Kooperativer Bibliotheksverbund

UID:

Format: XXI, 365 S. , graph. Darst.

Edition: 1. publ.

ISBN: 9780521860307 , 9780521677639

Series Statement: Cambridge companions to management

Note: Incl. bibliogr. references and index

Language: English

Subjects: Economics , Psychology , Sociology

Keywords: Diversity Management ; Diversity Management ; Diskriminierung ; Chancengleichheit ; Aufsatzsammlung

URL: Inhaltsverzeichnis

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Format: 1 online resource (389 pages)

Edition: 1st ed.

ISBN: 9780521860307 , 9780511400933

Series Statement: Cambridge Companions to Management Series

Content: Organizational scholars have long been aware that diversity leads to dysfunctional individual, group, and organizational outcomes. What is not well understood is precisely when and why such negative outcomes occur. In Diversity at Work, leading scholars in psychology, sociology, and management present innovative theoretical ways of thinking about organizational diversity

Note: Cover -- Half-title -- Series-title -- Title -- Copyright -- Dedication -- Contents -- List of figures -- List of tables -- Contributors -- Foreword -- Preface -- 1 Introduction: Where the sweet spot is: Studying diversity in organizations -- References -- PART 1 Conceptual foundations -- 2 Stereotypes and prejudice create workplace discrimination -- Roadmap -- Background on intergroup perception -- How do stereotypes form? -- Where does intergroup prejudice originate? -- Stereotypes are convenient, at times . . . -- Person perception models -- Stereotype utility -- Problems with stereotyping and prejudice -- Accuracy -- Processing biases -- Racial stereotypes, prejudice, and discrimination -- Gender stereotypes, prejudice, and discrimination -- The target's perspective -- Understanding attitudes toward diversity -- Managing diversity -- The argument for color-blindness -- The color-blind perspective lacks wide support -- People are often unaware that they immediately process others categorically -- What do we do now? -- Summary -- References -- 3 Promoting racial diversity at work: Challenges and solutions -- From social stratification to workplace discrimination: Six decades of sociological inquiry -- ''Subtle bias'' in organizational context: How discretionary and subjective practices allow stereotypes and bias to affect personnel decisions -- Sources of workplace racial disparities -- Stereotypes, bias, and discretion -- Racial bias in performance assessment -- Subtle bias in hiring: Referrals and other informal recruitment methods -- Minimizing workplace bias -- Directions for the future: Bringing the firms back in -- References -- PART 2 Emerging theoretical approaches -- 4 Identity negotiation processes amidst diversity -- Identity negotiation -- Diversity and identity negotiation -- The multilayered influence of diversity , 6 Shifting frames in team-diversity research: From difference to relationships -- Shifting frames in team-diversity research: From difference to relationships -- Culturally diverse teams: A difference frame -- Shifting the paradigm: A relationship frame on culturally diverse teams -- Public image and social identity threats -- Devaluation threats -- Legitimacy threats -- Common strategies for responding to identity threats: Pursuing inward-focused goals -- Distancing and dispelling -- Living up to idealized images -- Feigning indifference -- Costs of pursuing inward-focused goals -- Alternative strategies: Pursuing outward-focused goals -- Benefits of pursuing outward-focused goals -- Implications for research on culturally diverse teams -- References -- 7 Putting your own down: How members of disadvantaged groups unwittingly perpetuate or exacerbate their disadvantage -- Group-based disadvantage in organizations -- Focus on targets of disadvantage -- Disadvantaged groups see their inferior position as a defining group feature -- Social creativity as an identity management strategy -- The importance of distinctiveness -- Members of disadvantaged groups fail to perceive themselves as targets of discrimination -- Failing to perceive discrimination -- Factors that hinder or facilitate perceptions of discrimination -- Cognitive factors -- Information availability and processing -- Identity salience -- Prototypes of discriminatory events -- Motivational factors -- Self-protection -- Loss of control -- Social norms -- Failure to report discrimination -- Conclusions -- Individual group members behave in ways that confirm the group's stereotype -- Behavioral confirmation -- Stereotype disconfirmation -- Disconnecting the self from the group does not break the cycle -- Conclusion , Attempts to escape group-based disadvantage backfire at the self or the rest of the group -- Individual success legitimizes group-based disadvantage -- Successful individuals are not seen as representative group members -- Successful individuals are unlikely to help others to achieve -- Practical implications and future directions -- References -- PART 3: Moving ahead: Agendas for practice and research -- 8 Diversity initiative effectiveness: What organizations can (and cannot) expect from diversity recruitment, diversity training, and formal mentoring programs -- What organizations want from diversity initiatives -- Diversity recruitment -- Depicting organizational diversity in recruiting materials -- Affirmative action, EEO or diversity management program advertising -- Female and racial minority recruiters -- What organizations can (and cannot) expect from diversity recruiting initiatives -- Diversity training -- Training to disseminate information -- Training to create behavioral change -- Skill training -- Awareness training -- What organizations can (and cannot) expect from diversity training -- Formal mentoring programs -- Formal vs. informal mentoring -- Mentoring to enhance advancement -- Mentoring to enhance retention -- What organizations can (and cannot) expect from formal mentoring programs -- Pulling it together: What diversity initiatives can do -- The supervisor as diversity manager -- Organizational influences on diversity initiative choices -- Sustaining diversity change through prejudice reduction -- The emerging research agenda -- Full circle: Back to the business case -- References -- 9 1964 was not that long ago: A story of gateways and pathways -- A research agenda for the coming decade -- Behavioral consequences of implicit bias -- Context matters -- Social structure -- Black population share -- Customer base , Status differences and identity negotiation among diverse people -- Quadrant 1: High-status target with positive self-views -- Quadrant 2: Low-status target with positive self-views -- Quadrant 3: High-status target with negative self-views -- Quadrant 4: Low-status target with negative self-views -- Summary of the effects of status differences -- Moderators of the effects of status on identity negotiation processes -- Questions for future research -- Key challenges -- Conclusion -- References -- 5 Diversity, conflict, and their consequences -- Introduction -- An historical perspective on diversity -- Minority influence and relational demography research -- Social dominance theory -- Top management team research -- Macro-demographic research - organizational-level effects -- Recent developments in diversity research -- Cross-categorization theory and social identity theory -- Demographic faultlines -- An historical perspective on conflict -- Task conflict and group outcomes -- Relationship conflict and group outcomes -- Process conflict and group outcomes -- Recent developments in conflict research -- An historical perspective on the relationship between diversity and conflict -- Social category heterogeneity and conflict -- Functional heterogeneity and conflict -- Faultlines and conflict -- New directions in research on diversity and conflict -- New direction I: Perceived versus actual diversity and faultlines -- New direction II: The role of subgroup status -- New direction III: Intra-subgroup and inter-subgroup processes -- New direction IV: The influence of diversity beliefs -- New direction V: Group composition and team learning -- Implications for minorities and disadvantaged groups -- Key challenges -- Theoretical challenges -- Methodological challenges -- Conclusion -- Appendix -- References , The legal environment of an organization -- Individual psychological context of the organization's employees -- Solutions and strategies -- Conclusion -- References -- Index

Additional Edition: Print version Brief, Arthur P. Diversity at Work Cambridge : Cambridge University Press,c2008 ISBN 9780521860307

Language: English

Keywords: Electronic books

URL: FULL  ((OIS Credentials Required))

UID:

Format: Online-Ressource (1 online resource (388 p.)) , digital, PDF file(s).

Edition: Online-Ausg.

ISBN: 9780511753725

Series Statement: Cambridge Companions to Management

Content: What effects do racism, sexism and other forms of discrimination have on the functioning of organizations? Is there a way of managing organizations such that we can benefit both the members of traditionally disadvantaged groups and the organizations in which they work? Discrimination on the basis of race or gender, whether implicit or explicit, is still commonplace in many organizations. Organizational scholars have long been aware that diversity leads to dysfunctional individual, group, and organizational outcomes. What is not well understood is precisely when and why such negative outcomes occur. In Diversity at Work, leading scholars in psychology, sociology, and management address these issues by presenting innovative theoretical ways of thinking about diversity in organizations. With each contribution challenging existing approaches to the study of organizational diversity, the book sets a demanding agenda for those seeking to create equality in the workplace

Note: Title from publisher's bibliographic system (viewed on 01 Feb 2016)

Additional Edition: ISBN 9780521860307

Additional Edition: ISBN 9780521677639

Additional Edition: Druckausg. Diversity at work Cambridge [u.a.] : Cambridge Univ. Press, 2008 ISBN 9780521677639

Additional Edition: ISBN 9780521860307

Additional Edition: Online-Ausg. Diversity at work New York [u.a.] : Cambridge University Press, 2008 ISBN 9780521860307

Additional Edition: ISBN 9780521677639

Additional Edition: ISBN 9780511400933

Additional Edition: ISBN 052186030X

Additional Edition: Print version ISBN 9780521860307

Language: English

Subjects: Psychology

Keywords: Arbeitsplatz ; Diskriminierung ; Aufsatzsammlung

DOI: 10.1017/CBO9780511753725

URL: Volltext

URL: Inhaltstext

URL: Inhaltsverzeichnis