Case 4.4
Xavier has just become the head of HR
at Hot Rods, Inc. He notices that the
company is very homogenous, especially in light of the very diverse community
in which it is located. He is surprised
to find that the number of women and other minorities is quite low in all
positions. As one of his first responsibilities, Xavier wants to implement a
diversity program at Hot Rods.
93. Refer toCase 4.4.
Xavier realizes that one of the important reasons why there may be more
men in leadership positions at Hot Rods is that:
a) men are more likely to exhibit traits
that are believed to be ideal with positions of authority.
b) women are incapable of maintaining
leadership in a company.
c) the old boys network excludes any
women from attaining leadership.
d) men are capable of maintaining
leadership for longer periods than women, and are therefore better candidates
for such positions.
e) women who are advancing toward
leadership are often discouraged and intimidated by explicit discrimination by
top-level men.
94. Refer toCase 4.4.
Xavier finds that there is relatively little communication between men
and women, and minorities and non-protected class members at Hot Rods. These are clear examples of:
a) segmented communication networks.
b) the effects of the glass ceiling.
c) resistance to change.
d) competition for opportunities.
e) all of the above
95. Refer toCase 4.4. In order
to determine where biases are coming from, Xavier should consider which of the
following?
a) Having all new employees attend a diversity
seminar.
b) Developing an affirmative action strategy.
c) Instituting an old boys network.
d) Performing a diversity audit.
e) None of the above
96. Refer toCase4.4. Which of the following is an important step
for Xavier as he institutes a diversity program at Hot Rods?
a) Adopting a narrow
definition of diversity in order not to let the term become overly-inclusive.
b) Creating a
two-day training program which all employees must attend.
c) Involving
everyone, including members of non-protected classes, in designing the program.
d) Focusing the
program solely on top management.
e) Clearly defining
a culprit group.
97. Refer toCase4.4. Xavier institutes a
diversity program at Hot Rods and, despite his best efforts, people make
critical comments about it. Some men are
complaining that more women have been hired simply because of their gender and
that they lack the necessary skills to perform their jobs. This is a manifestation of:
a) backlash.
b) poor worker
retention.
c) an exclusionary
network.
d) resentment.
e) cultural
determinism.
TRUE/FALSE QUESTIONS
98. When
seeking to understand diversity, it is important to distinguish between
diversity and the sources of diversity because they are not the same thing.
99. Diversity,
the human characteristics that make people different from one another, consists
solely of characteristics
that cannot be controlled by the individual.
100. The concept
of management of diversity is simply a new label for affirmative action.
101. The percentage of managers who are
minorities has declined 50% over the last ten years, while the number of women
managers has grown by 75%.
102. The
percentage of women in the workforce is increasing, while the number of men in
the workforce is decreasing.
103. Heterogeneity
in organizations tends to lead to communication confusion and conflict, making
diversity a problem for most corporations that must be carefully managed.
104. The cultural relativity concept of management
encourages flexibility in management practices related to the diversity of the
given workforce.
105. Segmented communication channels exist only
in high-level business positions.
Xavier has just become the head of HR
at Hot Rods, Inc. He notices that the
company is very homogenous, especially in light of the very diverse community
in which it is located. He is surprised
to find that the number of women and other minorities is quite low in all
positions. As one of his first responsibilities, Xavier wants to implement a
diversity program at Hot Rods. 93. Refer toCase 4.4.
Xavier realizes that one of the important reasons why there may be more
men in leadership positions at Hot Rods is that:a) men are more likely to exhibit traits
that are believed to be ideal with positions of authority.b) women are incapable of maintaining
leadership in a company.c) the old boys network excludes any
women from attaining leadership.d) men are capable of maintaining
leadership for longer periods than women, and are therefore better candidates
for such positions.e) women who are advancing toward
leadership are often discouraged and intimidated by explicit discrimination by
top-level men. 94. Refer toCase 4.4.
Xavier finds that there is relatively little communication between men
and women, and minorities and non-protected class members at Hot Rods. These are clear examples of:a) segmented communication networks.b) the effects of the glass ceiling.c) resistance to change.d) competition for opportunities.e) all of the above 95. Refer toCase 4.4. In order
to determine where biases are coming from, Xavier should consider which of the
following? a) Having all new employees attend a diversity
seminar. b) Developing an affirmative action strategy. c) Instituting an old boys network. d) Performing a diversity audit. e) None of the above 96. Refer toCase4.4. Which of the following is an important step
for Xavier as he institutes a diversity program at Hot Rods?a) Adopting a narrow
definition of diversity in order not to let the term become overly-inclusive.b) Creating a
two-day training program which all employees must attend.c) Involving
everyone, including members of non-protected classes, in designing the program.d) Focusing the
program solely on top management.e) Clearly defining
a culprit group. 97. Refer toCase4.4. Xavier institutes a
diversity program at Hot Rods and, despite his best efforts, people make
critical comments about it. Some men are
complaining that more women have been hired simply because of their gender and
that they lack the necessary skills to perform their jobs. This is a manifestation of:a) backlash.b) poor worker
retention.c) an exclusionary
network.d) resentment.e) cultural
determinism. 98. When
seeking to understand diversity, it is important to distinguish between
diversity and the sources of diversity because they are not the same thing. 99. Diversity,
the human characteristics that make people different from one another, consists
solely of characteristics
that cannot be controlled by the individual. 100. The concept
of management of diversity is simply a new label for affirmative action. 101. The percentage of managers who are
minorities has declined 50% over the last ten years, while the number of women
managers has grown by 75%. 102. The
percentage of women in the workforce is increasing, while the number of men in
the workforce is decreasing. 103. Heterogeneity
in organizations tends to lead to communication confusion and conflict, making
diversity a problem for most corporations that must be carefully managed. 104. The cultural relativity concept of management
encourages flexibility in management practices related to the diversity of the
given workforce. 105. Segmented communication channels exist only
in high-level business positions.
