Chapter 5

Question 1

T/F: [Overall]
* Different theories have provided different views on the influence of
diversity.

Answer 1

True

Question 2

T/F: [Negative view]
* Social comparison theory has provided a theoretical background that
diversity is negative for organizational performance.

Answer 2

True

Question 3

T/F: [Negative view] Social identity theory has provided a theoretical background that
diversity is positive for organizational performance.

Answer 3

No. Both social identity theory and social comparison theory were
used to support negative views on the effect of diversity.

Question 4

Diversity Types for Negative View

Answer 4

Social Comparison and Social Identity

Question 5

“Negative, but strength matters” view

Answer 5

How obvious: Faultline (Chattopadhyay et al.
2004)
“It depends on strength; but still “negative” view

Question 6

[“Type matters” view]

Answer 6

o Social network diversity related to creativity (Mannix &
Neale 2005)
* State/emergent: Collective affect, information distribution
state
“It depends on the type” view

Question 7

[“Perceived (vs. objective) diversity matters” view]

Answer 7

-Employees’ recognition/perception of diversity (McKay et
al. 2007)
* Employee perceived diversity climate (Colquitt et al.
2002)
* Managerial perception of unit diversity related to conflict
and performance (Lount et al. 2015)
* Process differences (De Jong et al. 2012)
Recent studies have found the importance of perceived (vs.
objective) diversity in organizational outcomes.

Question 8

[“Process matters” view]

Answer 8

Performance depends on…
o How the organization/managers perceive/identify
diversity that exist in organization (latent and
explicit)
o Where to focus
o How to facilitate/mute different types of diversity

Question 9

“Interactive…” view

Answer 9

• Interaction of multiple dimensions of diversity
  differentiates consequences

Question 10

Interactive view examples

Answer 10

Gender x Race x Education (Jones & King 2014)
* Trait x State/emergent (Homan 2007)
* Composition (e.g., ratio) x Emergent
(Humphrey & Aime 2014)
* Work x Nonwork (e.g., diversity valuing climate of
the region) (Roberson et al. 2017)
* Diversity x Culture
* Gender issue in Asian countries
* Diversity in collectivistic (vs. individualistic)
countries
“Interactive…” view
- Interaction of multiple dimensions of diversity
differentiates consequences

Question 11

Benefits of Diversity

Answer 11

-Increased creativity/synergy
* Less likelihood of “groupthink” and other bad decisions
* Increased awareness of broad customer base
* More interesting, engaging and developmental work environment
* Decreased likelihood of legal problems
* Better preparation for increased global business focus
* Increased ability to recruit additional diverse individuals

Question 12

Disadvantages of Diversity

Answer 12

• Easy to find segregation of group within organizations
• E.g., diversity faultlines

Question 13

True or false
[“Negative, but strength matters” view]
* The organizational consequences of diversity at work may depend on
the degree of diversity.

Answer 13

True, “Faultline” concept. How obvious the difference is.

Question 14

[“Type matters” view]
* The organizational consequences of diversity at work may depend on
the types of diversity.

Answer 14

True, Demographic (e.g., race, language) diversity
vs. cognitive, informational diversity

Question 15

T/F: Diversity in the information source of members can help problem-
solving.

Answer 15

True

Question 16

True or false
[“Perceived (vs. objective) diversity matters” view]
* An organization’s performance may be affected by how the managers
perceive and identify diversity that exists in the organization.

Answer 16

True

Question 17

T/F: [“Perceived (vs. objective) diversity matters” view
diversity is more closely related to organizational outcomes
than perceived diversity is.

Answer 17

False. Recent research highlights the role of perceived (vs. objective)
diversity

Question 18

True or false
[“Process matters” view]
* Given a set of workforces, different managers can focus on different
dimensions of diversity.

Answer 18

True

Question 19

True or false
[“Process matters” view]
Different managers may have different approaches about how to
deal with a given diversity.

Question 20

True or false
[“Process matters” view]
*Categorization Elaboration Model suggests that the process of
identifying and managing diversity can affect work behaviors of
employees.

Answer 20

True

Question 21

How to manage colorblindness

Answer 21

-Ignoring the differences
- Unrealistic

Question 22

How to manage Meritocracy

Answer 22

• Treating different groups equitably (e.g., performance-based
  rewards)
• Disadvantageous to minority groups because the society is
  structure in a way that majority groups can perform well

Question 23

How to manage Assimilation

Answer 23

• Having nondominant groups behave like the dominant group
• Assumes/implies inferiority of minority group

Question 24

T/F: Ignoring the differences can be unrealistic in some organizations.

Answer 24

TrueLimitation of colorblindness strategy

Question 25

T/F: Treating different groups equitably (e.g., performance-based rewards) is the best way of managing diversity that the diversity literature suggests

Answer 25

False, There is no such thing that is universally the best in all situations

Question 26

T/F: Meritocracy can be disadvantageous to minority groups.

Answer 26

True, because the society, rules, etc. are often shaped in ways that are advantageous to the majority groups.

Question 27

T/F: Having non-dominant groups behave like the dominant group may imply the inferiority of the minority group.

Answer 27

True, Limitation of assimilation strategy

Question 28

Nondiscrimination practices

Answer 28

Aim to decrease bias and discrimination against targets

Question 29

Resource practices

Answer 29

Aim to provide support and opportunities for targets

Question 30

Accountability practices

Answer 30

Aim to increase organizational responsibility for monitoring diversity goals

Question 31

T/F: The effectiveness of diversity management practices may depend on successful implementation

Answer 31

True

Question 32

T/F: Forced diversity training may cause people to respond with resistance

Answer 32

True, Potential adverse effect

Question 33

T/F: Formal grievance procedures are always effective at generating managers’ positive reactions

Answer 33

False, negative effects are found

Question 34

T/F: Diversity practices may become a “window dressing” if organizations focus too much on diversity goals

Answer 34

True, Organizations may just pretend to espouse diversity

Question 35

Perception

Answer 35

The cognitive process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment

Question 36

The 4 steps for how stereotypes and formed and maintained

Answer 36

1. Categorization: We categorize people into groups according to criteria (Group membership: gender, age, race, job) 2. Inferences: We infer that all people within that category possess the same traits or characteristics (all women are nurturing) 3. Expectations: We form expectations of others and interpret their behavior according to our stereotypes 4. Maintenance: We maintain stereotypes by overestimating the frequency of stereotypic behaviors exhibited by others, incorrectly explaining expected and unexpected behaviors, differentiating minority individuals from ourselves. Stereotype

Question 37

T/F: Stereotypes most likely influence our perception of others when there is sufficient information about the people being perceived.

Answer 37

False, stereotypes are more likely activated when there is lack of information about the target

Question 38

T/F: Stereotypes can be positive.

Answer 38

True, Fast decision. Can be accurate.

Question 39

T/F: Stereotypes can lead to poor decisions.

Answer 39

True, can be inaccurate

Question 40

T/F: Sometimes, stereotypes can help make decisions.

Answer 40

True, for example, when lacking relevant information, it can be helpful for making decisions anyway. Moreover, there are reasons for stereotype formation, and thus, some stereotypes are consistent with reality

Question 41

A store manager at We R Us is evaluating a series of accidents that have happened at the store. In this evaluation Bryan tends to see the cause of the accident as a worker issue rather than a situational issue. Bryan is engaging in which of these? A. Self-serving bias B. Stereotyping C. Fundamental attribution error

Answer 41

Fundamental attribution error

Question 42

Tom was terminated from his job and believed the reason was mainly attributable to the sales decrease caused by the pandemic rather than his level of effort at work. What best explains this phenomenon based on the course materials? A. High neuroticism B. An internal locus of control C. Self-serving bias D. Low self-esteem

Answer 42

Self serving bias