Instant Download PDF Contemporary Management 6th Edition Jones Solutions Manual Full Chapter

Contemporary Management 6th Edition
Jones Solutions Manual

Go to download the full and correct content document:
https://testbankfan.com/product/contemporary-management-6th-edition-jones-solutio
ns-manual/
More products digital (pdf, epub, mobi) instant
download maybe you interests ...
Essentials of Contemporary Management 6th Edition Jones

Solutions Manual
https://testbankfan.com/product/essentials-of-contemporary-
management-6th-edition-jones-solutions-manual/
Contemporary Management 6th Edition Jones Test Bank
https://testbankfan.com/product/contemporary-management-6th-
edition-jones-test-bank/
Contemporary Management 8th Edition Jones Solutions

Manual
edition-jones-solutions-manual/

Manual
Manual

Test Bank
management-6th-edition-jones-test-bank/

Solutions Manual

Solutions Manual
Essentials of Contemporary Management Canadian 5th

Edition Jones Solutions Manual
management-canadian-5th-edition-jones-solutions-manual/
Chapter 05 - Managing Diverse Employees in a Multi-cultural Environment
Chapter 5
Managing Diverse Employees in a Multi-
cultural Environment
CHAPTER CONTENTS
Learning Objectives 130
Key Definitions/Terms 130
Chapter Overview 131
Lecture Outline 132
Lecture Enhancers 141
Management in Action 144
Building Management Skills 147
Managing Ethically 148
Small Group Breakout Exercise 149
Exploring the World Wide Web 150
Be the Manager 150
BusinessWeek Cases in the News 152
Supplemental Features 152
Video Case 152
Management in the Movies 154
Manager’s Hot Seat 154
Self-Assessment(s) 154
Test Your Knowledge 155
Instructor Powerpoint Slides 155
5-1
LEARNING OBJECTIVES
LO1. Discuss the increasing diversity of the workforce and of the

organizational environment.
LO2. Explain the central role that managers play in the effective
management of diversity
LO3. Explain why the effective management of diversity is both an ethical

and a business imperative.
LO4. Discuss how perception and the use of schemas can result in unfair
treatment
LO5. List the steps managers can take to effectively manage diversity
LO6. Identify the two major forms of sexual harassment and how they can
be eliminated.
KEY DEFINITIONS/TERMS
bias: The systematic tendency to use gender schemas: Preconceived beliefs or ideas
information about others in ways that result in about the nature of men and women, their traits,
inaccurate perceptions. attitudes, behaviors, and preferences.
distributive justice: A moral principle calling glass ceiling: A metaphor alluding to the
for the distribution of pay raises, promotions, invisible barriers that prevent minorities and
and other organizational resources to be based women from being promoted to top corporate
on meaningful contributions that individuals positions.
have made and not on personal characteristics
over which they have no control. hostile work environment sexual
harassment: Telling lewd jokes, displaying
diversity: Differences among people in age, pornography, making sexually oriented remarks
gender, race, ethnicity, religion, sexual about someone’s personal appearance, and other
orientation, socioeconomic background, and sex-related actions that make the work
capabilities/disabilities. environment unpleasant.
5-2
mentoring: A process by which an experienced procedural justice: A moral principle calling

member of an organization (the mentor) for the use of fair procedures to determine how
provides advice and guidance to a less to distribute outcomes to organizational
experienced member (the protégé) and helps the members.
less experienced member learn how to advance
in the organization and in his or her career. quid pro quo sexual harassment: Asking for
or forcing an employee to perform sexual favors
in exchange for receiving some reward or
overt discrimination: Knowingly and willingly avoiding negative consequences.
denying diverse individuals access to
opportunities and outcomes in an organization. schema: An abstract knowledge structure that is
stored in memory and makes possible the
perception: The process through which people interpretation and organization of information
select, organize, and interpret what they see, about a person, event, or situation.
hear, touch, smell, and taste to give meaning and
order to the world around them. stereotype: Simplistic and often inaccurate
beliefs about the typical characteristics of
particular groups of people
CHAPTER OVERVIEW
The effective management of diversity means much more than hiring employees from
diverse backgrounds. It also includes learning to appreciate and respond appropriately to the
needs, attitudes, beliefs, and values that diverse people bring to an organization. Correcting
misconceptions about why and how various employee groups differ and finding the most
effective way to utilize the skills and talents of diverse employees are also part of the manager’s
responsibility.
This chapter explores the increasing diversity in today’s environment and the how it can
be proactively managed within the organization. It also explores why sometimes well-
intentioned managers inadvertently treat one group of employees differently from another and
the actions managers can take to ensure that diversity within the organization is respected
5-3
LECTURE OUTLINE
NOTE ABOUT INSTRUCTOR POWERPOINT Chapter Five

SLIDES
The Instructor PowerPoint Slides include most Student Managing Diverse

PowerPoint slides, along with additional material that Employees in a Multicultural
Environment
can be used to expand the lecture. Images of the
Instructor PowerPoint slides can be found at the end of
this chapter on page 156
McGraw-Hill/Irwin ©2009 The McGraw-Hill Companies, All Rights Reserved
BASIC POWERPOINT SLIDE 1

(INSTRUCTOR’S POWERPOINT SLIDE 1)
Chapter Title
A Manager’s Challenge (pp. 149 of text)

Reaping the Benefits of Diversity
Sodexho is committed to the effective and efficient management of diversity. The company goes to great
lengths to demonstrate its support and understanding of the importance of a diverse work force, not only
towards creating a strong organization, but also in creating solid and stronger business results.
Examples of activities which demonstrate Sodexho’s commitment include:
Provision of extensive diversity training
Mentors/Coaches of employees who are different from themselves (note: most company
mentor programs match like individuals)
Performance bonuses paid out to managers who meet diversity goals
Sponsorship of affinity groups for employees again, who are different from themselves.
I. THE INCREASING DIVERSITY OF LO 1: Discuss the increasing

THE WORKFORCE AND THE diversity of the
ENVIRONMENT workforce and of the
organizational
A. Diversity: dissimilarities—differences—among people environment.
due to age, gender, race, ethnicity, religion, sexual
5-4
orientation, socioeconomic background, and

capabilities/disabilities.
The Increasing Diversity of the Workforce and
the Environment
1. Diversity is a critical issue to organizations for the following
reasons: ➢Diversity
≈ Dissimilarities/differences among people in age,
gender, race, ethnicity, religion, sexual
orientation, socioeconomic background, and
a. There is a strong ethical imperative in many societies capabilities/disabilities
that diverse people receive equal opportunities and be
treated fairly and justly. Unfair treatment is illegal.
b. Effective management of organizational diversity can 5-3
improve organizational effectiveness STUDENT POWERPOINT SLIDE 2

(INSTRUCTOR’S POWERPOINT SLIDE
3)
c. There is substantial evidence that diverse individuals Diversity…
continue to experience unfair treatment in the
workplace as a result of biases, stereotypes, and overt
discrimination.
2. The glass ceiling: a term that alludes to the invisible barriers

that prevent women and minorities from being promoted to top
corporate positions.
a. The federal Glass Ceiling Commission Report indicated Sources of Diversity in the Workplace
that African Americans have the hardest time climbing
the corporate ladder, Asians are often stereotyped into
technical jobs, and Hispanics are assumed to be less
educated than other minority groups.
a. workforce, the median weekly earnings of women are

estimated to be $552, as compared to $695 for men. Figure 5.1
5-4
b. Although women comprise 49.5% of the STUDENT POWERPOINT SLIDE 3

employees in managerial and professional positions, (INSTRUCTOR’S POWERPOINT SLIDE
only around 12% of the corporate officers in the 500 4)
Sources of Diversity in the Workplace
largest U.S. companies are women. Women hold only Figure 5.1
12% of all seats on corporate boards and only 8 Fortune
500 companies have women as CEOs.
c. Research suggests that female executives

outperform their male colleagues on such skills as
motivating others, promoting good
3. Age: The aging of the population suggests managers need to

be vigilant in ensuring that employees are not
discriminated against because of age.
4. Gender Although women and men are almost equally

represented in the U.S.
5. Race and Ethnicity
5-5
a. The U.S. census distinguishes between five different

racial groups. They are American Indian or Alaska
Native, Asian, African American, Native Hawaiian or
Pacific Islander, and white. Hispanics, also referred to
as Latino, are people whose origins are in Spanish
cultures, and can be of different races.
b. The racial and ethnic diversity of the

U.S. population is increasing an
exponential rate, as is the composition of
the workforce.
6. Religion
a. Title VII of the Civil Rights Act prohibits

discrimination based on religion, as well
as based on race/ethnicity, country of
origin, sex, and color. (See Table 5.1 in
Chapter 12).
b. In 1997, the federal government issued “The

White House Guidelines on Religious Exercise and
Expression in the Federal Workplace.” Although
technically, these guidelines are only applicable in federal
offices, many corporations rely upon them.
c. When managing religious diversity, a key issue

is recognizing and accommodating the holy days of
various religious groups. For example, critical meetings
should not be scheduled during a holy day for members of
a certain faith and managers should be flexible enough to
allow people time off for religious observances.
7. Capabilities/Disabilities
a. The Americans with Disabilities Act (ADA) prohibits
discrimination against people with disabilities and also
requires employers to make
b. need, while making sure that those accommodations are
perceived to be fair by those not disabled.
c. The ADA also protects those with Acquired

Immune Deficiency Syndrome (AIDS) from
discrimination in the workplace. AIDS awareness training
can help people overcome their fears about AIDS and
provide managers with tools to help prevent illegal
discrimination against HIV-infected employees.
c. reasonable accommodations to allow the disabled to
effectively perform their jobs.
Managers have faced a number of interpretation and fairness

challenges as they have attempted to comply with the ADA. A
key challenge for managers is to create an environment in which
5-6
those needing special accommodations feel comfortable disclosing Major EEO Laws
that.
8. Socioeconomic Background: typically refers to a

combination of social class and income-related factors.
Insert Table 5.1
Socioeconomic diversity requires managers to be
sensitive and responsible to the needs and concerns of
employees who are not as well off as others.
5-7
a. Many of the successes of welfare reform during the STUDENT POWERPOINT SLIDE 4
1990s have been reversed by the recent downturn in the (INSTRUCTOR’S POWERPOINT SLIDE
economy. It is difficult for poor people with few skills to 7)
Major EEO Laws
find jobs in a sluggish economy.
b. In 2000 there were 6,825,475 families with incomes

below the poverty line. These families often face issues
such as transportation and childcare that can impede their
ability to participate in the workforce.
c. Socioeconomic diversity suggests that managers need to

be sensitive and responsible to the needs and concerns of
such workers and whenever possible, provide them with
opportunities to learn, advance, and make meaningful
contributions to the organization while improving their
economic well-being.
9. Sexual Orientation Approximately 2 to 6% of U.S. TEXT REFERENCE

population is gay or lesbian. Focus on Diversity:
Preventing Discrimination Based on
Sexual Orientation
a. An increasing number of organizations recognize the While gays and lesbians have made great
minority status of gay and lesbian employees and strides in terms of attaining fair treatment
affirm their right to fair and equal treatment. Refusal to in the workplace, much more needs to be
welcome and support such employees can cause an done. In a recent study, over 40% of
organization to lose the contributions of valuable gay/lesbian employees indicated that they
employees and risk alienation of customers. had been unfairly treated, denied a
promotion, or pushed to quit their jobs
because of sexual orientation. Many gay
b. There is no federal law that prohibits discrimination
and lesbian employees fear disclosing
based upon sexual orientation. their sexual orientation in the workplace
and thus live lives of secrecy.
c. However, 14 states have such laws and a 1998 executive
order prohibits sexual orientation discrimination in In some companies, managers provide
civilian federal offices. training for their employees to overturn
stereotypes about this diverse group.
Other companies provide to support to
10. Other Kinds of Diversity
this group through gay and lesbian
support groups. On an individual level,
Organizations and teams need members with diverse members of this group have sought the
backgrounds and experiences. right to receive the same kind of
treatment as their heterosexual coworkers
a. This is underscored by the prevalence of cross-functional through the legal system.(Box in text on
teams in organizations whose members might come from p. 158)
5-7
various departments such as marketing, production. Finance,

etc.
b. Employees differ from each other in how attractive they are,

based upon the standard of the culture in which the
organization operates. Employees also differ in terms of body
weight
c. . Each of the types of diversity discussed above presents

managers with a specific set of issues they must appreciate in
order to respond effectively to them. Understanding these
issues is not always a simple matter.
. LO2. Explain the central role
II. Critical Managerial Roles that managers play in the
effective management of
Managers can either promote or derail the effective management of diversity
diversity, depending
a. upon how they perform the managerial roles Critical Managerial Roles
identified in Chapter 1. Table 5.2 summarizes some
of the ways in which managers can ensure that
diversity is effectively managed. Insert Table 5.2
b. By using their formal authority to support diversity,

managers can influence other members of the
organization to make the same commitment.
Managerial commitment to diversity legitimizes 5-16
the diversity management efforts of others. STUDENT POWERPOINT SLIDE 5

Seeing managers express confidence in the (INSTRUCTOR’S POWERPOINT SLIDE
16)
abilities and talents of diverse employees causes Critical Managerial Roles
other organizational members to adopt similar
attitudes and helps reduce misconceptions rooted
in ignorance or stereotypes.
c. Research suggests that slight differences in

treatment of diverse organizational members
based upon race, gender, ethnicity or other
irrelevant factors can accumulate to result in
major disparities over time. Therefore, managers
must ensure that such disparities do not occur
and are not tolerated.
III. The Ethical Imperative to Manage Diversity LO3. Explain why the effective
Effectively management of diversity is
both an ethical and a
A. Two moral principles guide managers in meeting the business imperative.
ethical imperative to manage diversity effectively. They are
distributive justice and procedural justice.
5-8
The Ethical Imperative to Manage

1. The principle of distributive justice dictates that the Diversity Effectively
distribution of pay raises, promotions, job titles,
interesting job assignments, office space, and other ➢Distributive Justice
≈ A moral principle calling for the distribution of
organizational resources should be based on the organizational resources to be based on
meaningful contribution that individuals have
contributions that individuals have made to the made and not personal characteristics over
organization and not on irrelevant personal which they have no control.
characteristics.
a. Statistics comparing the treatment of women and 5-17
minorities with that of other employees in corporate STUDENT POWERPOINT SLIDE 6

America suggests that most managers need to take a (INSTRUCTOR’S POWERPOINT SLIDE
proactive approach to achieve distributive justice in 17)
Distributive Justice…
their organizations.
The Ethical Imperative to Manage
2. The principle of procedural justice requires managers to Diversity Effectively
use fair procedures to determine how to distribute outcomes ➢Procedural Justice
to organizational members. Procedural justice exists when ≈ A moral principle calling for the use of fair
managers carefully appraise a subordinate’s performance, procedures to determine how to distribute
outcomes to
take into account any environmental obstacles to high organizational
members.
performance beyond the subordinate’s control, and ignore
irrelevant personal characteristics. Procedural justice is
necessary to ensure ethical conduct and avoid costly lawsuits.
5-18
STUDENT POWERPOINT SLIDE 7

B. Effectively Managing Diversity Makes Good Business (INSTRUCTOR’S POWERPOINT SLIDE
Sense 18)
Procedural Justice….
1. The diversity of organizational members can be a source of
competitive advantage. The variety of points of view that
diverse employees provide can improve managerial decision-
making. Managing Diversity Effectively Makes
Good Business Sense
What a Diversity of Employees Provides

a. Diverse members of an organization are likely to be ≈ A variety of points of view and approaches to problems
attuned to what goods and services diverse segments of and opportunities can improve managerial decision
making.
≈ Diverse employees can provide a wider range of
the market do and do not want. creative ideas.
≈ Diverse employees are more attuned to the needs of
diverse customers.
≈ Diversity can increase the retention of valued
b. The recruiting of diverse employees must be followed up organizational members.
≈ Diversity is expected/required by other firms
with ongoing effective management of diversity to retain
those employees. Effective diversity management skills 5-20
helps the company avoid the costs related to the hiring of STUDENT POWERPOINT SLIDE 8
replacements of members of diverse groups who feel (INSTRUCTOR’S POWERPOINT SLIDE
their progress in the organization was unfairly thwarted. 20)
Managing Diversity Effectively Makes
Good Business Sense
c. Many organizations also insist that their suppliers
support diversity.
d. Effective management of diversity is important to

avoid costly lawsuits.
IV. MANAGEMENT ACTION AND
5-9
PERCEPTION
LO4. Discuss how perception
A. Perception is the process through which people select, and the use of schemas can
organize, and interpret sensory input—what they see, result in unfair treatment
hear, touch, smell, and taste—to give meaning and order
to the world around them. Perception
1. Factors that Influence Managerial Perception ➢Perception

≈ The process through which people select,
organize, and interpret what they see, hear,
touch, smell, and taste to give meaning and order
a. Because they differ in personality, values, attitudes, to the world around them.
and moods, managers often perceive the same

person, event, or situation differently.
b. Schemas are abstract knowledge structures stored in 5-22

memory, which allow people to organize, and (INSTRUCTOR’S POWERPOINT SLIDE
interpret information about a person, an event, or a 22)
situation. Schemas tend to be reinforced over time Perception...
and are often resistant to change. Inaccurate schemas
are dysfunctional because they cause managers to
perceive people and situations inaccurately and
Perception
make assumptions that are not true.
Perception as a Determinant of Unfair
c. Gender schemas are a person’s preconceived Treatment
➢ Stereotype
notions about the nature of men and women, their ≈ Simplistic and often inaccurate beliefs about the
typical characteristics of particular groups of
traits, attitudes, behaviors and preferences. Research people
indicates that schemas concerning gender behavior ➢ Bias
≈ The systematic tendency to use information
are prevalent among Americans, which can be about others in ways that result in inaccurate
perceptions
problematic. 5-24

2. Perception as a Determinant of Unfair Treatment 24)
Stereotype, Bias….
a. Stereotypes are simplistic and often inaccurate
beliefs about the typical characteristics of particular
groups of people, usually based on a highly visible
characteristic. Stereotypes are lead people to make
erroneous assumes.
3. Factors that Influence Managerial Perception TEXT REFERENCE
Ethics in Action
d. Because they differ in personality, values, attitudes, Disabled Employees Make Valuable
Contributions
and moods, managers often perceive the same Habitat International, a manufacturer and
person, event, or situation differently. contractor of indoor-outdoor carpet and
artificial grass, has an enviable track
e. Schemas are abstract knowledge structures stored in record of success. Profits have steadily
memory, which allow people to organize, and increased over the years and the factory’s
defect rate is less than one half percent.
interpret information about a person, an event, or a Its owners attribute the company’s
situation. Schemas tend to be reinforced over time success to its employees, 75% of whom
and are often resistant to change. Inaccurate schemas have either a physical or mental
5-10
are dysfunctional because they cause managers to disability. Habitat pays its employees
perceive people and situations inaccurately and regionally competitive wages. Turnover
and absenteeism is very low, and
make assumptions that are not true. motivation, job satisfaction and
commitment among workers is high.
f. Gender schemas are a person’s preconceived
notions about the nature of men and women, their A few years ago, David Morris, Habitiat’s
traits, attitudes, behaviors and preferences. Research CEO, overheard representatives of a
distribution company make derogatory
indicates that schemas concerning gender behavior comments about his employees.
are prevalent among Americans, which can be Although the head of the company
problematic. apologized, the same kind of incident
occurred again. This time, Morris
4. Perception as a Determinant of Unfair Treatment dropped the account immediately with no
regrets, although it took the company two
years to regain the revenues lost because
b. Stereotypes are simplistic and often inaccurate of this decision. (Box in text on p. 166)
beliefs about the typical characteristics of particular
groups of people, usually based on a highly visible
characteristic. Stereotypes are lead people to make
erroneous assumes. TEXT REFERENCE
Managing Globally
c. Biases are systematic tendencies to use information about Women Struggle to Advance in their
others in ways that result in inaccurate perceptions. Careers in Japan
Japan passed its first EEO law in 1985
i. The similar-to-me effect is the tendency to perceive and since then Japanese women are
others who are similar to ourselves more positively increasing being found in jobs once
than we perceive people who are different. dominated by men. According to the UN
Development Program’s gender
empowerment measure, however, Japan
ii. The social status effect is the tendency to perceive is the most unequal of the world’s
individuals with high social status more positively wealthy nations when it comes to women.
than we perceive those with low social status.
Japanese work customs make it almost
iii. The salience effect is the tendency to focus attention impossible for women to have both
on individuals who are conspicuously different from family and a career. Expectations for
us. very long hours make it difficult for
5. Overt discrimination occurs when managers knowingly and women who want to advance and at the
willingly deny diverse individuals access to opportunities and same time have children and raise a
family. This expectation not only hurts
outcomes in an organization. Overt discrimination is illegal as
Japanese woman but also limits the
well as unethical. companies who fail to utilize the talents
and contributions of these women. (Box
in text on p. 169)
VI. HOW TO MANAGE DIVERSITY
EFFECTIVELY
1. Steps to managing diversity effectively include:
2. Secure top management commitment.
3. Strive to increase the Accuracy of Perceptions.
4. Increase diversity awareness.
5-11
5. Increase diversity skills.
6. Encourage flexibility.
LO5. List the steps managers can
7. Pay close attention to how employees are evaluated.
take to effectively manage
8. Consider the numbers. diversity
How to Manage Diversity
9. Empower employees to challenge discriminatory behaviors,

Steps in Managing Diversity Effectively
actions, and remarks. ≈ Secure top management commitment
≈ Strive to increase the accuracy of perceptions
≈ Increase diversity awareness
10. Reward employees for effectively managing diversity. ≈ Increase diversity skills
≈ Encourage flexibility
≈ Pay close attention to how organizational members are
evaluated
11. Provide training utilizing a multi-pronged, on-going ≈ Consider the numbers
approach.
5-28
12. Encourage mentoring of diverse employees STUDENT POWERPOINT SLIDE 11

28)
How To Manage Diversity
TEXT REFERENCE
Management Insight
Top Execs Improve Their
Understanding of the Front Line
Organizations have discovered that by top
managers spending time performing the
jobs front-line employees, a greater
understanding of the challenges these
front-line employees is garnered. These
experiences by top managers often
change the way they perceive the
responses of their subordinates as well as
change expectations based on the reality
of the front line environments.(Box in
text on p. 171)
How to Manage Diversity
Steps in Managing Diversity Effectively

≈ Empower employees to challenge discriminatory
behaviors, actions, and remarks
≈ Reward employees for effectively managing diversity
≈ Provide training utilizing
a multi-pronged,
ongoing approach
≈ Encourage mentoring
of diverse employees
5-29

29)
How To Manage Diversity, cont.
VII. SEXUAL HARASSMENT
Sexual harassment seriously damages both the people who are
harassed and the reputation of the organization in which it
occurs. While victims can be either men or women, women are
5-12
the most frequent. How to Manage Diversity

1. Forms of Sexual Harassment
a. Quid pro quo sexual harassment occurs when a ➢Mentoring
≈ A process by which an experienced member of
harasser asks or forces an employee to perform an organization provides advice and guidance to
an less experienced member and helps them
sexual favors to keep a job or avoid negative learn how to advance in the organization and in
consequences their career.
b. Hostile work environment sexual harassment

occurs when organizational members are faced
with an intimidating, hostile, or offensive work 5-31
environment because of their sex. A hostile work STUDENT POWERPOINT SLIDE 13

environment interferes with workers’ ability to (INSTRUCTOR’S POWERPOINT SLIDE
perform their jobs effectively and has been deemed 31)
How To Manage Diversity—Mentoring
illegal by the courts.
2. Steps Managers Can Take to Eradicate Sexual Harassment LO6. Identify the two major
a. Develop and clearly communicate a sexual harassment forms of sexual harassment
policy endorsed by top management. and how they can be
b. Use a fair complaint procedure to investigate charges of eliminated.
sexual harassment.
c. When it has been determined that sexual harassment has
taken place, take corrective actions as soon as possible. Forms of Sexual Harassment
d. Provide sexual harassment education and training to
organizational members, including managers. ➢Quid pro quo
≈ Asking or forcing an
e. Barry S. Roberts and Richard A. Mann, experts on employee to perform
business law and authors of several books on this topic, sexual favors in
exchange for some
suggest a number of additional factors that all reward or to avoid
negative
organizational members, including managers need to consequences.
keep in mind
5-32

32)
Forms of Sexual Harassment—Quid Pro
Quo
Forms of Sexual Harassment
➢Hostile work environment

≈ Occurs when organizational members are faced
with an intimidating, hostile, or offensive work
environment because of their sex
≈ Interferes with their ability to perform their jobs
effectively
5-33

33)
Forms of Sexual Harassment---Hostile
Work
Environment
5-13
LECTURE ENHANCERS
Lecture Enhancer 5.1

A FONDESS FOR GREY HAIR
Age and wisdom may finally be gaining the advantage over youth and beauty in the workplace.
Despite the toughest job market in a decade, Americans 55 and over are holding more jobs and
are now becoming targets for corporate recruiters. Employment among those over 55 jumped
nearly three million in the last three years, with more than two million of that gain in full-time
jobs. Meanwhile, employment of Americans ages 25 to 54 fell by 1.1 million in the same period,
and the number of working full time has dropped by nearly twice that. “It’s remarkable,” says
Joseph Quinn, a Boston College economist who has studied the work habits of older Americans
for decades. “ A one-hundred year old trend towards earlier retirement is over.”
At first glance this paints a rosy picture for older Americans. However, age discrimination
remains rampant. Workers over 40 are filing federal job bias claims at near record levels, and on
average, it takes an unemployed 60 year old eight weeks longer to find a new job than it does a
30 year old.
What are the underlying causes of this newfound fondness for gray hair in the workplace?
Changing demographics and attitudes have increased the supply of older workers. Increasingly,
some older workers are finding that they need or want extra income. Almost half of those over
50 survey by AARP wanted to keep working into their 70s to stay active and productive. Others
find that they must keep working, in the face of pension cutbacks, elimination of retiree health
insurance, and battered 401(k) plans.
Older workers offer businesses a cheaper, more reliable, and more flexible source of labor. Jobs
accepted by older workers often pay less than those offered to younger workers. Studies show
that workers in their mid-60s earn at least ten percent less than those in their mid-50s with
similar qualifications and work hours. And earnings drop by more than 25 percent for workers
between 60 and 70.
Taken from A Fondness for Gray Hair by Kim Clark, published in U.S. News and World Report, March 8, 2004, p. 56.

CATALYST KEEPS TRACK OF FEMALE PROGRESS IN CORPORATE AMERICA
Catalyst is an independent, not-for-profit organization research and advisory organization that

works with businesses and the professions to build inclusive work environments and expand
opportunities for women at work. It is also conducts research on all aspects of women’s career
advancement. Some of its research findings concerning women in workplace are summarized
below.
5-14
Female Executives Aspire to the CEO Job: Women and men report equal aspirations to reach
the corner office, and women who have children living with them are just as likely to aspire to
the CEO job as those who do not. Catalyst found that women and men employ very similar
advancement strategies, which include consistently exceeding performance expectations,
successfully managing others, seeking high-visibility assignments, and demonstrating expertise.
They have also experienced similar barriers to their rise to the top, which include lack of
significant general management or line experience, lack of awareness or organizational politics,
and displaying a behavior style that is different than the organization’s norm,. However, women
report enduring a set of cultural barriers to their advancement not experienced by men, such as
gender based stereotypes, exclusion from informal networks, lack of role models, and an
inhospitable corporate culture. Catalyst’s report also uncovered similar experiences between men
and women regarding the difficulty in achieving work/life balance. However, the two genders
used very different strategies to find such a balance, and as they advanced to senior levels,
women had to make more trade-offs between the two than men.
African American Women: African American women are not advancing as far in corporate
America as their white, Asian, and Latina counterparts. The biggest barriers they face are
negative, race-based stereotypes, more frequent questioning of their credibility and authority, and
a lack of institutional support. Even though African American women represent an important and
growing source of talent, they currently represent only 1.1% of corporate officers in Fortune 500
companies. Experiencing a double outsider status – unlike white women or African American
men – African American women report exclusion from informal networks and conflicted
relationships with white women among the challenges they face. Keys to success for this group
have included exceeding performance expectations, communicating effectively, connecting with
mentors and building positive relationships with managers and colleagues.
Asian Women: Catalyst’s research regarding Asian women in the workplace uncovered two
distinct groups; the more acculturated and the less acculturated. The more acculturated group is
defined as those born in the U.S. or immigrated as children and spoke only English at home.
They are less likely to have elder care responsibilities, are more satisfied and successful in their
careers, and are more likely to be paid what they feel they are worth. The less acculturated group
are less likely to feel it is appropriate to challenge the way things are done in their workplace and
less likely to report that diversity efforts have created a supportive environment. These women
told Catalyst that Asian cultural values are frequently at odds with their ability to successfully
navigate the corporate landscape. Specifically, the discomfort some Asian women have with self-
promotion makes advancement problematic, and their strong work ethic appears to limit
networking opportunities. Also, they report difficulty in finding mentors and few report having
positive relationships with their superiors.
Excerpts from press releases found on www.catalystwomen.org.

DIVERSITY MANAGEMENT AT AMOCO
5-15
Amoco took a survey of its staff around the world, analyzing the views of 29,000 employees.
The results turned out to be a rude awakening for senior management. The research revealed
that 38% of employees felt they would be penalized for taking a risk or making a mistake when
seeking an innovative solution to a problem. It also revealed that most of Amoco’s senior and
middle managers were mostly white men who had spent their entire careers with the firm.
As a direct result of the findings, eighteen months later, Amoco launched the Renewal Program,
designed to correct organizational weaknesses and to improve the company’s approach to
diversity management. However, the company quickly learned that adapting diversity as a
corporate philosophy was one thing; actually implementing it and changing the company’s
culture was quite another.
Amoco’s first step toward culture change, taken in 1991, included providing all employees with
communications skills training, reorganizing employees into work teams, and providing basic
diversity training to encourage employees to list to and respect the views of their colleagues.
However, in 1993, most senior managers recognized that many diversity-related issues remained.
So a global diversity advisory council, chaired by the CEO, was established.
While the council proved valuable for tackling company-wide issues, many subsidiaries felt that
local issues would be overlooked. Therefore, diversity action councils (Dacs) were formed at
lower levels of the organization to address this concern. They were composed of local level
volunteers and responsible for advising senior regional managers. There are now 40 Dacs
throughout Amoco’s worldwide organization, working in such locations as Trinidad, Egypt, and
the UK. The local level Dacs have proven to be quite successful as a tool for implementing
change at Amoco.
Amoco now sees the employment of a diverse workforce as an important strategy in achieving
its aim of becoming one of the world’s premier energy companies. Diversity at Amoco is a
means of achieving superior business results by harnessing the intellectual capital of its entire
workforce. By 1966, 80% of employees surveyed stated that they thought their business unit was
accepting of ethnic, cultural, sex, experience and career background difference, and slightly more
than 8-% said they felt free to try better ways of doing things at work. Amoco’s broad definition
of diversity has encouraged its workforce to believe that individuals are valued.
Taken from People Management, May 1, 1997, Vol. 3, Issue 9, p. 30
MANAGEMENT IN ACTION
Notes for Topics for Discussion and Action
5-16
Discussion
1. Discuss why violations of the principles of distributive and procedural justice continue to
occur in modern organizations. What can managers do to uphold these values in their
organizations?
Behavior that is considered to be unethical still occurs because managers put their own self-
interest above the interests of other organizational stakeholders or choose to ignore the harm
that they are inflicting on others. Sometimes they see the harm done to one group of
stakeholders as indirect or insignificant compared to the benefits received by the decision
maker and their organization. Unethical behavior might also occur as a result of pressure
from superiors to perform and help their organization succeed.
First, managers need to develop a code of ethics that is easily accessible to all stakeholders.
The next step is to provide a visible means of support for ethical behavior such as an ethics
officer or ethics ombudsman to monitor ethical practices and procedures. This person should
ensure that the code of ethics is strictly adhered to and provide a place for an employee to go
to if they witness unethical behavior in the organization. If there is any violation of the
ethical code it needs to be handled seriously and immediately.
2. Why do workers who test positive for HIV sometimes get discriminated against?
People are usually doubly concerned, prejudiced, and afraid or lack knowledge about HIV
status. The first problem can be homophobia that is fear of gays and lesbians. HIV and AIDS
were originally labeled in our society as a ‘gay’ only disease. Many people, who don’t know
that it is an equal opportunity disease, assume that a person with the disease is gay or lesbian
and, therefore, discriminate on the sexual orientation grounds. The second issue is how one
contracts HIV. Many people fear it without understanding that there are only a few ways to
contract the disease such as sexual intercourse with an infected partner
without protection of a condom, blood transfusions, and the exchange of sexual fluids.
People without knowledge fear they can contract it through drinking fountains, a handshake,
or some other means not listed above. They cannot but often hold on to their fears rather than
educating themselves.
3. Why would some employees resent accommodations made for the disabled by the Americans
with Disabilities Act?
Some employees see disabled people as ‘getting’ a break that they are not qualified for
because they are able-bodied under the categories of the ADA. Some feel that disabled
people cannot carry their own load. Some people do not like to be around disabled people.
The reality of all of these attitudes is that have no place in the work place. If some one can do
the job, they can do the job, whether they are disabled or not. Another issue is that people
tend to look at the disability rather than the abilities of the person. A blind person is blind but
that does not stop her or him from working well and sometimes better than many sighted
people. This reality can make some people mad and want to eliminate competition based on
less than fair grounds.
5-17
4. Discuss the ways in which schemas can be functional and dysfunctional.
Schemas can help us organize data to get a clearer picture or they can obscure the data and
cause us to make biased or erroneous decisions. Inaccurate schemas can lead to
discrimination.
5. Discuss an occasion when you may have been treated unfairly because of stereotypical
thinking. What stereotypes were applied to you? How did they result in your being unfairly
treated?
Some inaccurate stereotypes might include instances where people of different gender, age,
race, religion or ethnicity are thought of as less smart, motivated or capable of performing
certain duties and responsibilities. They could result in the inaccurately stereotyped
individuals being treated differently from their coworkers. This could present itself in
selection, job assignments, promotions and raises.
For example a female employee might not be promoted because management might assume
that since she is married she will have children and either quite or not be able to spend the
time into fulfilling her responsibilities. Many of us are aware of the inaccuracy of this
assumption. Females with children should be not considered any differently than males with
children. More and more these days both parents equally share the responsibilities of raising
children. In addition, there are many different childcare options available that enable parents
the time needed to make a full commitment to their jobs.
6. How does the similar-to-me effect influence your own behavior and decisions?
Again, each person must answer this for him or herself. However, one cause is that people
are often most comfortable with others who are just like them and often fear differences in
others even without knowledge or a sound basis for such as judgment.
7. Why is mentoring particularly important for minorities?
Mentoring allows the newcomer to be protected, to find out the "real deal" about an
organization, and to understand the opportunities and the culture and politics of being
successful. This may be particularly important for minorities. Mentors can give newcomers a
legitimacy they might not otherwise gain.
8. Why is it important to consider the numbers of different groups of employees at various

levels in an organization’s hierarchy?
There is a glass and/or color ceiling in our organizations that prevents women and people of
color from progressing into the advanced positions and levels of power, seemingly reserved
for what has been called the ‘old boys’ club’. This situation is gradually changing, but with
glacier-like speed in some organizations.
5-18
9. Think about a situation in which you would have benefited from mentoring but a mentor was
not available. What could you have done to try to get the help of a mentor in this situation.
Action
10. Choose a Fortune 500 company not mentioned in the chapter. Conduct library research to
determine what steps this organization has taken to effectively manage diversity and
eliminate sexual harassment.
(Note to Instructors: Obtaining the information to answer this question is more difficult
than it appears. You might consider eliminating the Fortune 500 requirement or have
students identify an exemplary company in the area of diversity/multiculturalism.
Companies are less likely to disclose anything to do with sexual harassment. Information
on reported incidences of sexual harassment are easier to find. A slightly altered version of
this question is answered.)
In response to allegations of discrimination and other inequitable practices, Texaco has

devised the following plans to create a more diverse environment for their company. These
plans include:
(1) Plans to increase its hiring and promotion of women and other minorities.
(2) Implementing a scholarship and internship program to expand college recruiting.
(3) Revising its employee evaluation procedures.
(4) Increase purchasing from women- and minority-owned businesses.
(5) Plans to encourage women and minorities to become wholesalers and retailers with
targeted financing programs.
AACSB standards: 1, 2, 5, 6, 10
BUILDING MANAGEMENT SKILLS
Solving Diversity-Related Problems
1. Why do you think that the decision maker acted unfairly in this situation?
The manager may have possessed inaccurate perceptions or schemas. Because of his or her
limited experiences with diverse persons and/or groups, stereotypes may have developed that
led to inaccurate assumptions about others.
2. In what ways, if any, were biases, stereotypes, or overt discrimination involved in this
situation?
Responses to this question will vary. However, biases mentioned may include the similar-to-
me effect, the social status effect, or salience. Overt discrimination has occurred if unjust
treatment was intentional and deliberate.
5-19
3. Was the decision maker aware that he or she was acting unfairly?
Responses to this question will vary, also. Because most persons are unaware of their own
biases and faulty perceptions, they do not see themselves as acting unfairly.
4. What could you or the person who was treated unfairly have done to improve matters and
rectify the injustice on the spot?
Open and honest communication in a non-confrontational manner with the decision maker is
usually the best solution. However, sometimes employees may that they are putting their job
in jeopardy by doing so.
5. Was any sexual harassment involved in this situation? If so, what kind was it?
There are two forms of sexual harassment: quid pro quo and hostile work environment. Quid
pro quo sexual harassment occurs when a harasser asks or forces an employee to perform
sexual favors to keep a job, receive a promotion, receive a raise, obtain some other work-
related opportunity or avoid receiving negative consequences such as demotion or dismissal.
Hostile work environment sexual harassment occurs when employees are faced with an
intimidating, hostile, or offensive work environment because of their sex. Examples include
lewd jokes, vulgar language, displays of pornography, etc.
6. If you had authority over the decision maker (for example, you were his or her manager or
supervisor), what steps would you take to ensure that the decision maker no longer treats
diverse individuals unfairly?
Responses to this question will vary. Steps that could be taken include making sure that he
understood the individual and corporate consequences of failing to treat all employees
equally, fairly and with respect, mandating additional diversity training, and perhaps
relinquishing the decision making of supervisory responsibilities. However, none of these
actions could ensure that it did not happen again.
AACSB standards: 1, 2, 5, 6, 7, 10
MANAGING ETHICALLY
Some companies require that their employees work long hours and travel extensively, whether or
not they have children at home or fill some other caregiver role. Employees question whether or
not it’s ethical for managers to expect so much from them in the workplace, and not consider
their other caregiving obligations.
5-20
Questions:
1. Either individually or in a group, think about the ethical implications of requiring long hours
and extensive amounts of travel for some jobs.
Student answers will vary but should consider that the question really doesn’t have to do with
whether or not individuals have families but rather the bigger picture of how many hours a week
a manager should ethically expect employees to work. Challenge the students to consider the
question from the different ethical perspectives as they think things through.
2. What obligations do you think managers and companies have to enable employees to have a
balanced life and meet nonwork needs and demands?
It depends on whether or not students feel that a manager’s obligation is to make employees as
productive as possible---and then how the students feel that should happen. Some may feel that
everyone must “pay their dues” at work and that a manager’s job is to squeeze as much out of
employees as possible. With this perspective, employee non-work issues are not of any concern
to managers. But, students should recognize that employees will be more productive when they
are not distracted by other non-work needs, and thus it is in a company’s best interest to make
employee lives as simple as possible. Ethically, it’s the human thing to do, and economically, it
makes sense in the long run.
SMALL GROUP BREAKOUT EXERCISE
Determining if a Problem Exists
1. Discuss why the patterns of communication that you observed might be occurring in your
restaurants.
People tend to feel more comfortable with those that are more like them. The situation is
natural and may cause no problems unless the groups are treated differently or are bunched in
one level while others are treated better according to some other criteria than productivity
and good work.
2. Discuss whether your observation reflects an underlying problem. If so, why? If not, why
not?
It may or may not reflect an underlying problem. If you wish to find out, you could directly
talk to the employees, or wait to see if there are any problems.
3. Discuss whether you should address this issue with your staff and in your restaurants. If so,
how and why? If not, why not?
You may not want to raise the issue because you might create problems rather than solving
them. One way to increase interaction among employees, however, might be to host some
fun activities that would help employees get to know one another better.
5-21
AACSB standards: 1, 3, 5, 10
EXPLORING THE WORLD WIDE WEB
Tips for Managers to Effectively Manage Diversity and Avoid Costly Law Suits
1. Consider ways in which your perceptions of subordinates might be unintentionally biased

or inaccurate.
2. Make sure your subordinates receive training to increase their diversity awareness and
skills.
3. Find creative ways to flexibly address the needs of diverse employees.
4. Communicate the importance of zero tolerance for discrimination and sexual harassment.
Empower your subordinates to actively promote this policy.
5. Make sure that all of your subordinates are being effectively mentored.
Regarding sexual harassment:

1. Take every sexual harassment charge seriously. Keep allegations confidential and make
sure the rights of accused as well as the alleged victim are protected.
2. Develop and clearly communicate a sexual harassment policy endorsed by top
management. It should contain examples of unacceptable behaviors, a procedure for
reporting instances of harassment, discussion of disciplinary actions that will be taken,
and a commitment to educate and train employees about this problem.
3. Use a fair complaint procedure to investigate charges of sexual harassment. Such a
procedure should be managed by a neutral third party, ensure that complaints are dealt
with promptly and thoroughly, protect and fairly treat victims, and ensure that alleged
harassers are fairly treated.
4. When it has been determined that sexual harassment has occurred, take corrective action
immediately.
5. Make sure suppliers and customers are aware of your organization’s policies, since it is
management’s responsibility to protect employees from sexual harassment by any third-
party persons with whom employees must interact during the course of performing their
job.
AACSB standards: 1, 3, 4, 5, 7, 10
5-22
BE THE MANAGER
You might have lunch with Susan Epstein to try to find out what kinds of problems she has been
having. To act without more information might create problems where none exists. If there is a
problem, you should contact the Human Resources Department for their advice and/or
participation in managing the issue(s), especially if it involves an actionable offense such as
sexual harassment. Another step would be to practice Management By Walking Around to
observe how people interact. Do not make a big deal of your visits, just make them frequent so
that you can interact with people, see what is going on a formal work level as well as an informal
social level. If you do this daily, they will start being themselves and more easy with you, and
you might be able to see what is happening. In general, with or without Susan’s comments, you
need to know your employees and let them know you. You should encourage them to let you
know about any problems you are having.
AACSB standards: 1, 3, 5, 9 10
BUSINESSWEEK CASES IN THE NEWS

Case Synopsis: What works in Women’s Networks
Women’s networks often get a bad rap, based on the perception that the groups are little more
than social networks and/or gripe groups. These networks do not always provide the
opportunities of exposure or skill development which would help women within any
organization get ahead.
To combat these perceptions three organizations (GE, Best Buy and Deloitte) have put together
women’s network that provide skills, exposure and yes some social support to woman (and men)
working in the organization.
Questions:
1. In what ways can women’s networks contribute to the effective management of diversity?
By providing the “roadmap” as well as presenting opportunities for skill development that may
be especially important to an organization, members from various groups can effective
contribute to the organization, while also building the skills necessary for career development
and advancement.
2. What types of networks and network practices are especially beneficial?
According to the article, networks need to be more than social and they need to provide
opportunities for skill development and increased exposure to the top managers. The GE
women’s network created a summit which incorporated both employees and customers, which
has now grown into a coveted invitation. Best Buy used the women’s group to address various
business issues faced by front line employees and Deloitte has used the women’s network to
develop program and training that is applicable to every member of the organization regardless
of gender. It seems that the most effective networks are groups with measurable and achievable
business goals, beyond simply meeting and providing support.
5-23
3. How might these networks help organizations be more responsive to customers?
Obviously, as more women participate in the workforce, the more your customers will be
women. Deloitte’s study found some unique aspects about working with women clients such as
sitting face to face as opposed to side by side or to be clear that nodding for women does not
necessarily mean agreement. The better you can understand your customer, the more effectively
an organization can respond.
4. How might all employees and organizations benefit from effective women’s networks?
The skills and leadership necessary to be successful in an organization, is not predicated on

gender. Any individual seeking training and education on various skills can benefit from the
areas of importance for success within an organization identified by women’s networks, or any
other group working towards increasing diversity and success.
Case Synopsis: The Best Places to Launch a Career:

As Gen Xers enter the workforce, companies are scrambling to attract these new workers. In
“traditional” industries such as Accounting, the importance of these potential employees is even
larger, as the expectation of mass retirements loom.
Questions:
1. How are companies and managers trying to attract and retain Gen Y workers?
These firms have had to adjust their recruiting efforts to appeal to these workers including more
transparency, flexibility, responsiveness, and nurturing. In addition, theses companies are
offering higher starting salaries, more vacation time, perks such as flying in the corporate jet or
providing onsite concierge services.
2. Why are they concerned about doing this?
The workforce is aging rapidly, and as such an employee shortage is looming.
3. How might the changes mangers are making in response to Gen Y workers contribute to
organizational effectiveness
Some of the changes (such as increased salaries) may provide motivation and incentive for the
more experienced workers. In addition, perhaps the Gen Y employee will be more in tune with
potential customers and as such can aid in becoming more effective and efficient in reaching new
and growing markets.
4. How might these changes increase responsiveness to customers?
AACSB standards:
5-24
SUPPLEMENTAL FEATURES
Please see the following collections on the Asset Gallery at www.mhhe.com/assetgallery/
VIDEO CASE
Chapter 5 Video Case: Encore Careers
A large transformation is taking place in the U. S. workforce, the largest since women entered in
large numbers some 30 years ago, according to Marc Freedman, author of Encore: Finding Work
That Matters. Millions of workers in their 50s and 60s are leaving the corporate world, and
many are looking for what Freedman labels “encore” careers. Retirees are heading back to work
to use their skills and experience to help others in a way that positively affects society. Freedman
identifies several characteristics of an encore career: it involves a significant amount of work,
perhaps 10 or even 20 years; it takes place in the second half of life at the end of a career; it
involves some type of pay or benefit; and it’s about a desire to find new meaning and contribute
to the greater good.
Nat Fuchs embraced such a career. After 30 years as a trial attorney with the Securities and
Exchange Commission, he went to work at the Brooklyn District Attorney’s crime prevention
bureau, where he helps seniors avoid being victims of identity theft. The job is a perfect fit with
his background and his goal of helping the public. As an SEC lawyer handling fraud cases, Fuchs
saw first-hand the results when investors were defrauded, and he wanted to teach people how to
avoid being a crime victim. Now he warns of the danger of identity theft in seminars at
community centers. He receives a nominal fee for his work, but the real payoff comes in helping
others, which he says bring fulfillment beyond imagination.
Fuchs and many others like him have been placed in encore careers by ReServe, a nonprofit
organization that recruits retirees and matches their skills with jobs in public service. People are
starting earlier and earlier in what Freedman, a member of ReServe’s board of directors, calls
the second half of work. Jobs are commonly in the education and healthcare fields, where there
are shortages of teachers and nurses. Nonprofit organizations are also popular; 600,000 leaders
are needed in this sector alone, particularly in groups addressing homelessness and poverty.
While the impact is great, the pay may not be. Often the benefits can be very good, especially in
federal, state, and local government agencies. For instance, there may be a pension that a private
employer did not offer. Employers, some of whom were wary at first, have embraced the idea of
encore careers after seeing the deep commitment and skills the people had to offer. As Freedman
says, “Now, the challenge is giving older Americans a purpose and a chance to contribute. That
could be one of the greatest accomplishments of the 21st century.”
Questions
5-25
1. How do encore careers introduce diversity into the workforce?
2. What contributions do encore employees make to an organization?
3. Do encore employees present any special challenges for managers?
Sources: Toddi Gutner, “Helping Boomers Give Their Best,” Business Week, December 17,
2007, p. 10; Glenn Ruffenach, “Retire to the Couch With Some Good Advice,” Wall Street
Journal, November 25, 2007, p. 2; Glenn Ruffenach, “In Search of a Purpose,” Wall Street
Journal, November 17, 2007, p. R8.
Chapter 5 Video Case Teaching Note
Encore Careers
Teaching Objective: To examine a new career trend, appreciate the positive impact of diversity
in the workforce, and understand some of the special challenges a diverse workforce presents for
managers.
Summary: Millions of workers in their 50s and 60s are exiting the corporate world and starting
what author Marc Freedman calls “encore” careers. In encore careers, retirees go back to work
and use their skills and experience in ways that contribute to the greater good. Encore employees
bring years of experience and wisdom to an organization and gain personally from the chance to
help others.
Questions:
1. How do encore careers introduce diversity into the workforce?
Encore employees are generally older, perhaps beyond traditional retirement age. They bring
varied backgrounds, skills, and experiences to the workforce.
2. What contributions do encore employees make to an organization?
Encore employees are beginning second careers in what may be termed the second part of life.
They have experience and wisdom that comes from many years of work, they have a desire to
contribute to society, and they often work for lower pay than typical employees would.
3. Do encore employees present any special challenges for managers?
Managers will need to be able to communicate effectively with encore workers, who in many
cases may be older and more experienced. Some managers may be intimidated by encore
workers, but should be flexible and realize the valuable contribution these workers make.
5-26
MANAGEMENT IN THE MOVIES
• The Inside Man – “Bugged” – length - :28
MANAGER’S HOT SEAT (MHS)
• Diversity: Mediating Morality
SELF-ASSESSMENT(S)
• Appreciating and Valuing Diversity
TEST YOUR KNOWLEDGE
• Comparing Affirmative Action, Valuing Diversity and Managing Diversity
INSTRUCTOR’S POWERPOINT SLIDES

These Instructor’s PowerPoint slides can be used to supplement the lecture material.
The Increasing Diversity of the Workforce and

Chapter Five Learning Objectives the Environment
1. Discuss the increasing diversity of the workforce and of ➢Diversity

the organizational environment.
2. Explain the central role that managers play in the ≈ Dissimilarities/differences among people in age,
Managing Diverse effective management of diversity. gender, race, ethnicity, religion, sexual
3. Explain why the effective management of diversity is orientation, socioeconomic background, and
Employees in a Multicultural both an ethical and a business imperative. capabilities/disabilities
Environment 4. Discuss how perception and the use of schemas can
result in unfair treatment.
5. List the steps managers can take to effectively manage
diversity
6. Identify the two major forms of sexual harassment and
how they can be eliminated.
5-3
5-2
McGraw-Hill/Irwin ©2009 The McGraw-Hill Companies, All Rights Reserved
INSTRUCTOR’S POWERPOINT INSTRUCTOR’S POWERPOINT INSTRUCTOR’S POWERPOINT

SLIDE 1 SLIDE 2 SLIDE 3
Chapter Title Learning Objectives Diversity…
5-27
Sources of Diversity in the Workplace Diversity Concerns Workforce Diversity: Age
➢Glass ceiling ➢Aging U.S. Population

≈ alludes to the invisible barriers that prevents ≈ Median age in the United States is 36.2 years, by
minorities and women 2030 20 per cent of the population will be over 65
from being promoted ➢Federal Age Discrimination Laws
to top corporate
≈ 1964 Title VII of the Civil Rights Act of 1964
positions
≈ 1967 Age Discrimination in Employment Act
Figure 5.1
5-6
5-5
INSTRUCTOR’S POWERPOINT
5-4
INSTRUCTOR’S POWERPOINT INSTRUCTOR’S POWERPOINT

Sources of Diversity in the Glass Ceiling… Workforce Diversity: Age
Workplace
Figure 5.1
Major EEO Laws Workforce Diversity: Gender Race and Ethnicity
➢Women in the Work Place ➢Census Bureau distinguishes between the

≈ U.S. workforce is 46% percent female following races
≈ Women’s median weekly earnings are $572 ≈ American Indian, Asian, African-American, Native
compared to $714 for men Hawaiian and White
Insert Table 5.1 ≈ Women hold only 15% of corporate officer ➢The racial and ethnic diversity of the U.S.
positions population is increasing at an exponential
rate
5-9
5-8
5-7

Major EEO Laws Workforce Diversity: Gender Race and Ethnicity
Table 5.1
Workforce Diversity: Capabilities and

Workforce Diversity: Religion Question?
Disabilities
➢Accommodation for Religious Beliefs ➢Disability Issues What refers to a combination of social class
≈ Scheduling of critical meetings ≈ Providing reasonable accommodations for and income-related factors?
≈ Providing flexible time off for holy days individuals with disabilities A. Sociological background
≈ Posting holy days for different religions on the ≈ Promoting a nondiscriminatory workplace B. Socioeconomic background
company calendar environment
C. Economic diversity
≈ Educating the organization
about disabilities and AIDS D. Social class
5-12
5-11
5-10

Workforce Diversity: Religion Disability Issues… Question
5-28
Workforce Diversity:
Workforce Diversity: Sexual Orientation Critical Managerial Roles
Socioeconomic Background
➢Socioeconomic background ➢Sexual Orientation Issues ➢ Top-management

commitment and
≈ refers to a combination of social class and ≈ Employment and workplace discrimination rewards for the support
income-related factors ≈ Provision of same-sex partner benefits of diversity are critical
ingredients for the
success of diversity
➢ Socioeconomic diversity requires that managers be management initiatives
sensitive and responsive to the needs and
concerns of individuals who might not be as well off
as others
5-15
5-14
5-13

Socioeconomic Background Sexual Orientation Critical Management Roles
The Ethical Imperative to Manage The Ethical Imperative to Manage

Critical Managerial Roles
Diversity Effectively Diversity Effectively
➢Distributive Justice ➢Procedural Justice

≈ A moral principle calling for the distribution of ≈ A moral principle calling for the use of fair
Insert Table 5.2 organizational resources to be based on procedures to determine how to distribute
meaningful contribution that individuals have outcomes to
made and not personal characteristics over organizational
which they have no control. members.
5-18
5-17
5-16

Critical Managerial Roles Distributive Justice… Procedural Justice…
Table 5.2
5-29
Managing Diversity Effectively Makes

Procedural Justice Question?
Good Business Sense
➢Exists when managers: What a Diversity of Employees Provides What is the process through which people
≈ A variety of points of view and approaches to problems interpret what they see, hear, and touch?
≈ carefully appraise a subordinate’s performance and opportunities can improve managerial decision
≈ take into account any environmental obstacles making. A. Perception
to high performance ≈ Diverse employees can provide a wider range of
creative ideas. B. Imperfection
≈ ignore irrelevant personal characteristics ≈ Diverse employees are more attuned to the needs of C. Intuition
diverse customers.
≈ Diversity can increase the retention of valued D. Selective listening
organizational members.
≈ Diversity is expected/required by other firms
5-21
5-20
5-19

Procedural Justice, cont. Managing Diversity Effectively Question
Makes Good Business Sense
Perception Perception Perception
➢Perception Factors that Influence Managerial Perception Perception as a Determinant of Unfair

≈ The process through which people select, ➢ Schema Treatment
organize, and interpret what they see, hear, ≈ An abstract knowledge structure stored in memory that ➢ Stereotype
allows people to organize and interpret information about
touch, smell, and taste to give meaning and order ≈ Simplistic and often inaccurate beliefs about the
a person, event, or situation
to the world around them. typical characteristics of particular groups of
➢ Gender Schema people
≈ Preconceived beliefs or ideas about the nature of men
and women, their traits, attitudes, behaviors, and ➢ Bias
preferences ≈ The systematic tendency to use information
about others in ways that result in inaccurate
perceptions
5-24
5-23
5-22

Perception… Schema, Gender Schema… Stereotype, Bias….
5-30
Bias Perception Discussion Question?
➢ Similar-to-me effect – perceive others who are ➢Overt Discrimination What is the most important step in managing
similar to ourselves more positively than we ≈ Knowingly and willingly denying diverse diversity?
perceive people who are different individuals access to opportunities and outcomes A. Secure top management commitment
➢ Social status effect – perceive individuals with in an organization
B. Increase diversity awareness
high social status more positively than those with ≈ Unethical and illegal
low social status C. Encourage flexibility
➢ Salience effect – focus attention on individuals D. Pay close attention to how organizational
who are conspicuously different members are evaluated
5-27
5-26
5-25

Bias Overt Discrimination Question
How to Manage Diversity How to Manage Diversity Diversity Awareness Programs
Steps in Managing Diversity Effectively Steps in Managing Diversity Effectively ➢ Provide members with accurate information about
≈ Empower employees to challenge discriminatory diversity
≈ Secure top management commitment
≈ Strive to increase the accuracy of perceptions behaviors, actions, and remarks ➢ Uncover personal biases and stereotypes
≈ Increase diversity awareness ≈ Reward employees for effectively managing diversity ➢ Assess personal beliefs, attitudes, and values and
≈ Provide training utilizing learning about other points of view
≈ Increase diversity skills
a multi-pronged, ➢ Develop an atmosphere in which people feel free to
≈ Encourage flexibility ongoing approach share their differing perspectives
≈ Pay close attention to how organizational members are
evaluated
≈ Encourage mentoring ➢ Improve understanding of others who are different
of diverse employees
≈ Consider the numbers
5-30
5-29
5-28

How to Manage Diversity How to Manage Diversity, cont. Diversity Awareness Programs
5-31
How to Manage Diversity Forms of Sexual Harassment Forms of Sexual Harassment
➢Mentoring ➢Quid pro quo ➢Hostile work environment

≈ A process by which an experienced member of ≈ Asking or forcing an ≈ Occurs when organizational members are faced
an organization provides advice and guidance to employee to perform with an intimidating, hostile, or offensive work
an less experienced member and helps them sexual favors in environment because of their sex
learn how to advance in the organization and in exchange for some ≈ Interferes with their ability to perform their jobs
their career. reward or to avoid effectively
negative
consequences.
5-33
5-32
5-31

Mentoring… Forms of Sexual Harassment Forms of Sexual Harassment, cont.
Factors to Keep in Mind About Sexual

Steps to Eradicate Sexual Harassment Steps to Eradicate Sexual Harassment
Harassment
➢Develop and clearly communicate a sexual ➢When it has been determined that sexual ➢Every sexual harassment charge should be
harassment policy endorsed by top harassment has taken place, take corrective taken seriously
management action as soon as possible ➢Employees who go along with unwanted
➢Use a fair complaint procedure to investigate ➢Provide sexual harassment education and sexual attention in the workplace can be
charges of sexual harassment training to all organizational members, victims
including managers ➢Employees sometimes wait before they file
complaints
5-35 5-36
5-35
5-34

Steps to Eradicate Sexual Steps to Eradicate Sexual Factors to Keep in Mind About
Harassment Harassment, cont. Sexual Harassment
5-32
Factors to Keep in Mind About Sexual Factors to Keep in Mind About Sexual
Movie Example: Inside Man
Harassment Harassment
➢A firm’s sexual harassment policy should be ➢Investigations of harassment charges and ➢ What apparent biases does Sergeant
communicated to each new employee and any disciplinary action should proceed in a Collins have?
reviewed with current employees on a timely manner ➢ How does Detective
periodic basis ➢Managers must protect employees from Frazier deal with
➢Suppliers and customers need to be familiar sexual harassment from any third-party Sergeant Collins
with a firm’s sexual harassment policy employees apparent stereotypes?
5-39
5-38
5-37

Factors to Keep in Mind About Factors to Keep in Mind About Move Example: Inside Man
Sexual Harassment, cont. Sexual Harassment, cont.
Video: Encore Careers
➢How do encore careers introduce diversity

into the workforce?
➢Do encore employees present any special
challenges for managers?
5-40
SLIDE 40
Video Case: Encore Careers
5-33
Another random document with
no related content on Scribd:
Test Oath.
“The following is a mere sample of numerous other indictments
against me for preaching without taking the Missouri test oath:
“‘Know all men, by these presents, that we, B. H. Spencer, as
principal, and Thomas Kemble and A. Bigelow, as securities, are held
and firmly bound unto the State of Missouri in the sum of one
thousand dollars, the payment whereof, well and truly to be made,
we bind ourselves, our heirs, administrators and executors, firmly by
these presents. The conditions of the above bond are, that whereas B.
H. Spencer has been indicted by the Grand Jury of Montgomery
county for preaching without taking the oath; Now, if the said B. H.
Spencer shall personally appear before the Judge of our Circuit Court
on the first day of the next term of said Court, said term of said Court
to be held at the court house in the town of Danville, in and for said
county, on the fourth Monday of next May, and answer to said
indictment, and not depart therefrom without the leave of said
Court, then said bond to be void, otherwise to remain in full force
and effect. Witness our signatures this the 18th day of May, A. D.
1866.
“‘B. H. Spencer,
“‘Thomas Kemble,
“‘Abner Bigelow.’
“My refusing to take this oath was not the result of an

unwillingness to obey the constitution and laws of the State of
Missouri, for I had already taken the ‘Convention oath,’ the ‘Halleck
oath’ and the ‘Rosecrans oath,’ and had sworn fealty to the State as
often, and in as many ways as reason, conscience and loyalty would
allow. And hence, when civil authority came between me and my
Divine Master, and virtually said, I will allow you to obey your
Master if you will swear fealty to me first, I believed it to be wicked
thus to surrender the claims of Christ to the demands of Cæsar, and
resolved, at the hazard of fines and imprisonments, yea, even of life
itself, that I would refuse compliance with this unrighteous
requirement. I believed they had as much right to say what should be
preached as to say who should preach it! Hence I refused, and
numerous indictments were the result.
“Having scarcely commenced the recital of my persecutions as a
Southern Methodist preacher, I find this article already too long, and
therefore close, with the kindest wishes for all my persecutors, and
an earnest prayer for their salvation.
“I am, truly and fraternally,

“B. H. Spencer.”
CHAPTER XXII.
REVS. D. B. COOPER, H. N. WATTS AND
THOS. GLANVILLE.
Rev. D. B. Cooper—Attempt Made to Ride him on a Rail—Defeated

by the Timely Appearance of Soldiers—Particulars Furnished by
Dr. N. W. Harris—Rev. H. N. Watts—A Native of Missouri—
Efforts Made to Place the Old Ministers under Disability or Run
them out of the State—Mr. Watts Arrested—Silenced—
Correspondence with Provost-Marshals Reid and Sanderson
—“Test Oath”—Rev. Thos. Glanville—An Englishman by Birth—
Early Life—Peculiar Trials—Manner of Life as a Citizen and a
Minister—Driven from Home in 1863—Returns and Obtains
Written Permission to Preach—Warned not to fill his
Appointment on Sabbath, September 20, 1863—Remains at
Home—That Night he is Shot Through his Window—Shot a
Second and Third Time, and Expires Praying for his Murderers—
His Eldest Son Shot and Killed the Same Night—Details
Furnished by J. H. Ross and Rev. John Monroe—Conclusion.
Rev. D. B. Cooper.
The following account of an attempt to mob and ride on a rail this
humble and worthy minister of the gospel will be perused with
interest, as it is furnished by an eye witness and an intelligent
physician, whose statements will not be called in question. But for
the fact that he is “not a professor of Christianity,” and authorizes the
use of his name with respectable references, the language would be
somewhat toned down and tempered to a milder moral zone. But it is
thought best to give the communication as received, as it details
some important facts, and throws light upon the animus of others:
“Pilot Grove, Cooper Co., Mo., April 25, 1869.
“Rev. P. M. Pinckard, St. Louis, Mo.:
“In the summer of 1863 Rev. D. B. Cooper, now of Mt. Sterling,

Ky., was on the circuit in Linn county, Mo. He is one of the purest
men I have ever known, and remarkably reticent. I knew him
intimately and well, being his physician and a personal friend. He
never preached or talked politics, even to his most intimate friends
and acquaintances. If there was but one man in Missouri during
those wicked years of horror walking humbly before God and acting
uprightly toward his fellow-men, that man was D. B. Cooper.
“On Sunday he was preaching in Laclede, my then residence; some
one whispered to me that some soldiers were outside intending to
ride the preacher on a rail. I went out and sure enough there were
some half-dozen soldiers who had come up from Brookfield, had
gone into a ‘loyal’ doggery, imbibed freely, and meeting some ‘loyal
Methodists,’ were told that a rebel was preaching. Under the stimuli
of bad whisky and the worse hearts of the ‘God and morality’
Methodists, they had come to the church with a fence-rail intending
to commit an outrage upon this gentleman. But ‘man proposes and
God disposes.’
“I tried to dissuade them from their purpose, but could not, and
went back into church to a lieutenant of Col. McFerran’s regiment,
then stationed in Laclede, and told him to go to Col. McFerran and
tell him to send a file of soldiers immediately. I knew McFerran
could be relied on, as he was a Democrat and a gentleman. There was
no time to lose; service was nearly over, and neither Mr. Cooper nor
his congregation knew anything of the impending outrage. The upper
floor of a ‘loyal’ Methodist’s house near by was full of ‘God’s elect’ to
witness the fun. Just before the service closed the braves crowded
into the house, and when the congregation was dismissed they, the
soldiers, were so situated that they had to leave the house last. When
they came out and were about to lift their rail at the side of the house
and seize Mr. Cooper—who was yet in ignorance of their designs—
they, and all but myself, were surprised to see two files of soldiers,
with fixed bayonets, marching down on us so as to encompass the
entire crowd. As no violence had been done, no arrests were made.
The miserable tools of the bad-hearted fanatics slunk away like
whipped curs, leaving their pious (?) instigators gnashing their teeth
and calling down curses upon McFerran and myself. I don’t think
their prayers were ever answered.
“These maudlin soldiers were not to blame. They were mere tools
in the hands of the base-hearted men and women who instigated the
outrage. This act is only a type of the general conduct of this people
during the war who are now whining for union with you.
“I am no professor of Christianity, but if such people are
Christians, or your union with them would compose a Christian
body, I pray the Giver of all good to incline my heart to heathenism
rather than such a mongrel abomination.
“I was living in Boonville when they committed the theft of your
church there, and know all about it; but you will get the particulars of
that honest (?) act from others.
“I have given you the facts, but have taken no pains, as you see.
You may have to re-write it. You are at liberty to insert it in your
book over my signature if you wish.
“Your friend, N. W. Harris.”
References wore furnished amply sufficient to endorse the veracity

of Dr. Harris, had it needed such endorsement.
A complete history of those perilous times would unveil many
similar acts nipped in the bud, or plotted and projected, but defeated
by the timely interference of good men.
Many Southern Methodist preachers were threatened with a ride
on a rail and a coat of tar and feathers; but the presence of peaceable
citizens and the fear of military interference deterred the rabble in
most cases from committing the deeds to which they were instigated.
The Rev. B. R. Baxter, now in Montana, and the Rev. H. H.
Hedgepeth, now in heaven, and others, were forced to leave their
work in Andrew, Holt and adjoining counties in consequence of such
threats. Even the persons and lives of all Southern Methodist
ministers were in constant peril in that portion of the State until after
the Supreme Court of the United States had declared the test oath of
the New Constitution unconstitutional. Indeed, not until 1867 was it
safe for one of the proscribed and threatened of the M. E. Church,
South, to be seen or heard in that part of the State northwest of St.
Joseph, as facts hereafter to be narrated will show.
But for the present, and for the sake of some little chronological
order, events in Southeast Missouri claim attention; and, first,
Rev. Henry N. Watts.
Why were native Missourians in the ministry marked as the special
objects of displeasure? Were they sinners above all the men who
lived and labored in this goodly State, that such exceptional notice
should be taken of them in the administration of pious loyalty?
Possibly the discrimination was made upon the ground of personal
influence with the people. That they had more influence with the
people and stood higher in public estimation than any imported men
will not be questioned; but that their influence was used for evil
purposes, either political, social or moral, is distinctly denied. That
others were envious of their well-earned position, and jealous of
their power over the people and consequent ability to control the
moral forces of the State for ecclesiastical advancement and
distinction, is too true to escape the notice of history; for upon this
fact the only rational hypothesis can rest that accounts for the
noteworthy pre-eminence given to the old native Missouri ministers
in these persecutions. A man who had been so long and so well
known in the Missouri pulpit as the Rev. H. N. Watts could not
escape the heavy hand of the persecutor, and the distinction in
suffering he had gained in the ministry.
Mr. Watts was admitted on trial in the Missouri Conference, M. E.
Church, South, at St. Louis, in 1844, and appointed to Ripley
Mission, Cape Girardeau District.
From that time on he has been a faithful laborer in his Master’s
vineyard—always ready to go where the Bishop appointed him
without murmuring or gainsaying. At times he has been called to fill
the chair of Presiding Elder, and also to represent his Conference in
the General Conference. His fidelity to the sacred claims and
obligations of the gospel ministry has only been equaled by his
loyalty to the Church of his choice and his fidelity to her distinctive
peculiarities. He was always a man of one work, and never concerned
himself particularly about the civil and political affairs of the
country.
The policy of the Church and the saving principles and power of
the gospel of grace were more to him than all “the things which
belong unto Cæsar.” He thought that there were men enough to
attend to Cæsar’s business, but none too many ministers to keep
God’s business with men and man’s interest in the “kingdom of
heaven” from suffering. Hence he kept himself free from political
strifes and attended, with singleness of heart and life, to his holy
calling. Thus he was engaged when the war broke out, and up to the
summer of 1863 he had suffered very little molestation. He had taken
no part in the strife and committed no act of treason against the
Government; was a peaceable, orderly citizen.
In 1863 Mr. Watts was living in Charleston, Mississippi county,
Mo., and on the 23d of July was arrested at his house by a squad of
soldiers, accompanied by Meeker Thurman, Aaron W. and John
Grigsby, and taken to Columbus, Ky. He was charged with no crime,
and no offense against the laws or peace of the Government was ever
alleged against him. In vain did he plead the protection of the
Constitution of the United States. He was threatened with
banishment or imprisonment during the war, unless he would take
and subscribe a military oath, which was as repugnant to his feelings
as it was oppressive to the rights of conscience. After taking the oath
to secure his liberty, and receiving some personal abuse as a minister
of the gospel, he was released and permitted to return to his home
after an absence of several days.
In the spring of 1864, and while Capt. Ewing’s company of militia
were stationed in Charleston, and Lieut. Jas. A. Reed was Ass’t
Provost-Marshal, Mr. Watts was prohibited from preaching the
gospel for several weeks by military authority. He continued,
however, to travel his circuit and hold religious services. He would
read the word of God, sing, pray and exhort the people to “flee from
the wrath to come” and “lead peaceable and quiet lives in all
godliness and honesty.”
The following is the correspondence between the Assistant
Provost-Marshal and Mr. Watts. It will serve to develop the nature of
the persecutions he suffered in the light of the official records:
“Office Assistant Provost-Marshal, }

“Charleston, Mo., March 17, 1864. }
“Parson Watts:
“Sir: You will greatly oblige me, and at the same time not
inconvenience yourself, perhaps, by calling at this office on or before
the 19th inst., for the purpose of complying with ‘Special Order No.
61,’ issued by the Provost-Marshal General, St. Louis, Mo., March 7,
1864, requiring ministers of the gospel to take the oath of allegiance
therein prescribed.
“Your non-compliance with this notice will be taken as a refusal
and will be acted upon accordingly.
“James A. Reid,
“1st Lieut. and Ass’t Provost-Marshal.”
To which Mr. Watts returned the following reply:
“Charleston, Mo., March 18, 1864.
“Lieut. James A. Reid, Ass’t Provost-Marshal:
“Sir: Your note of the 17th inst. has been received, asking me to
appear at your office on or before the 19th inst., to comply with
‘Special Order No. 61,’ concerning ‘convocations, conferences,
councils, assemblies,’ &c.
“1. I have written to St. Louis for certain information on this and
other subjects. I would greatly prefer getting said information before
taking action in this matter.
“2. I assure you I have not violated said order by attending any
synod, council, conference, or any such assembly under any other
name, since said order was issued.
“3. And as you think preaching would be a violation of said order, I
have ceased preaching since I have heard of this order. And a private
citizen is not required to take that oath, yourself being judge.
“4. As a private individual I have taken the oath of allegiance, a
copy of which I have; and,
“5. I have not at any time, and do not design violating that order,
and with this assurance I hope I shall not be hurried in this matter.
“Respectfully, H. N. Watts.”
Mr. Watts addressed the following letter to the Provost-Marshal

General, St. Louis:
“Charleston, Mo., March 18, 1864.
“J. P. Sanderson, Pro.-Marshal Gen’l, St. Louis, Mo.:
“Dear Sir—Special Order No. 61, from your office, dated the 7th
inst., ‘concerning religious convocations, synods, councils,
conferences, or assemblies under any other name or title,’ not being
understood as to the extent of its application, will you be kind
enough to answer the following inquiries:
“1. Under these terms, ‘convocations, synods, &c., or assemblies
under any other name or title,’ does this include congregational
worship, or a congregation met in open church, with free seats, for
preaching and other public services? and will each one so assembled
be required to take the oath prescribed in Special Order No. 61?
“2. When an assembly of divines have met to transact the business
of the Church, and have taken the prescribed oath, are they expected
then to oppose secession and treason publicly from the pulpit, or
only in private circles?
“3. A minister who has within the past year taken the oath of
allegiance in another State, but is now traveling in this State, must he
again take the oath before he can meet his congregation for public
worship?
“Answers to these inquiries will be gladly received, if you can find
time to answer
“Your obedient servant,

“H. N. Watts.”
The Assistant Provost-Marshal at Charleston received the

following letter from the Provost-Marshal General in answer to the
inquiries of Mr. Watts:
“Headquarters Department of the Missouri,

Office of Provost-Marshal General.
St. Louis, Mo., March 24, 1864.
“Sir—I am in receipt of your letter of the 21st, enclosing your

correspondence with the Rev. Mr., Watts, and asking for further
instructions; and, also, I am in receipt of a letter from the same Rev.
gentleman, propounding to me the following questions:
(See questions above.)
“It can not be necessary, either for your guidance or that of the
Rev. gentleman who has propounded these questions to me, to
answer them categorically.
“The order referred to is too plain and distinct to be
misunderstood. It applies, as the language used unmistakably
indicates, to conferences and all other representative assemblies
convened to promote the cause of religion and morality, and not to
the ordinary meetings of Christians assembled for the business
purposes of a congregation, or benevolent society, or for the worship
of God. All the objects of it are answered when its enforcement is
confined to the assemblies indicated in it, and, as a matter of course,
it forms no part of its purpose or requirements that persons should
take the prescribed oath before proceeding to worship their Maker
when assembled for that purpose.
“In case of the attendance at any assemblage of the character
indicated in said order of any one who has already taken the oath of
allegiance prescribed by the laws of this State for the clergy to
legalize marriage, &c., any certificate or evidence of the fact will be
sufficient to render him eligible without again taking the prescribed
oath.
“But, while such is the liberal construction of the Order No. 61,
requiring no oath of those divines who have already taken the
required oath to enable them to perform all their functions, it is no
less the determination of the undersigned to enforce a rigid
compliance with the ordinance of the State Convention of June 10,
1862, requiring licensed and ordained preachers of the gospel to take
the oath of allegiance therein prescribed before assuming to
discharge the duties pertaining to their avocations under the laws of
this State.
“Those who have failed to do so, and who, under the pretense of
preaching or worshiping God, meet really for seditious purposes,
and, in truth, to desecrate and violate the laws of God and their
country, can not be allowed so to meet or carry on their seditious
purposes, and will be held to a strict accountability.
“I have no inclination, nor do I conceive it to be any part of my
duty, to answer the Rev. gentleman’s second interrogatory, and thus
instruct him in his ministerial duties. My respect for his profession
obliges me to presume that he is familiar with the Bible, and needs
no such instruction from me. For the information asked in that
interrogatory he will, therefore, have to refer to the Bible, whose
expounder he professes to be. He need but do so in the proper spirit,
and with an earnest desire to be guided by its teachings, to insure
unto him a flood of light as to his duty in the premises.
“You will furnish the Rev. Mr. Watts with a copy of this letter, and
be guided in your own actions by its instructions.
“Respectfully, J. P. Sanderson,
“Prov.-Mar. Gen’l.
“Lt. Jas. A. Reid, Ass’t Pro.-Mar’l, Charleston, Mo.”
The letter of the Provost-Marshal General was forwarded to Mr.

Watts, through the Assistant Provost-Marshal’s office at Charleston,
accompanied by an order from the latter office requiring him to take
the Convention oath of ’62, or cease to preach, and report himself at
headquarters, St. Louis. He went to St. Louis, took what was called
the “Gamble oath,” returned home and resumed his ministerial
labors.
The correspondence here given is specially valuable for the light it
throws upon the spirit and bearing of the military authorities in the
direct issue they made with the clergy of the State. Many ministers of
the gospel were more oppressed and persecuted, but all of them did
not so far yield to military authority on the one hand, nor so sharply
contend for the rights of conscience on the other.
The “Special Order, No. 61,” has a history of itself that will be
unveiled in due time, and the true nature of the proscription and
persecution under it will be better disclosed in another place.
This forcing the conscience of ministers by prescribing “test oaths”
is not a new thing. It is as old as the second great persecution under
Domitian, A. D. 81, and as cruel as the Spanish Inquisition.
When State Conventions and military commanders in Missouri
prepared political “test oaths” for ministers of the gospel as a class,
and ordered all non-juring ministers under disability, the object was
not doubtful in the minds of those acquainted with the history of
religious persecutions.
Another martyred minister of the gospel, the horrible murder of
another of God’s chosen messengers of salvation, and scene first of
the great Missouri tragedy closes, the curtain falls, and both writer
and reader may seek temporary relief from what Dr. Summers, in a
private note, calls “a terrible narrative.” When the curtain rises again
it will unveil other scenes in this wonderful histrionic drama, of
which those already presented are but the preparation and prelude.
The trials and persecutions of the faithful men of God already
narrated are sufficient to present the moral and religious phases of
the war in Missouri to an intelligent public. Would to God the pall of
oblivion could settle down upon the whole history. But if the world
still retains its interest in truth; if the Church is still the repository of
the testimony of Jesus and the divinely accredited authority for
works of righteousness; if the ministers of the gospel are yet
responsible for the “faith once delivered unto the saints,” for the
purity of the gospel and the integrity of the kingdom of God on earth,
and if history is valuable for the lessons it teaches and the principles
it vindicates, then that truth, that righteousness, that faith, that
history, all demand the record here made, the lessons taught and the
principles vindicated in the trials and sufferings of God’s annointed
servants during the recent reign of terror.
The following shocking narrative of murder must, according to the
decision of the publisher, close the first volume.
Rev. Thomas Glanville and Son.
The subject of this sketch was long and favorably known to the
Church in Missouri, and was highly esteemed for his integrity,
honesty and fidelity to principle as well as for his general usefulness
as a minister.
Others who knew him better have furnished the following account
of his life and labors, together with the circumstantial details of the
dark and bloody tragedy which closed his career of usefulness on
earth—one of the most heartless and cruel assassinations in all the
dark history of martyrdom in Missouri.
The following sketch has been furnished by an intimate friend of
the martyred minister, and will be read with mournful interest:
“Rev. Thomas Glanville and Son.—It was the privilege of the
writer to be intimately acquainted with the subjects of this sketch for
more than a score of years. Without reference to official documents
or private papers, I write mostly from memory, hoping thereby to
preserve the precious memory of two worthy men.
“Rev. Thomas Glanville was born in England about A. D. 1811, and
came to America when about sixteen years of age. He was converted
to God in early life, and after much mental agony yielded to the
conviction that it was his duty to preach.
“Soon after he began to preach, he joined the St. Louis Conference
M. E. Church, South, and traveled several years. But family
afflictions came upon him—his wife died and left him three children.
He married again and soon afterward located.
“Time rolled on and ever found him diligent in business, fervent in
spirit, serving the Lord; and laboring efficiently as a local preacher.
“In the fall of 1852 a camp-meeting was held in his neighborhood
by the lamented Leeper, Anthony and Bond. Bro. Glanville’s three
children were at the altar as penitents. All the tenderest sympathies
of a father’s heart went out after them. How pointed his instructions!
and his prayers O, how fervent!
“He told the writer that he had made a vow that if the Lord would
accept his three children at that meeting, he would rejoin the
Conference and travel and preach as long as his way seemed open.
The Lord did mercifully accept his three children; and, true to his
vow, he rejoined the Conference and remained an acceptable
member till the day of his death.
“When the late civil war commenced and the flock in Southwest
Missouri was left for the most part without a shepherd, he and the
local preachers a his neighborhood met in council and went out ‘two
and two’ and held meetings in the most destitute neighborhoods.
“After a time he was ordered by a militia Captain to discontinue his
preaching. This grieved him much, but he yielded and remained
silent for almost a year.
“In February, 1863, a meeting was appointed in one of those
destitute neighborhoods, which he attended. The ‘fire was shut up in
his bones,’ and in company with a friend he waited on the Captain
then in command in that vicinity and requested permission to
resume his duties as a minister. To his great joy he received a written
permission, and the next night he preached a sermon full of joy and
comfort.
“In July or August following three men called at his gate one dark
night and ordered him to leave the country on pain of death. A few
days after he remarked to the writer that he would love to live to see
peace restored to the country, and he hoped he would, and then
added, ‘Those fellows may kill me, but I think not. Of one thing I am
certain, they can’t harm me; death has no terrors for me, and has not
had for fifteen years.’
“He was a bold and fearless man. ‘Conscious innocence knows no
fear;’ but through the entreaties of friends he left home for a month
or more; and it is to be regretted that he made up his mind to return,
and did so, saying that he would ‘risk the consequences.’
“He published an appointment for preaching, and a few hours
before the time came, two militia soldiers waited on him and
informed him that he would not be permitted to hold the service. He
remained at home that Sabbath, and remarked to a neighbor, ‘Those
fellows will kill me, I believe; but they shall never have it to say that
they shot me in the back.’ That holy Sabbath was his last on earth.
“When night came on and good men laid them down to peaceful
slumbers, his murderers approached his quiet dwelling. A ball
discharged from a revolver passed through his window, entered his
face and he fell to the floor. To make sure of his victim the murderer
raised the window and reaching in shot him through the chest. They
then went round, forced the door and three men entered. After a few
words with Bro. Glanville’s son, one of them remarked that he had
better finish the old man, and so saying shot him again. Thus died
the Rev. Thomas Glanville, in the fifty-third year of his age.
“After threatening to burn the house and ordering the family to
leave on short time, they rode two miles to the residence of Bro.
Glanville’s eldest son, Mr. A. C. Glanville, a man of fine mind and
respectable literary attainments, with a meek and quiet spirit, and a
member of the M. E. Church, South. They called him up, and, all
unconscious of his father’s fate and his own danger, he made a light.
No sooner was the light made than a ball passed through his window,
entered his head and he fell lifeless on the hearth. Thus perished
father and son in one night.
“Since their death little has been said in reference to them; but
they still live in the hearts of many friends, and it is well known that
they bore the highest type of manhood.
“Bro. Glanville had for many years been an ordained elder in the
M. E. Church, South, and while as a preacher he was neither
profound nor brilliant, yet he possessed a sound mind, a good
understanding in the things of God, was a good sermonizer and
improved every year, so that his last days were his best. Peace to his
memory.
“John H. Ross.”
The Rev. John Monroe, of the St. Louis Conference, one of the
oldest ministers in Missouri, furnishes the following sketch of the
lamented Glanville:
“The Rev. Thomas Glanville was born in England, May 15, A. D.
1811. Came to this country about the year 1829 or 1830, and a short
time afterward was married to Miss Donnell, of Green county, Mo.
Not long after this event he embraced religion and united with the M.
E. Church, and in 1841 was received on trial in the Missouri
Conference.
“In 1843 he was appointed to Buffalo Circuit, where he endured
much affliction, both of body and mind. His wife died and he
married again, and the next year he located. For a time he traveled
under the Presiding Elder and was readmitted into the St. Louis
Conference in 1855, and then traveled regularly until the war came
up. He did not cease to preach in his neighborhood. He had an
appointment the day he met his awful fate, but dared not attend it, as
his avowed enemies were watching his movements. This was
Sabbath, Sept. 20, 1863. At night three outlaws, guided, no doubt, by
another who was not responsible to any military organization,
approached his peaceful home and shot him. And what for? No one
knows. He, like all good men, was self-denying and made no
compromise with sin, wicked men or devils; reproving sin in all its
forms and in all places, he had enemies who threatened him years
before, and this was a good time to put their designs into execution.
“At first he was ordered from home; he went, remained some three
weeks and returned. Then they compelled him to take an oath and
give bond, in which he was bound to stay at home—just what he
wanted to do. But in a few days after giving bond there came a
stripling of a boy, purporting to have orders from a Lieutenant of the
same family whence all his troubles came, ordering him to again
leave home forthwith, and be quick about it. He then, as a law-
abiding man, went to Captain Allen, then at Hermitage, for
protection to enable him to keep his obligation, and to know how to
act under the circumstances. But the Captain refused to protect or
instruct him, only to tell him that he had better leave quickly,
knowing at the same time that such a course would forfeit his bond.
He had made up his mind to leave the next morning, but, as stated,
three armed men came after dark and shot him some three or four
times, and he expired instantly. His last and dying words were, ‘Lord,
have mercy on my enemies.’
“He was buried without a song; not even a prayer was permitted to
be offered in behalf of his disconsolate wife and weeping children.
But the good man exchanged a world of woe for a land of rest.
“Thomas Glanville was always known to be a law-abiding man and
a peaceable citizen. He often boasted of the privileges he enjoyed
under this benign Government, and only claimed his rights under its
Constitution and laws. He was never known to violate any law,
abhorred a mean thing and would speak out against it. He
strenuously opposed all bushwhacking, stealing, murder, and any
and all infringement upon the rights of others. He stood up squarely
for the rights of the M. E. Church, South, and contended boldly for
the principles of religious liberty. In view of these things it is not
difficult to account for his shameful and brutal murder.
John Monroe.”
It is quite a relief to turn away, for a time at least, from the

contemplation of such scenes of barbarity and more than savage
cruelty as the history of the terrible past presents to our faith and
philosophy.
Three long chapters, prepared for this volume, are laid over for the
second, by the decree of the publisher, to prevent the enlargement of
the present volume to an improper size. By it the next volume will be
enriched beyond measure. What is lost to this will be gained for that,
and neither the work, as a whole, nor the reader will be damaged.
The deferred chapters contain an account of the “Rosecrans oath,”
in “Special Order No. 61,” of March 7th, 1864, and its designs upon
the common laws and facts of religious liberty; the persecutions,
trials, banishment, etc., of the Rev. Drs. McPheeters and Farris, of
the Presbyterian Church, the Rev. Tyson Dynes, of the M. E. Church,
South, the long imprisonment and peculiar sufferings of the Rev. Dr.
McAnally; the effort to crush or confiscate the publishing house at St.
Louis, and its preservation and security by the agent, the Rev. P. M.
Pinckard; and a “Chapter of Martyrs,” detailing with careful
minuteness the cold-blooded murder of the Rev. John L. Wood, the
Rev. George L. Sexton and the Rev. Edwin Robinson.
The history of the indictments, trials, imprisonment and
persecutions of ministers under the “test oath” of the New
Constitution will form a prominent and extensive feature of the
second volume, with due attention to the particulars of the murder of
the Rev. Samuel S. Headlee and others, which will invest the work
with thrilling interest. The future historian will assign to these names
a conspicuous place upon the long roll of martyrs, and the future
Church will reap a rich harvest of souls, with multiplied agencies and
resources, from the blood they shed “for the testimony of Jesus and
the word of God.”
“They lived unknown
Till persecution dragged them into fame,
And chased them up to heaven. Their ashes flew,
No marble tells us whither. With their names
No bard enbalms and sanctifies his song:
And history, so warm on meaner themes,
Is cold on this. She execrates, indeed,
The tyranny that doomed them to the fire,
But gives the glorious sufferers little praise.”
End of Volume I.
TRANSCRIBER’S NOTES
1. Silently corrected obvious typographical errors and
variations in spelling.
2. Retained archaic, non-standard, and uncertain spellings
as printed.

Instant Download PDF Contemporary Management 6th Edition Jones Solutions Manual Full Chapter

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Instant Download PDF Contemporary Management 6th Edition Jones Solutions Manual Full Chapter

Uploaded by

Copyright:

Available Formats

Contemporary Management 6th Edition

Jones Solutions Manual

Essentials of Contemporary Management 6th Edition Jones

Contemporary Management 6th Edition Jones Test Bank

Contemporary Management 8th Edition Jones Solutions

Contemporary Management 10th Edition Jones Solutions

Essentials of Contemporary Management 6th Edition Jones

Essentials of Contemporary Management 7th Edition Jones

Essentials of Contemporary Management 5th Edition Jones

Essentials of Contemporary Management Canadian 5th

LO1. Discuss the increasing diversity of the workforce and of the

LO3. Explain why the effective management of diversity is both an ethical

mentoring: A process by which an experienced procedural justice: A moral principle calling

NOTE ABOUT INSTRUCTOR POWERPOINT Chapter Five

The Instructor PowerPoint Slides include most Student Managing Diverse

BASIC POWERPOINT SLIDE 1

A Manager’s Challenge (pp. 149 of text)

I. THE INCREASING DIVERSITY OF LO 1: Discuss the increasing

orientation, socioeconomic background, and

b. Effective management of organizational diversity can 5-3

improve organizational effectiveness STUDENT POWERPOINT SLIDE 2

2. The glass ceiling: a term that alludes to the invisible barriers

a. workforce, the median weekly earnings of women are

b. Although women comprise 49.5% of the STUDENT POWERPOINT SLIDE 3

c. Research suggests that female executives

3. Age: The aging of the population suggests managers need to

4. Gender Although women and men are almost equally

5. Race and Ethnicity

a. The U.S. census distinguishes between five different

b. The racial and ethnic diversity of the

a. Title VII of the Civil Rights Act prohibits

b. In 1997, the federal government issued “The

c. When managing religious diversity, a key issue

c. The ADA also protects those with Acquired

Managers have faced a number of interpretation and fairness

8. Socioeconomic Background: typically refers to a

b. In 2000 there were 6,825,475 families with incomes

c. Socioeconomic diversity suggests that managers need to

9. Sexual Orientation Approximately 2 to 6% of U.S. TEXT REFERENCE

various departments such as marketing, production. Finance,

b. Employees differ from each other in how attractive they are,

c. . Each of the types of diversity discussed above presents

b. By using their formal authority to support diversity,

the diversity management efforts of others. STUDENT POWERPOINT SLIDE 5

c. Research suggests that slight differences in

The Ethical Imperative to Manage

a. Statistics comparing the treatment of women and 5-17

minorities with that of other employees in corporate STUDENT POWERPOINT SLIDE 6

STUDENT POWERPOINT SLIDE 7

What a Diversity of Employees Provides

d. Effective management of diversity is important to

IV. MANAGEMENT ACTION AND

1. Factors that Influence Managerial Perception ➢Perception

and moods, managers often perceive the same

b. Schemas are abstract knowledge structures stored in 5-22

STUDENT POWERPOINT SLIDE 9

STUDENT POWERPOINT SLIDE 10

2. Secure top management commitment.

3. Strive to increase the Accuracy of Perceptions.

4. Increase diversity awareness.

5. Increase diversity skills.

9. Empower employees to challenge discriminatory behaviors,

12. Encourage mentoring of diverse employees STUDENT POWERPOINT SLIDE 11