersB
a. b. c. d. e. 5pt-out trend ?lass ceiling ?lass all 5pa8ue ceiling

!emale advanta

13.

Scenario - Sarah's Sharks $s the mar(eting director for 0arah's 0har(s, ?loria @iviera is particularly ell a are of diversity ithin the firm's clients in the mar(et place. $s a successful oman manager, she is also sensitive to the importance of diversity among employees at 0arah's 0har(s. ?loria can en9oy higher success through diversity by accommodating employees' special needs, including all of the follo ing 2AC24T>
a. b. c. d. e.

reassess 9ob sch employees. provide training material and information pac(ages in foreign languages for no provide paternity and maternity leave and fle+ible hours for dual income famili provide long-term care and life benefits for elderly of disabled or(ers. all of these are valid strategies.

1).

?loria ould li(e to form a omen;s leadership group to help other omen at 0arah;s 0har(s advance ithin the company. Membership ithin the group ill be voluntary and open to anyone. This group ould best be described as a<n=>
a. b. c. d. e. focus group diversity team self-help group net or( group multicultural team

13 2ducation, religious beliefs, military e+perience, geographic location and income are all CCCCC . dimensions. CCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCC 1* The belief that one's o n group or subculture is inherently superior to other groups or cultures is . (no n as CCCCC. CCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCC 1. $ culture that accepts only one ay of doing things and one set of values and beliefs is called a<n= . CCCCC. CCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCC 1% CCCCC is the belief that groups and subcultures are inherently e8ual. . CCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCC 1- CCCCC means that an organization accommodates several subcultures, including employees ho ould . other ise feel isolated and ignored. CCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCC "& The invisible barrier that separates omen and minorities from top management positions is (no n as . the CCCCC. CCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCC "1 CCCCC implies that omen's commitment to their children limits their commitment to the company or . their ability to handle the rigors of corporate management. CCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCC "" CCCCC is designed to ma(e people a are of their o n pre9udices and stereotypes. . CCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCC "3 $ higher ran(ing, senior organizational member ho is committed to providing up ard mobility and . support to a protDgD's professional career is a<n= CCCCC. CCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCC ") CCCCC are made up of members from diverse national, racial, ethnic, and cultural bac(grounds. . CCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCC "3 The belief that your group and subculture is not as good as other groups and subcultures is . ethnocentrism. True !alse

"* $ culture that accepts only one ay of doing things and one set of values and beliefs, produced by . ethnocentrism, is (no n as monoculture. True !alse ". The belief that ethics are not absolute but instead need to be evaluated relative to the situation refers to . ethnorelativism. True !alse "% Most organizations ma(e a conscious effort to shift from a pluralism perspective to one of . monoculture. True !alse "- $n invisible barrier that separates omen and minorities from advancement to important lateral . movement ithin the organization defines the glass ceiling. True !alse 3& ,n a recent survey, 3. percent of highly 8ualified omen report that they voluntarily left or Eopted-outE . of the or(force at some point in their careers. True !alse 31 @esearch sho s that companies ith several senior-level omen underperform financially and . organizationally in comparison to those ithout senior-level omen. True !alse 3" Many people believe that men ma(e better managers because of their more collaborative, less . hierarchical, relationship-oriented approach that is in tune ith today;s global and multicultural environment. True !alse 33 The most important component of a successful diversity strategy is management commitment, . leadership, and support. True !alse 3) $ successful diversity plan leads to a or(force that demonstrates cultural competence in the long run. . True !alse 33 For(force diversity refers to hiring people from different geographic regions of the country but of . same nationality. True !alse

3* 7ncovering diversity problems, strengthening top management commitment, choosing solutions to fit . a balanced strategy, and demanding results are all steps to implementing a diversity plan. True !alse 3. The first step in diversity s(ills training is to help people learn ho to communicate and or( . effectively in a diverse environment. True !alse 3% Diversity training is special training hich can help people become a are of their o n biases and . stereotypes, and is used by many organizations. True !alse 3- $ higher ran(ing, senior organizational member ho is committed to providing up ard mobility and . support to a protDgD's professional career is (no n as a sponsor. True !alse )& The mentoring relationship is an e+cellent ay to overcome the problem of a glass ceiling. . True !alse )1 @esearch indicates that omen and minorities are more li(ely than men to develop mentoring . relationships. True !alse )" Mentoring programs are not consistent ith the Civil @ights $ct of 1--1 that re8uires the . diversification of middle and upper management. True !alse )3 The five ma9or steps in implementing a change for a program to develop a truly diverse or(place is . to> <1= change structures and policies, <"= focus on diversity recruiting, <3= establish mentor relationships, <)= accommodate special needs, and <3= offer training and education. True !alse )) 0e+ual harassment in the or(place is a violation of Title G,, of the 1-*) Civil @ights $ct . True !alse )3 0olicitation ith the promise of re ard is the highest level of se+ual harassment. . True !alse )* $ccording to the 7.0. 0upreme Court, se+ual harassment does not include harassment by the same . se+. True !alse .

). Today, minorities account for about t o-third of the 7.0. population. . True !alse )% Multicultural teams are made up of members from diverse national, racial, ethnic, and cultural . bac(grounds. True !alse )- $n important characteristic of net or( groups is that they are created informally by employees, not the . organization, and membership is voluntary. True !alse 3&. CCCCC serves as invisible barriers to important horizontal movement ithin the organization. $. 6arriers to entry 6 $ffirmative . action C 28ual . opportunity D The glass all . 2 The glass . ceiling 31. Fhich or(force generation category is characterized as ambitious but lac(ing loyalty to the organizationB $. 6 . C . D . 2 . ?ener ation A ?eneration 1 6aby boomers Teeny boppers ?eneration $

3".

$ll of the follo ing are changes that are reshaping our or(force 2AC24T> $. aging or(forc e. 6 gro th in Hispanic and $sian or(ers. C omen . outnumbering men D gro th in foreignborn population. 2 younger . or(force.

33.

Fhich racial or ethnic category currently represents the largest and fastest gro ing minority groupB $. 6 . C. D. 2 . Fhite $frican $merican $sian Hispanic #ative $merican

3).

The average 7.0. or(er, today, is CCCCC than ever. $. more li(el y to be marr ied younger

6 . C. older Dmore li(ely to be male 2 uneducat . ed

33.

Fhich of the follo ing group is e+pected to gro the most in employment from "&&% to "&1%B $. Hi sp an ic 6 $si . an C$fric an $mer ican D 2uro . pean 2 Fhi . te

3*.

CCCCC is defined as all the ays in hich people differ. $. 6 . C . D . 2 . Mul tipli city Diversi ty 0eniori ty Cultur e Gariati on

3..

Traditional model dimensions of diversity include> $. 6. C . D. 2 . income . race. parental status. education. religious beliefs.

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3%.

,nclusive dimensions of diversity include> $. 6 . C . D . 2 . inco me. nationalit y. pay level. or( style. all of these.

3-.

$ll of the follo ing are traditional model dimensions of diversity 2AC24T> $. age. 6. se+ual orientation. C. religious beliefs. D. physical ability. 2 all of these are primary dimensions of . diversity.

*&.

$ll of these are inclusive dimensions of diversity 2AC24T> $. 6. C. D . 2 . parents. lifestyle. income. military e+perience. se+ual orientation.

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*1.

,nclusive dimensions of diversity> $. have a greate r impac t than do prima ry dimen sions. are inborn.

6 . Ccan change throughout one's lifetime. Dinclude such factors as gender. 2 none of . these. *".

Hopetech ,ndustries has a corporate diversity plan that limits diversity to areas that do not change throughout a person;s lifetime, such as race, gender, age, and disability. Hopetech;s diversity plan follo s hich model of corporate diversityB $. ,nclu sive mode l 6 2+clusive . model C Traditional . model D . 2 . Iearning model 0tatic model

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$ccording to M$#$?2@'0 0H54T$I: in chapter 13, hich of the follo ing is not a characteristic used to help foreign managers understand $mericansB $. $mericans are formal. 6 $mericans value . punctuality. C $mericans believe in . or(. D $mericans are independent and individualistic. 2 $mericans are . competitive.

*).

Fhich of the follo ing is not a dividend of or(place diversityB $. @educed costs associated ith high turnover, absenteeism, and la suits. 6 ,ncreased understanding of the . mar(etplace. C. 6etter use of employee talent. D ,ncreased costs associated ith high turnover, absenteeism, and la suits. 2 2nhanced 8uality of team problem . solving.

*3.

0mileline ,nc. has an onsite daycare facility and provides employees fulltime daycare at a very lo cost. The company implemented this years ago hen managers realized that childcare responsibilities ere contributing to high turnover and absenteeism. This e+ample highlights hich dividend of or(place diversityB

$. 6etter use of employee tale 6. ,ncreased understanding of the mar(etplace C. ,ncreased 8uality of team problem solving D 2nhanced breadth of understanding in leadership positions . 2 @educed costs associated ith high turnover, absenteeism, an . la suits

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,n a family here both parents or(, hich of the follo ing may be helpful to accommodate the parents; needsB $. Chil dcare 6 !le+ible or( schedule CHomebased employme nt DMaternity or paternity leaves 2 $ll of . these

*..

CCCCC means creating a climate in hich the potential advantages of diversity for organizational or group performance are ma+imized hile the potential disadvantages are minimized. $. Managing diversity 6. Ma+i-Min approach C Managing differentiation . D $dvantageous approach . 2 Ma+imum benefit . approach

*%.

CCCCC is a rigid, e+aggerated, irrational belief associated ith a particular group of people. $. 6 . C . D . Iabe l 4re9udic e Typecas t Discrimi nation

2 0tereoty . pe

1)

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0tephanie is nervous about giving a presentation at the mar(eting firm here she or(s. 5ne of her male co or(ers told her, JDon;t be such a girl, attac( that presentationKL #o 0tephanie is so concerned about appearing tough that she can barely concentrate on the content of the presentation. 0tephanie;s an+iety stems from> $. stereotyp e 6. ethnocentrism C. plurality D glass ceiling threat . 2 the female . advantage

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Fhich of the follo ing refers to special training to help people identify their o n cultural boundaries, pre9udices, and stereotypes and to develop the s(ills for managing and or(ing in a diverse or(placeB $. ?lobali zation training

6 Human . resource training C Cultural . training D Diversity . training 2 2mpathy . training .1. CCCCC is a psychological e+perience of a person ho, usually engaged in a tas(, is a are of a stereotype about his or her identity group suggesting he or she ill not perform ell on that tas(. $. Typeca st threat 6 Discriminatory . threat C. D . 2 . 13 Iabeling 0tereotype threat Classified threat

.".

CCCCC reflects the belief that one's o n group is superior to other groups. $. 6 . C. D . 2 . 2thnor elativi sm 2thnocentri sm 4luralism ?eocentrici sm @egiocentris m

.3.

$n ethnocentric perspective leads to> $. a monocult ure. 6 diversity in the . or(place. C. pluralism. D ethnorelativism. . 2 a global . perspective.

.).

4hle+ 4lastic has a very strong set of corporate values. ,n fact, 4hle+ has been (no n to discourage the emergence of alternative values. 4hle+ is most li(ely> $. a diverse organization. 6 an organization that . encourages pluralism. C. a monoculture. D. geocentric. 2 minority-o ned . organization.

1*

.3.

CCCCC is the belief that groups are inherently e8ual. $. 2thno relati vism 6 2thnocentr . ism C 4luralism . D ?eocentric . ism 2 Monocultu . re

.*.

Fhich of the follo ing means that an organization accommodates several subculturesB $. 6. C . D . 2 . Mono cultur alism 4luralism 2thnorelativ ism ?eocentrici sm 2thnocentris m

...

$ culture that accepts only one ay of doing things and one set of values and beliefs is referred to as a<n= CCCCC. $. pri mar y cult ure 6 preferre . d culture C dominati ng culture D monocu . lture 2 pluralis . m

1.

.%.

Most organizations CCCCC shift from a monoculture perspective to one of pluralism. $. can never naturally

6 . Cmust ma(e a conscious effort to D can . easily 2 are . against a .-.

Fhich of the follo ing is an invisible barrier that separates omen and minorities from top management positionsB $. The barrier to entry $ffirmative action 28ual opportunity The glass ceiling The glass all

6 . C . D . 2 . %&.

Fomen ma(e up less than 1* percent of all !ortune 3&& e+ecutives. This could be due to> $. barriers to entry. 6 affirmative . action. C e8ual . opportunity. D the glass all. . 2 the glass . ceiling.

1%

%1.

Trouser's ,nc. top management is e+clusively made up of older hite males. Trouser's promotes from ithin and top management is most comfortable ith individuals ho are similar to them. Fomen and minorities at this company ho ish to be promoted are li(ely to e+perience CCCCC. $. cultu ral diver sity 6 the glass ceiling effect Crapid promotion and advancem ent D ethnorela . tivism 2 all of . these

%".

CCCCC implies that omen's commitment to their children limits their commitment to the company or their ability to handle the rigors of corporate management. $. 6alanci ng family prioriti es 6 ,nvisible . minorities C 5pt-out trend . D !amily . commitment 2 Cost of . diversity

1-

%3.

/osephine ould li(e to become part of an elite manager net or( at her company so she can get access to general and line management e+perience to help her succeed ithin the company. Ho ever, she learns that the manager net or( is made up e+clusively of men. This demonstrates hich factor affecting omen;s careersB $. !emal e advant age 6 5pt-out . trend C ?lass . ceiling D ?lass all . 2 5pa8ue . ceiling

%).

@iya as a highly successful manager at 5ptics ,nternational. $fter ten years ith the company, she decided to leave and become a fulltime mother and caregiver to her ailing father. This e+ample demonstrates hich factor affecting omen;s careersB $. !emal e advant age 6 5pt-out . trend C ?lass . ceiling D ?lass all . 2 5pa8ue . ceiling

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%3.

4attie's 4anca(es recently held a series of focus groups to gather information on employee perceptions of omen and minorities in the or(place. ,n particular, 4attie's as interested in learning about the myths, values, and beliefs that currently e+ist in their organization. This is an e+ample of> $. sensiti vity trainin g. 6building a corporate culture that values diversity. Cchanging the current organizationa l design. D changing the current organizationa l structure. 2 none of . these.

%*.

During the first step of the diversity development process, managers may conduct a CCCCCCCCCCC to uncover diversity problems in the organization. $. 6 . C. D . 2 . reports audit financial audit cultural audit diversity audit special needs audit

"1

%..

The ability to interact effectively ith people of different cultures refers to CCCCC. $. ethnocent rism ethnorelativism

6 . C. pluralism D. stereotyping 2 cultural . competence %%.

CCCCC involves e+posing traditional managers to nontraditional peers to help brea( do n stereotypical beliefs. $. @evelation 6. 2+posure C. 4ublicity D ,nnovative brea(do n . 2 Cultural barrier . brea(do n

%-.

@ebecca, a human resource manager at Forld4lus Corp., regularly establishes numerical goals tied to diversity, such as trac(ing salaries, rates of promotion, and managerial positions for omen and minorities. This involves hich step for developing diversity and cultural competenceB $. 6 . C . D . 2 . Demanding results and revisiting goals Maintaining momentum to change the culture Choosing solutions to fit a balanced strategy 7ncovering diversity problems in an organization 0trengthening top management commitment

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4aying a oman less than a man for the same or( is an e+ample of>> $. gen der disc rimi nati on 6ethnic discrimi nation C stereoty . ping D se+ual harassm ent 2 pre9udi . ce

-1.

Fhich of the follo ing is the most common diversity initiative, according to Fortune 1&&& respondentsB $. Community outreach 6. Mentor relationships C $ccommodating special . needs D Training and education . 2 Diversity-focused . recruiting

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Fith most ne employees in the late t enties or early thirties, $lbertson M 0ons ,nc. has learned that helping ne employees secure home loans has been a valuable service that pays off in the long term. This is an e+ample of hat type of diversity initiative or programB $. 6 . C. D . 2 . "3 2+panding recruitment efforts 2stablishing mentor relationships $ccommodating special needs 4roviding diversity s(ills training ,ncreasing a areness of se+ual harassment

-3.

Tic(Toc( Cloc( Corporation is attempting to develop a truly diverse or(place. Tic(Toc('s president assigned the human resources department the tas( of determining the demographics of the local area labor mar(et. This is an attempt to change e+isting CCCCC ithin the organization. $. cul tur es 6structur es and policies C develo . pment s D bureau . cracies 2 traini . ng

-).

The ma9or steps involved in building a truly diverse or(place include> $. buildi ng a corpor ate cultur e that values divers ity. changing structures and policies so that they support diversity. C diversity . training. D . 2 . all of these. none of these.

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-3.

5rganizations must find ays to eliminate the glass ceiling effect. 5ne effective ay to do this has been> $. through targeted recruitment . through affirmative action. to develop mentoring relationships. top management speeches. to hire only hite males.

6 . C . D . 2 . -*.

Fhich of the follo ing refers to a higher ran(ing, senior organizational member ho is committed to providing up ard mobility and support to a protDgD's professional careerB $. 6 . C . D . 2 . 0p ons or Ment or 2+patr iate Deleg ate $dvis or

"3

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6irmingham 6oard al(, ,nc. uses a<n= CCCCC program to provide minorities and omen ith direct training and inside information on the norms and e+pectations of the organization. $. spo nso rin g mentor ing e+patri ate delega te adviso ry

6 . C . D . 2 . -%.

CCCCC are less li(ely than CCCCC to develop mentoring relationships. $. FomenN minoriti es 6 MinoritiesN . omen C. MenN omen D FomenN men . 2 FhitesN . minorities

--.

Fhich of the follo ing prohibits discrimination on the basis of race, color, religion, national origin, and se+B $. 6. C. D. 2 . $ge Discrimination in 2mployment $ct Title G,, of the Civil @ights $ct of 1-*) 28ual 4ay $ct of 1-*3 $mericans ith Disabilities $ct Title G,,, of the Civil @ights $ct $mendment of 1-."

"*

1&&.

Fhich of the follo ing groups has the largest age gap bet een gendersB $. Fhite 6 $frican . $merican C. Hispanic D. 2uropean 2 Middle . 2astern

1&1.

CCCCC mentoring relationships sometimes leave both parties uncomfortable. $. 6 . C . D . Cros srace !emalemale Malemale !emalefemale

2 0ame . race 1&". CCCCC is<are= categories of se+ual harassment. $. ,nap propr iateO offen sive 6Coercion ith threat of punishment C0olicitation ith promise of re ard D ?eneraliz . ed 2 $ll of . these

".

1&3.

Fhich is the highest level of se+ual harassmentB $. 6. C. D . 2 . ?eneralized ,nappropriateOoffensive 0e+ual crimes 0olicitation ith promise of re ard Coercion ith threat of punishment

1&).

Matthe is Mandy's supervisor. He promises to fire her if she does not engage in se+ual activity ith him. This type of se+ual harassment ould be categorized as> $. coercion ith threat of punishme nt. 6 solicitation ith promise of re ard. C. appropriate. D. generalized. 2 positional . authority.

"%

1&3.

Fhich of these actions did the 7.0. 0upreme Court ta(eB $. @estri cted the definit ion of se+ual harass ment to e+clud e office roman ce. 6roadened the definition of se+ual harassment to include same se+ harassment. 6roadened the definition of se+ual harassment to include harassment of men by female co or(ers. 6roadened the definition of se+ual harassment to include same se+ harassment and harassment of men by female co or(ers. 2 #one of . these.

"-

1&*.

@esearch has sho n that> $. homo geneo us group s are more creati ve than divers e group s. homogeneous groups are less satisfied than diverse groups. diverse groups are more creative than homogeneous groups. creativity has nothing to do ith group composition. 2 none of . these.

1&..

Fhich of the follo ing is a basic aim of diversity a areness trainingB $. Teaching people the differences bet een omen and men 6 Helping individuals become a are of their o n pre9udices . C. Complying ith federal employment la D. @einforcing stereotypes employees may hold 2 Helping individuals become a are of management's . pre9udices

3&

1&%.

@esearch has sho n that net or( groups> $. create divisi ons in the or(p lace.

6are bad e+periences for minority employees. Chelp retain minority employees. Dreduce creativity by being homogeneous . 2 none of . these. 1&-. $ll of the follo ing are true about employee net or( groups 2AC24T> $. the groups are based on social identity. 6 the groups pursue a variety of activities. . C the groups are formally created by the . organization. D the mechanism of the groups or( ell . ith multicultural teams. 2 the groups help retain minority . employees. 11 ?roups that are based on social identity, such as gender or race, and organized by employees to focus &. on concerns of employees from that group are called CCCCC. CCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCC

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11 #ame at least three factors that negatively affect omen;s career advancementB 1.

11 #ame five dividends of or(place diversity. ".

11 Fhat are the five steps to developing diversity and cultural competenceB 3.

11 Iist the five categories or forms of se+ual harassment. ).

11 Define or(force diversity. ,dentify the traditional and inclusive dimensions of diversity. 3.

3"

11 Fhat is the difference bet een ethnocentrism and ethnorelativismB *.

11 6riefly e+plain the concepts of a glass all and a glass ceiling. ..

11 Fhat are the 3 steps in implementing a change to develop a truly diverse or(placeB %.

11 Iist and describe the five forms of se+ual harassment. -.

33

Chapter 13--Managing Diversity :ey

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*3. 2 **. 2 *.. $ *%. 2 *-. $ .&. D .1. D .". 6 .3. $ .). C .3. $ .*. 6 ... D .%. C .-. D %&. 2 %1. 6 %". C %3. C %). 6 %3. 6 %*. C %.. 2 %%. 6 %-. $ -&. $ -1. 2 -". C -3. $ -). D -3. C -*. 6 -.. 6 -%. D

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--. 6 1&&. $ 1&1. $ 1&". 2 1&3. C 1&). $ 1&3. D 1&*. C 1&.. 6 1&%. C 1&-. C 11&. employee net or( groups 111. P ?lass ceiling P ?lass all P Fage gap P 5pt-out trend 11". P 6etter use of employee talent P ,ncreased understanding of the mar(etplace P 2nhanced breadth of understanding in leadership positions P ,ncreased 8uality of team problem solving P @educed costs associated ith high turnover, absenteeism, and la suits 113. 0tep 1> 7ncover diversity problems in the organization 0tep "> 0trengthen top management commitment 0tep 3> Choose solutions to fit a balanced strategy 0tep )> Demand results and revisit goals 0tep 3> Maintain momentum to change the culture 11). ?eneralized, inappropriateOoffensive, solicitation ith promise of re ard, coercion ith threat of punishment, and se+ual crimesOmisdemeanors. 113. For(force diversity means the hiring and inclusion of people ith different human 8ualities or ho belong to various cultural groups. 4lease refer to e+hibit 13.) in the te+t for the different dimensions of diversity. 11*. 2thnocentrism is the belief that your o n group or subculture is inherently superior to other groups or subcultures. ,n contrast, the belief that different groups and subcultures are inherently e8ual and that none are inherently better or orse is ethnorelativism. 11.. The concept of a glass all is that invisible barriers <or glass alls= prevent omen and minorities from ta(ing important lateral movement ithin organizations. These results in preventing significant e+perience in areas such as line supervisor positions that ould enable omen and minorities to advance vertically. The glass ceiling is an invisible barrier that separates omen and minorities from top management positions. 4revailing attitudes and subtle biases combine to prevent significant vertical movement to these groups. 11%. The five steps include> <1= changing structures and policiesN <"= focusing on diversity recruitingN <3= establishing mentor relationships, <)= accommodating special needs, and <3= offering training and education.

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11-. ?eneralized. This form involves se+ual remar(s and actions that are not intended to lead to se+ual activity but that are directed to ard a co or(er based solely on gender and reflect on the entire group. ,nappropriateOoffensive. Though not se+ually threatening, it causes discomfort in a co or(er, hose reaction in avoiding the harasser may limit his or her freedom and ability to function in the or(place. 0olicitation ith promise of re ard. This action treads a fine line as an attempt to EpurchaseE se+, ith the potential for criminal prosecution. Coercion ith threat of punishment. The harasser coerces a co or(er into se+ual activity by using the threat of po er <through recommendations, grades, promotions, and so on= to 9eopardize the victim's career. 0e+ual crimes and misdemeanors. The highest level of se+ual harassment, these acts ould, if reported to the police, be considered felony crimes and misdemeanors.

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