JMU: COB300 MGMT Quiz 10
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86 Terms
Diversity
variety of demographic, cultural, and personal differences among an organization’s employees and customers.
Affirmative action
purposeful steps taken by an organization to create employment opportunities for minorities and women (not the same as workplace diversity)
Surface-level diversity
visible differences, easy to measure. (ex. age, sex, race/ethnicity, physical capabilities)
Deep-level diversity
non visible differences, communicated through verbal and nonverbal behaviors and learned only through interaction (ex. personality, attitudes, beliefs, values)
Social integration
degree to which members are attracted to working with each other to accomplish a common objective
Age discrimination
treating people differently (hiring, firing, promoting) because of their age
Sex discrimination
people treated differently because of their sex
Glass ceiling
invisible barrier that prevents women and minorities from advancing to the top jobs in organizations
Sexual orientation
indicates an individual’s attraction to people of the same and/or different sex
Sexual orientation discrimination
people are treated differently because of their sexual orientation
transgender person
someone whose personal and gender identity differ from person’s birth sex
Gender identity discrimination
people treated differently because of their gender identity.
Racial and ethnic discrimination
treated differently because of their race or ethnicity
Disability
mental or physical impairment that limits one or more major life activities.
Disability discrimination
people treated differently because of their disability.
Disposition
tendency to respond to situations and events in a predetermined manner
Personality
relatively stable set of behaviors, attitudes, and emotions displayed over time that makes people different from each other
Extraversion
degree to which someone is active, assertive, gregarious, sociable, talkative, and energized by others.
Emotional stability
degree to which someone is not angry, depressed, anxious, emotional, insecure, or excitable. (they respond well to stress, can maintain a calm attitude)
Agreeableness
degree to which someone is cooperative, polite, flexible, forgiving, good-natured, tolerant, and trusting.
Conscientiousness
degree to which someone is organized, hardworking, responsible, persevering, thorough, and achievement oriented
Openness to experience
degree to which someone is curious, broadminded, and open to new ideas, things, and experiences, is spontaneous; and has a high tolerance for ambiguity.
Organizational plurality
work environment where all members are empowered to contribute, and each member is respected by not segmenting people on the basis of their membership in a particular group
Skills-based diversity training
teaches employees the practical skills they need for managing a diverse workforce, such as flexibility, adaptability, negotiation, problem solving, and conflict resolution.
Awareness training
designed to raise employee’s awareness of diversity issues and to challenge underlying assumptions or stereotypes we may have about others.
Diversity audits
formal assessment that measure employee and mgmt attitudes, investigate how people are advantaged/disadvantaged with respect to hiring/promotions, and review company policies and procedures.
Diversity pairing
mentoring program which people from different ages/backgrounds/sexes/races are paired together to get to know each other and change stereotypical beliefs and attitudes.
What are some common underlying causes of a manager’s lack of trust in an employee?
Poor communication, unclear expectations, or damaged relationships rather than purely employee performance.
What is the first step a leader should take when they realize they don’t trust an employee?
Diagnose whether the problem is truly about trust or about performance issues.
How can open communication help rebuild trust between a leader and an employee?
It clarifies misunderstandings, sets expectations, and opens the door for feedback and accountability.
When should a leader consider parting ways with an employee?
When repeated efforts to rebuild trust or clarify performance fail despite consistent support.
Why does the article suggest approaching trust issues with empathy and professionalism?
Because doing so maintains respect, protects morale, and demonstrates strong leadership values.
What potential benefits does workplace diversity bring to creativity and innovation?
It introduces multiple perspectives that can spark novel ideas and creative problem-solving.
Why do diverse teams sometimes struggle to achieve the expected creativity benefits?
Interpersonal friction, communication barriers, and lack of cohesion can hinder collaboration.
What factors can help ensure that diverse teams collaborate effectively?
Strong inclusion practices, psychological safety, and effective leadership.
How does interpersonal conflict affect creativity in diverse teams?
It can suppress idea-sharing and reduce the willingness to take creative risks.
What organizational practices can maximize the positive impact of diversity on innovation?
Training on inclusion, structured collaboration methods, and leadership modeling inclusive behavior.
What is the main difference between a CEO’s words and actions when promoting diversity?
Words show intent, but actions demonstrate true commitment and accountability.
Why does the author argue that visible leadership behaviors matter more than public statements?
Because employees and stakeholders judge authenticity based on what leaders actually do.
What are some tangible ways CEOs can demonstrate true commitment to diversity?
Hiring diverse leaders, linking compensation to DEI goals, and modeling inclusive behavior.
How can accountability systems reinforce a company’s diversity goals?
By tracking metrics, publishing progress, and holding leaders responsible for results.
What risks arise when a company’s diversity efforts are symbolic rather than authentic?
Employee cynicism, reputational damage, and stalled progress toward real inclusion.
What evidence did Rocío Lorenzo present to support the idea that diversity boosts innovation?
Her study of 171 companies found that firms with more diverse leadership generated more innovation revenue.
How does leadership diversity specifically affect a company’s innovation outcomes?
It brings varied perspectives to strategic decisions, driving new ideas and market growth.
Why does Lorenzo argue that diversity is both a moral and competitive advantage?
Because it improves fairness while also strengthening performance and creativity.
What practical steps can organizations take to make their teams more diverse and innovative?
Recruit inclusively, support diverse career advancement, and encourage cross-cultural collaboration.
How did Lorenzo’s research challenge common assumptions about diversity in business?
It proved diversity is not just symbolic—it has measurable links to innovation success.
What are the three brain-based tendencies that can undermine effective leadership?
In-group/out-group bias, stress-driven reactivity, and over-promising due to social pressure.
How does the “in-group/out-group” bias impact leaders’ relationships with their teams?
It limits empathy and can cause favoritism or exclusion within teams.
In what ways does stress affect decision-making in leadership roles?
Stress narrows focus, increases impulsivity, and reduces thoughtful problem-solving.
What strategies can help leaders overcome these neurological biases?
Mindfulness, self-reflection, feedback, and deliberate empathy practices.
How does self-awareness play a role in improving leadership effectiveness?
It helps leaders recognize and manage their biases, reactions, and blind spots.
What two key approaches does the article highlight as essential for increasing employee engagement?
Empathy and experimentation.
How has the post-pandemic workplace changed leaders’ approaches to engagement?
It demands more flexibility, human connection, and experimentation with hybrid models.
What are “micro-rituals,” and how do they help build workplace connection?
Small, consistent team activities that strengthen trust, belonging, and communication.
Why might traditional engagement strategies no longer be as effective?
They fail to address evolving employee expectations for authenticity and work-life balance.
How can leaders balance empathy with experimentation in managing their teams?
By listening to employees’ needs while testing new engagement methods and measuring results.
What changes have companies like Harley-Davidson and John Deere made regarding DEI initiatives?
They have reduced or scaled back formal diversity, equity, and inclusion programs.
What external pressures are influencing these companies’ diversity decisions?
Political backlash, shareholder scrutiny, and shifting public attitudes toward DEI.
How do these actions reflect broader trends in corporate approaches to social responsibility?
Some companies are becoming more cautious or quiet about social initiatives.
What might be the long-term impact of scaling back DEI programs on company culture?
Potential declines in employee morale, innovation, and reputation for inclusivity.
How could public perception of these companies shift as a result of their DEI adjustments?
They could face criticism for retreating from inclusion or praise from groups opposing DEI.
What is negative reinforcement?
Encouraging behavior by removing a reward