Additional Case 4.2
MGN, Inc. is a Fortune 500 company that wants to manage its diverse workforce more effectively. HR is facilitating meetings among middle managers to communicate this idea and to gather input from the managers about the best way to accomplish this goal.
Mercedes, a Latina manager, suggests that the company does not need 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 position, 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 or 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 boys' 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.
31) Refer to Additional Case 4.2. The case study shows a number of challenges to implementing a diversity management program. Mercedes' concerns represent which of the following challenges?
A) Glass ceiling hindrances
B) Lack of adequate support groups
C) Segmented communication networks
D) Increasing competition for opportunities
32) Refer to Additional Case 4.2. Which manager would most likely agree with the universal concept of management?
33) Refer to Additional Case 4.2. Ana's concerns most likely reflect the experiences of women and minorities with:
A) corporate cultural relativity.
B) resistance to organizational change.
C) segmented communication networks.
D) resentment between competing minorities.
34) Refer to Additional Case 4.2. Rahkim's statements indicate the firm's general problem with:
A) interpersonal communication conflicts.
B) resentment towards affirmative action.
C) inadequate career growth opportunities.
D) job competition between minority groups.
35) Refer to Additional 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
Additional Case 4.4
Xavier has just become the head of HR at Hot Rods, Inc. He notices that the company is very homogenous, especially in light of the very diverse community in which it is located. He is surprised to find that the number of women and other minorities is quite low in all positions. As one of his first responsibilities, Xavier wants to implement a diversity program at Hot Rods.
36) Refer to Additional Case 4.4. Xavier most likely finds that there is relatively little interaction between men and women and between minorities and non-protected class members at Hot Rods. These are clear examples of:
A) segmented communication networks.
B) the effects of the glass ceiling.
C) resistance to change.
D) competition for opportunities.
37) Refer to Additional Case 4.4. Xavier institutes a diversity program at Hot Rods and, despite his best efforts, people make critical comments about it. Some men are complaining that more women have been hired simply because of their gender and that they lack the necessary skills to perform their jobs. This is most likely a manifestation of:
B) high turnover.
D) cultural determinism.
38) The cultural relativity concept of management encourages flexibility in management practices related to the diversity of the given workforce.
39) Segmented communication channels exist only in high-level business positions because of the increased political nature of such jobs.
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