EDRD 3140 Chapter Notes - Chapter 12: Employment Non-Discrimination Act, Glass Ceiling, Corporate Title
12 Jan 2017
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Chapter 12 Organizational Diversity Processes
KEY CONCEPTS
Glass ceiling
Mommy track
Opt-in
Opt-out
Lean in
Prejudice
Discrimination
Stereotypes
Minority employee networks
Mentoring relationships
Tokenism
Americas Disabilities Act
Employment Non-Discrimination Act
Multicultural organization
Business case for diversity
Affirmative action
Family-friendly programs
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Woe & Miorities I Today’s Orgaizatios
i. The workplace experiences of women and people of colour are vastly different from
that of white men.
a. Glass ceiling
• A concept popularized in the 1980s.
• Described a barrier so subtle that it is transparent, yet so strong that it
prevents women & minorities from moving up in the management
hierarchy.
• o “Outsider within” status
b. Reward differentials
c. “Career primary” vs. “career and family” women
d. Women of colour hampered by:
i. Restricted access to power
ii. Sub-optimal task assignments
iii. “Outsider within” status
• When women & people of colour find themselves marginalized in
organizational systems.
II. Overview of Diversity in the Canadian Workplace
i. According to Statistics Canada:
Women
o Have increasingly become engaged in most of the major
occupations in the Canadian economy.
o Are not equally represented with men in all occupations.
o Are more likely to be clerks, secretaries, nurses,
occupational therapists, and work in government services
and occupations.
o Are more likely to work part-time and take time off to care
for children.
Immigrants
o represent about 24% of the Canadian workforce
o accounted for about 70% of the growth in the Canadian workforce
for the decade 1991-2001
o Have rates of employment almost identical with workers born in
Canada, especially those who have been in Canada ten years or
more.
o If they are women, are somewhat less likely to be employed than
are women born in Canada.
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Women in management internationally
o In 1999, a higher proportion of U.S. companies had more than one
female corporate officer (56%) than Canadian companies (26.6%)
o Of Canadian companies, 46% had no female corporate officers,
while 21% of U.S. companies had no corporate officers,
o Men in the United States held 93.8% of corporate line jobs; in
Canada, men held 93.6% of corporate line jobs.
III. Stereotyping & Discrimination
A. Definitions
i. prejudice
• Negative attitudes based on culture group identity
ii. discrimination
• Observable behaviour, differential treatment, based on culture
group identity.
• Wide spread in society & often serves to reinforce status
differences for particular cultural groups.
iii. Stereotype
• A widely held but fixed and oversimplified image or idea of a
particular type of person or thing.
iv.
B. Stereotyping is dangerous & is typically:
• Incomplete
• Misleading
C. Men are judged by a male standard of control and strength.
• Female leaders are judged by that standard and also by a separate
stereotypically female standard.
IV. Relation Barriers in Organizational Systems
A. Limited Access to or exclusion from informal communication networks
i. Restricts knowledge of what is going on in an organization
ii. Make forming alliances difficult.
iii. Limits mobility
find more resources at oneclass.com
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Document Summary
Overview of diversity in the canadian workplace: according to statistics canada: Immigrants: represent about 24% of the canadian workforce, accounted for about 70% of the growth in the canadian workforce for the decade 1991-2001, have rates of employment almost identical with workers born in. Canada, especially those who have been in canada ten years or more: if they are women, are somewhat less likely to be employed than are women born in canada. Canada, men held 93. 6% of corporate line jobs. C. men are judged by a male standard of control and strength: female leaders are judged by that standard and also by a separate stereotypically female standard. Relation barriers in organizational systems: limited access to or exclusion from informal communication networks. Restricts knowledge of what is going on in an organization: make forming alliances difficult. Barriers to cross-gender mentoring: lack of access to information networks, socialization practices, norms regarding cross-gender relationships.
