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Texas State - MGT 3303 - MGT Exam 3 - Study Guide

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Texas State - MGT 3303 - MGT Exam 3 - Study Guide

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background image MGT Study guide 3 (ch.9-11)   Diversity management: recruiting, promoting, training, and utilizing individual with different 
backgrounds, beliefs, capabilities, and so forth; understanding and deeply valuing employee 
  Affirmative action: special efforts to recruit and hire qualified of groups that have been 
discriminated against in the past  
Quid pro quo harassment: submission to reject of sexual conduct is used as a basis for 
employment decisions (you do this for me, I’ll do that for you) 
Hostile environment: occurs when unwelcome sexual conduct has the effect of unreasonably 
interfering with job performance or creating an intimidating or hostile working environment  
Sexual harassment: conduct of sexual nature that has negative consequences for employment  6 basic components of an effective sexual harassment policy:  1.  Developing a comprehensive organization-wide policy on sexual harassment and  present it to all current and new employees; stress that sexual harassment will not be 
under any circumstances  
2.  Hold training sessions with supervisors to explain Title VII requirement, their role in  providing an environment free of sexual harassment, proper investigative procedures 
when changes occur 
3.  Establish a formal complaint procedure in which employees can discuss problems  without fear of retaliation. Encourage employees to speak to manager, HR, or anyone 
else they trust 
4.  Act immediately when employees complain of sexual harassment. Communicate widely  that investigations will be conducted objectively and with appreciation for the sensitivity 
of the issues 
5.  When an investigation supports employee charges, discipline the offender at once. For  extremely serious offences, discipline should include penalties up to and including 
discharge. Discipline should be applied consistently across similar cases 
6.  Follow up on all cases to ensure a satisfactory resolution of the problem  Minorities and immigrants: black, Asian, and Hispanic workers hold more than 1 of every 3 jobs; 
foreign-born workers made up more than 17% of the US civilian labor force. About half of these 
workers are Hispanic, and 24% are Asian; one in 66 in the US identifies himself as multiracial, 
and the number could increase to 1 in 5 by 2050; people with disabilities are the largest 
unemployed minority in the US 
By 2024, its estimated that over 1/3 of workers will be aged 55 or older  Entry-level workers for some positions will be in short supply 
background image 70% of workers btwn 45-74 intend to work in retirement   To  prevent  an  exodus  of  talent,  employees  need  strategies  to  help  and  attract  skilled  older 
Competitive advantage: ability to attract and retain motivated employees, better perspective on 
a  differentiated  market,  ability  to  leverage  creativity  and  innovation  in  problem-solving, 
enhancement of organization flexibility  
Monolithic org: low degree of structural integration-employing few women, minorities, or other 
groups that differ from the majority- and thus has a highly homogenous employee population 
Pluralist org: a relatively diverse employee population and makes an effort to involve employees 
from different gender, racial, or cultural backgrounds 
Multicultural org: an organization that values cultural diversity and seeks to utilize and encourage 
How org can cultivate a diverse workforce:   1.  Securing top managements leadership and commitment  
2.  Assessing the organizations progress toward goals 
3.  Attracting employees 
4.  Training employees in diversity 
5.  Retaining diverse employees 
Retain  talented  employees:  accountability,  mentoring,  career  development,  system 
accommodation, support groups 
Expatriates: parent-company nationals who are sent to work at a foreign subsidiary (American 
manager sent to work at German operation 
Host-country  nationals:  individuals  from  the  country  where  an  overseas  subsidiary  is  located 
(German employee works at German operation) 
Third-  country  nationals:  individuals  from  a  country  other  than  the  home  country  or  the  host 
country of an overseas subsidiary (French employee works in German operation) 
Ethnocentrism: tendency to judge of one’s group or culture, which are seen as superior “our way 
is the best way” 
Culture shock: disorientation and stress associated with being in a foreign environment ; can lead 
to failed overseas assignments   
Ways to prevent failed global assignments: structure the assignment clearly; use valid selection 
methods;  prepare  expatriates  and  their  families;  assign  mentors;  encourage  communication; 
measure performance; develop a reentry plan 
Power distance: the extent to which a society accepts the fact that power in org is distributed 

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School: Texas State University
Department: Business Management
Course: MGT of Organization
Term: Fall 2018
Name: MGT Exam 3
Description: chapters 9-11
Uploaded: 11/02/2018
6 Pages 208 Views 166 Unlocks
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