16-1 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.

Chapter 16 Human Relations in a World of Diversity

16-3 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. A Diverse Society McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  The workforce is changing: M ore older employees, women, and immigrants are examples of people entering the workforce in greater numbers than in the previous century.

16-4 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. The Future of Workplace Diversity McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. (projected) 86% 80% 46% 37% Percentage of white males in the workforce

16-5 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Prejudiced Attitudes McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  In talking about diversity in the workplace, you can think of prejudice against other people as part of a specific, often harmful attitude. continued

16-6 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Prejudiced Attitudes continued McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  Like other attitudes, this one is composed of three parts:  Stereotypes—your thoughts or beliefs about specific groups of people  Prejudice—how you feel as a result of those thoughts or beliefs  Discrimination—your behavior, or what you do as a result of your stereotypes and prejudices.

16-7 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Stereotypes McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  A stereotype may be positive, negative, or neutral.  A stereotype is usually oversimplified, exaggerated, and/or overgeneralized.  In addition to certain members of groups, tasks and jobs can be stereotypes.

16-8 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Prejudice McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  Prejudice means “prejudge.”  Prejudices cause bias, or the tendency to judge people before you know then, basing the judgment only on their membership in some group or category of people.

16-9 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Discrimination McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  As prejudice is a feeling, discrimination is an act.  Discriminatory acts that are not caused by prejudice include discriminatory policies such as institutional racism, sexism, or exclusionary policies. continued

16-10 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Discrimination continued McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  A step toward eliminating discrimination in the workplace came with the passing of the Civil Rights Act of  The Civil Rights Act was amended in  Also in 1972, the Equal Employment Opportunity Commission (EEOC) was established to monitor these laws. continued

16-11 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Origins of Prejudice McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. In general, the origins of prejudice can be divided into three broad categories:  Social causes  Cognitive (thinking) causes  Emotional causes

16-12 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Causes of Prejudice McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Cognitive causes of prejudice Cognitive categorization Emotional causes of prejudice Ethnocentrism

16-13 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Types of Discrimination McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Racism Sexism Economic Justice

16-14 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Targets of Discrimination McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  Overweight people  Homosexuals  Elderly people (ageism)  People with disabilities  Religious groups  Pregnant women

16-15 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Sexual Harassment McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  Sexual harassment is defined by the EEOC as “unwelcome sexual advances, requests for sexual favors and other verbal or physical conduct of a sexual nature. continued

16-16 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Sexual Harassment continued McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  When sexual harassment relates to indirect actions like posting pornography or talking about sex in a manner that makes others uncomfortable, this is called creating a hostile environment.  It is considered equally as serious as direct harassment. continued

16-17 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Prejudice, Discrimination, and Self-Esteem McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  A general observation about extremely prejudiced people is that they may suffer from low levels of self-esteem.  In contrast, tolerant people may tend to feel more comfortable with who they are, and have little trouble accepting others. continued

16-18 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Prejudice, Discrimination, and Self-Esteem continued McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  One of the saddest dangers in discrimination is its tendency to become a self-fulfilling prophecy.  This occurs when a victim believes that prejudice against him or her is deserved, and then becomes what the stereotype states.

16-19 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Looking Ahead McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  A key ingredient for people to begin to understand and appreciate members of other groups is contact.  Proximity (physical closeness) and exposure to others generally increases the chance they will like each other. continued

16-20 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Looking Ahead continued McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  Because contact itself is not enough, the second necessary ingredient is equal status.  Equal status occurs when companies hire employees who are frequent targets of discrimination into all levels within the organization. continued

16-21 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Looking Ahead continued McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  The third ingredient is cooperation instead of competition between members in a group.  When members of different groups must not only cooperate but must also depend on each other to reach common goals, it is called interdependence.  Conflict is greatly reduced in these situations.

16-22 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Strategy for Success 16.1: Assess Your Knowledge 1. True/False Test for Employees 2. True/False Test for Managers

16-23 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Strategy for Success 16.2: Reducing Sexual Harassment 1. Write a policy statement. 2. Post the policy statement in a public place. 3. Talk about the policy.

Chapter 16 End of Chapter 16