Management_5689_6Dec_3rd

Question # 00004716 Posted By: smartwriter Updated on: 12/05/2013 02:56 PM Due on: 12/31/2013
Subject Business Topic General Business Tutorials:
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61. Diversity management can be improved by:
a) getting middle management to value diversity.
b) implementing work teams.
c) raising sensitivity of managers to the global nature of the marketplace.
d) companies actively accommodating family needs.
e) conducting human resource audits.
62. The best diversity management strategy for helping women to keep their jobs after starting a
family is:
a) senior mentoring.
b) communication standards.
c) accommodating family needs.
d) diversity training.
e) support groups.
63. When viewing HRM from a global perspective, U.S. efforts to create a family-friendly workplace:
a) compare favorably to European nations.
b) are very weak in comparison to Germany, Sweden, and Denmark.
c) are actually quite advanced compared to any European country.
d) tend to focus on daycare, while European countries tend to focus on leaves and flexible work
hours.
e) tend to focus on telecommuting, while European countries tend to focus on creative leave
programs.
64. Flextime and telecommuting are examples of companies’ efforts to:
a) accommodate family needs.
b) value diversity.
c) recognize the global nature of HRM.
d) manage responsibility and accountability.
e) prevent “white male bashing.”
65. Which of the following is an option to accommodate family needs?
a) Extended leave
b) Diversity training
c) Apprenticeships
d) A mentoring program
e) A diversity audit
66. Jamie has been a manager at a large firm for nearly 10 years. After a recent hiring period, he
identifies a new employee named Carlos who shows potential for administration and advancement in
the company. During the next three years, he coaches and encourages Carlos at his job, answers
questions, and helps Carlos develop a career strategy. This is an example of:
a) stereotyping.
b) development of communication standards.
c) an apprenticeship.
d) mentoring.
e) none of the above
67. A strategy to improve diversity management in a company which can be implemented even
before a given individual becomes an employee is:
a) communication standards.
b) senior mentoring.
c) diversity training.
d) apprenticeships.
e) recruiting quotas.
68. The culture of diversity for an organization can often be seen in which of the following?
a) Organization charts
b) Communication standards
c) Dress codes
d) Office furniture
e) Computer use policies

69. Sources of bias in an organization can often be uncovered through which of the following?
a) A diversity audit
b) Training
c) Policy making
d) A job analysis
e) The reward system
70. When presenting non-majority groups in chapter 4, your text does so in alphabetical
order. This is probably a ______ used to present each group fairly without appearing to present them in
a preferential order.
a) communication standard
b) diversity presentation
c) preferential standard
d) discriminatory order
e) social order
71. A diversity audit can help managers:
a) determine possible sources of bias in a company.
b) review the effectiveness of a company’s diversity management program.
c) increase minority retention.
d) determine whether there will be an increase in competition for opportunities.
e) a and b
72. One way to guarantee managers’ buy-in and reinforcement of diversity efforts is to:
a) put them through diversity training.
b) hold them accountable for the programs’ success.
c) create support groups with managers leading them.
d) conduct a diversity audit.
e) avoid white male bashing.
73. While diversity programs offer companies a number of benefits, some potential pitfalls also
arise, such as:
a) promoting of competition for opportunities.
b) generating reverse discrimination suits.
c) promoting stereotypes.
d) creating communication barriers.
e) segmenting communication networks.
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74. Some assume that one can infer an individual’s motivations, interests, values, behavioral traits,
etc., based on the individual’s group membership. This practice is called:
a) cultural determinism.
b) recognizing one’s cognitive structure.
c) seeing one’s cognitive perception.
d) discrimination.
e) cultural awareness.
75. Diversity training and cultural awareness programs, in general, tend to:
a) cause “white male bashing.”
b) improve employee and management relations in all sections of society.
c) overdramatize diversity and unintentionally help people form incorrect assumptions about
members of other groups.
d) encourage diversity programs and employee interaction, but produce very few long-term results.
e) none of the above
CASE QUESTIONS
Case 4.1
As the Director of HR, you are leading a management discussion to plan and implement a management
of diversity program.. You are concerned that management, while tolerant, tends to stereotype
minorities and this will eventually lead to trouble. Your company’s top three markets are in Los Angeles,
Chicago, and Miami. All three are heavily Latino in make-up. The senior management team is all male.
The youngest member is 58 years of age.
Martinez, the VP of Operations, feels that people should blend together and that focusing on differences
merely creates divisions. He thinks that you should have a common training program to create a unified
“American” company culture. Patrick, VP of Finance, doesn’t see the need for a program. He respects
that people are different but he feels that once you get to know a Hispanic, African-American, or Asian-American, you know how to work with any Hispanic, African-American, or Asian-American. Besides,
Patrick doesn’t believe the company should get into affirmative action programs. They tried it ten years
ago and it created all kinds of problems.
Simon, the CEO, thinks a diversity management program is important. He believes the company is
missing some important talent without such a program. Simon feels that the company can create a
competitive advantage by being in the lead on this issue and also believes the changing workforce is
going to force such adjustments at some time in the future.
76. Refer to Case 4.1. Martinez’s approach to diversity management:
a) is based on a perspective that people can control the factors that make them diverse.
b) assumes that the company does not need to worry about diversity because
demographic trends are moving away from it.
c) expresses the belief that the key to understanding diversity is understanding each
individual’s group membership.
d) is based on his experience with affirmative action programs.
e) reflects the competition for opportunities among minority groups.
77. Refer to Case 4.1. John, on the other hand, seems to be directed by:
a) his belief that people can control the factors that make them diverse.
b) the fact that demographic trends are forcing the company to recognize diversity.
c) the legal responsibilities the company has to develop opportunities for minorities.
d) his own cognitive structure.
e) the competition for opportunities among minority groups.
78. Refer to Case 4.1.The HR director’s perspective is:
a) a concern for the legal issues involved.
b) an understanding of the difference between diversity and the sources of diversity.
c) that diversity management is not an issue for this company.
d) a belief that people cannot control factors that lead to diversity.
e) the influence of Martinez’s cognitive structure.
79. Refer to Case 4.1. What other management concern is Simon apparently considering when he
says that the company needs to create a diversity management program?
a) That it is legally mandated
b) Their past negative experience with affirmative action
c) The concept of the melting pot in American culture
d) That the company make-up should reflect their markets to gain a competitive advantage
e) The apparent racism of his two top managers
80. Refer to Case 4.1. The best place for this increase-in-diversity awareness and training to begin is
with:
a) top management learning to value diversity.
b) support groups.
c) accommodation of family needs.
d) senior mentoring programs.
e) communication standards.
Case 4.2
MGN, Inc. is a Fortune 500 company that has just come to realize its need for managing diversity. HR is
facilitating meetings among middle managers to both communicate this idea and to get input from the
managers about how best to carry out this goal.
Mercedes, a Latina manager, suggests that the company ought not to do more than what is already
being done. She cites the company’s previous affirmative action plan. “Also,” she argues, “we’ve given
African-Americans and Asian-Americans more than enough opportunity. I tried to promote a Latino
to supervisor and you guys (HR dept.) told me I really needed to give Kym, an African-American, the
opportunity.”
Paul, a white supervisor, feels that management is management. Managing diversity is just a gimmick,
a passing fad. “I've been a supervisor for 20 years and I’ve found that if I treat people fairly and listen to
them, things work out just fine.”
Ana, a relatively new middle-manager, is a bit more positive about the idea but has significant
reservations. She feels, however, that the company really needs to give women and minorities access
to the “old boy network.” If all the company does is conduct training and devise slogans, nothing will
happen.
Finally, Rahkim, an African-American supervisor, says he doesn’t care what they do. He’s giving
notice because he’s joining some other African-Americans in starting their own company. He’s been
a supervisor for five years and has been passed over for promotion twice. He feels that he has
experienced discrimination because he’s African-American.
81. Refer to Case 4.2. The above shows a number of challenges to implementing a managing
diversity program. Mercedes’ concerns represent which of the following challenges?
a) Valuing diversity
b) Individual vs. group fairness
c) Segmented communication networks
d) Focusing on performance
e) Competition for opportunities
:
82. Refer to Case 4.2. The manager(s) in this discussion who would most likely agree with the
universal concept of management is(are):
a) Mercedes.
b) Paul.
c) Ana.
d) Rahkim.
e) Mercedes and Ana.
83. Refer to Case 4.2. Ana’s concerns reflect the reality of the experiences of women and
minorities with:
a) individual versus group fairness.
b) the resistance to change.
c) segmented communication networks.
d) resentment.
e) retention.
84. Refer to Case 4.2. Rahkim’s lack of concern with this issue and his announcement symbolize the
organization’s general problem with:
a) valuing diversity.
b) interpersonal conflict.
c) resentment.
d) retention.
e) competition for opportunities.
85. Refer to Case 4.2. As you review the comments and thoughts of these various managers, what
challenge to managing diversity seems to be expressed by all?
a) Valuing diversity
b) Individual vs. group fairness
c) Resistance to change
d) Segmented communication networks
e) Competition for opportunities
Case 4.3
Your retail company has 80% of its stores located in downtown metropolitan areas. Your biggest stores
are in communities where minorities represent 60% of your customers. Your middle-management
team has been changing over time so that 50% of your managers are women and about 30% are ethnic
minorities. A significant number of your hourly employees, about 35%, have served over 20 years
in their respective stores and many are over 40 years of age. Top management feels that African-Americans are underrepresented in the hourly workforce and in middle management. They want HR to
initiate an aggressive recruitment process to address the situation.
Hispanics are the biggest minority group, besides women, in your workforce. In a discussion about
where the company should target its diversity program, the CEO explains she wants to implement a
training program for managers to raise their sensitivity to minorities, especially Hispanics. She also notes
that there are no disabled persons in the workforce and very few Asian-Americans. Carlos, the VP of
facilities, notes that he has accommodated all the Asian-American employees he can in his MIS and
facility support services. He also argues that he only has about $10,000 in his budget for reorganizing
display space, etc., in the stores to accommodate disabled employees and that this amount probably
isn’t sufficient to adequately accommodate a disabled employee.

86. Refer to Case 4.3. Given the major problems African-Americans face in the work place, what
complementary program should HR initiate at the same time as their recruiting effort?
a) Diversity training
b) Senior mentoring
c) Flextime or job sharing
d) Interpersonal skills and management training
e) Education and technical education training
87. Refer to Case 4.3. Carlos’ comments about accommodating disabled employees:
a) show that he doesn't value diversity.
b) reveal the common misconception of accommodation costs.
c) show that he is inherently prejudiced against the disabled.
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