Textbook Notes (362,810)
Canada (158,054)
MHR 523 (319)

MHR523 CH 12 .docx

4 Pages
Unlock Document

Ryerson University
Human Resources
MHR 523
Rasha Nasra

MHR523 RASHA NASRA CHAPTER 12: MANAGING DIVERSITY AND TEAM EFFECTIVENESS Our reality is simply your perception  The way we see life, very biased  Based on own experiences, backgrounds  Nothing is objective, no one’s view of anything is objective but subjective  Everything experienced has some contribution in an extent to how you view things (ie. The world)  Discrimination against the view of the world Definitions  Workplace diversity:  May be defined to include important human characteristics that influence an employee’s values, perceptions of self and others, behaviours, and interpretations of events around him or her.  Glass ceiling:  Invisible, but real obstructions to career advancement of women and people of visible minorities resulting in frustration, career dissatisfaction, and increased turnover.  Stereotyping:  The process of using a few observable characteristics to assign someone to a preconceived social category.  Making assumptions about groups of people  Not just one single individual but a group of people Are stereotypes bad?  Not necessarily  We create them in order to process information faster  Ie. Kids, women, male  Not all are correct, but for efficiency  Ie. Asians and IQ Philosophy Cultural Diversity  Cultural competence should be a priority  Is dynamic, therefore our understanding of cultural diversity must be a continuous process  Dimensions of Diversity (Fig. 12-1) Diversity Awareness  Know your own diversity background  Recognize your own stereotypes and biases  Be aware of others perceptions  Recognize the effects of –ism on others  Diversity should be celebrated, not tolerated Strategic Importance  Diversity can be a competitive adv.  Ie. Toronto- can benefit b/c it represents  The type of customers such as they  Understand them..  Ie. Mad men, men knew what women liked Diversity Management Steps  Creating an inclusive environment  Analyze the ideal future and current state  Senior management must be committed (fig 12-4)  Forming a diversity committee  Education and re-training (fig 12-5)  Wide communication of changes (fig 12-6)  Evaluation of results and follow-up ▪ Diversity audits Comparison of diverse values and assumptions (fig 12-5)  Assumptions about time  Decision-making practices  Focus at work  Verbal communications  Non-verbal gestures in communication  Other general assumptions  Values underlying ideal employee behaviours  Dress
More Less

Related notes for MHR 523

Log In


Don't have an account?

Join OneClass

Access over 10 million pages of study
documents for 1.3 million courses.

Sign up

Join to view


By registering, I agree to the Terms and Privacy Policies
Already have an account?
Just a few more details

So we can recommend you notes for your school.

Reset Password

Please enter below the email address you registered with and we will send you a link to reset your password.

Add your courses

Get notes from the top students in your class.