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COPYRIGHT PAGE
Published by:
FlatWorld
© 2018 by FlatWorld. All rights reserved. Your use of this work is subject to the License
Agreement available here https://catalog.flatworldknowledge.com/terms. No part of this
work may be used, modified, or reproduced in any form or by any means except as
expressly permitted under the License Agreement.
©2018 FlatWorld 1
Organizational Behavior, Version 3.0
Bauer & Erdogan
Chapter 2
Diversity in the Workplace
TRUE/FALSE
1. While the American workforce is becoming more diverse, the world’s workforce is
not.
(False)
2. Title VII of the Civil Rights Act prohibits discrimination in employment with regard
to race, color, sex, religion and national origin.
(True)
3. Legal complaints charging organizations with discrimination have largely been

eliminated due to the passage of a number of laws in the U.S. prohibiting
discrimination against protected classes.
(False)
4. A more diverse work team produces higher quality decisions because more
alternatives are considered.
(True)
5. Employees who are discriminated against are no more likely to leave their jobs
than those who have not faced discrimination.
(False)
6. When discrimination complaints are filed, the Equal Employment Opportunity

Commission (EEOC) acts as a mediator between the company and the
complainant.
(True)
7. In firms pursuing a growth strategy, there is a negative relationship between

racial diversity in the firm and company performance.
(False)
8. The similarity/attraction phenomenon suggests that individuals are attracted to

those who are similar to them.
(True)
9. Race, age, and attitudes are examples of surface-level diversity.

(False)
10. Deep-level diversity traits are most important for early interactions in the
workplace, but as time goes on, surface-level traits become more important.
©2018 FlatWorld 2
(False)
11. A group with three older males and three younger women will have a strong
faultline.
(True)
12. Research indicates that groups with strong faultlines can perform well if certain
norms are established.
(True)
13. It is a commonly held stereotype that men are more relationship-oriented than
women.
(False)
14. One of the explanations for the wage gap between men and women is that
women pursue occupations that are lower-paying than those pursued by men.
(True)
15. Though the glass ceiling was a legitimate issue a few years ago, today the
number of women in executive positions of organizations is roughly the same as
the number of men at that level.
(False)
16. One rationale provided for the existence of the glass ceiling for women is that
women are viewed as being more passive and submissive compared to their
male counterparts.
(True)
17. Ethnic minorities experience a wage gap and a glass ceiling even more severe
than that faced by women.
(True)
18. Starbucks responded to a racially-sensitive incident at one of its stores by

shutting down all its franchise-owned stores for a training on unconscious bias.
(True)
19. Research indicates that older employees exhibit higher absenteeism than their
younger counterparts.
(False)
20. The Age Discrimination Act makes it illegal to discriminate against employees
age 40 or older.
(True)
21. Research suggests that age diversity in a work team can lead to higher
performance.
(True)
22. Reasonable accommodation for religious reasons does not require schedule
modifications although it may require modifications to a firm’s dress code.
©2018 FlatWorld 3
(False)
23. Reasonable accommodation for employees with disabilities may require the firm
to purchase equipment for the disabled employees’ use but does not require any
schedule or job duty modifications.
(False)
24. Disclosing sexual orientation is the key to explaining work attitudes of lesbian,
bisexual, gay and transgender employees.
(False)
25. To break the ice in an interview situation, an interviewer could legally ask, “What
are some of the traditions your family practices for Christmas”?
(False)
26. One suggestion for building a culture that respects diversity is holding managers
accountable for diversity-related goals.
(True)
27. Affirmative action programs are among the most controversial diversity
management methods available.
(True)
28. Preferential treatment programs for minorities can be illegal in some cases.
(True)
29. Research suggests that some employees may be stigmatized if they were hired
under an affirmative action program.
(True)
30. In the United States, the workforce is becoming increasingly multicultural.

(True)
31. An expatriate is an employee who is temporarily assigned to work in a foreign

country.
(True)
32. Low power distance societies view an unequal distribution of power as relatively
acceptable.
(False)
33. Companies high in uncertainty avoidance prefer predictable situations and have
low tolerance for ambiguity.
(True)
34. In collectivist cultures, the importance of family is critical to understanding the

nature of the society.
(True)
©2018 FlatWorld 4
35. In high power distance companies, participative decision making is common
practice.
(False)
36. Nurturing (feminine) cultures are more likely to be characterized by a separation

of gender roles than aggressive (masculine) cultures.
(False)
37. Developing an openness to different experiences is a viable method to prepare

oneself for a global career.
(True)
38. To enhance their cultural intelligence, employees should become experts in one
culture.
(False)
39. Ethnocentrism is the belief that one’s own culture is superior to other cultures.
(True)
40. Ethical standards held in different societies may emphasize different behaviors
as ethical or unethical.
(True)
41. Managing diversity effectively may have different meanings in different cultures.
(True)
MULTIPLE CHOICE
Opening Section:
41. *The 1-1-1 system at Salesforce is a plan to give back 1% back to the community
of
a. employee hours, equity, and products
b. building space, equity, and products
c. employee hours, building space, and socks
d. recyclables, products, and office furniture
(a) Easy/Knowledge
42. *Rather than using the term diversity, Salesforce uses

a. parallelism
b. fundamentals
c. universal
d. equality
(d) Easy/Knowledge
43. *The goal of the Employee Resource Groups at Salesforce is

a. to analyze whom to hire
b. to have an inclusive environment so employees can bring their whole
selves to work
©2018 FlatWorld 5
c. to identify gaps in workforce hiring
d. to offer help with issues outside of work
(b) Medium/Comprehension
44. *To ensure inclusion and equality, Salesforce does all of these except
a. take action
b. identify areas for improvement
c. collect data to assess the status quo
d. bring in outside HR consultants
(d) Easy/Knowledge
45. *Between their adjustments in 2015 and 2017, how much has Salesforce spent
to correct gaps in pay at the company?
a. $3 million
b. $9 million
c. $6 million
d. $12 million
(c) Easy/Knowledge
46. *Which of these are NOT an example of a program Salesforce offers as part of
its inclusive culture?
a. Coding workshops for girls
b. Leadership programs
c. Annual equality award
d. Embedding employees in other countries to immerse them in the culture
(d) Medium/Comprehension
47. At Salesforce, the Employee Resource Groups are referred to as

a. cliques
b. ohanas
c. cohorts
d. clubs
(b) Easy/Knowledge
Section I: Demographic Diversity
48. The ways in which people are similar or different from one another is
a. culture.
b. diversity.
c. stereotypes.
d. faultlines.
(b) Easy/Knowledge
49. Which of the following laws prohibits discrimination based on race, color, sex or
national origin?
a. Age Discrimination Act
b. Americans with Disabilities Act
c. Family and Medical Leave Act
d. Title VII of the Civil Rights Act
(d) Easy/Comprehension
©2018 FlatWorld 6
50. Which of the following is NOT a benefit of effective management of diversity?
a. Greater creativity in decision making.
b. Better service to customers.
c. Higher productivity of operations.
d. More satisfied workers.
(c) Medium/Comprehension
51. Which of the following statements on the benefits of effective management of

diversity is INCORRECT?
a. Diverse workforces lead to higher-quality decisions.
b. Diverse workforces create cheaper products.
c. Diverse workforces lead to lower litigation costs.
d. Diverse workforces have led to higher stock prices for firms.
(b) Difficult/Synthesis
52. Research on diversity in the workplace substantiated all of the following benefits
to firms EXCEPT:
a. The presence of faultlines increases cohesiveness at work.
b. Award-winning diversity management programs lead to higher stock
prices for their companies.
c. In companies with a growth strategy, there is a positive correlation
between diversity in the firm and company performance.
d. Diverse teams make higher quality decisions.
(a) Difficult/Comprehension
53. The similarity/attraction phenomenon may explain which of the following?

a. Minorities are hired as often as their Caucasian counterparts.
b. Individuals with disabilities are hired as often as those without disabilities.
c. Women do not earn salaries as high as that of their male counterparts.
d. Women and men have equal access to mentoring opportunities.
(c) Medium/Evaluation
54. Demographic traits make up a part of

a. deep-level diversity.
b. cultural diversity.
c. collective diversity.
d. surface-level diversity.
(d) Easy/Knowledge
55. Surface-level diversity traits include

a. values.
b. gender.
c. attitudes.
d. beliefs.
(b) Easy/Knowledge
56. Deep-level diversity traits include

a. gender.
©2018 FlatWorld 7
b. age.
c. attitudes.
d. race.
(c) Easy/Knowledge
57. Which of the following is a surface-level diversity trait?

a. Aggressiveness
b. Type A personality
c. Being smart
d. Being Asian
(d) Easy/Application
58. Which of the following is a deep-level diversity trait?

a. Middle-aged
b. Caucasian
c. Aggressiveness
d. Amputee
(c) Medium/Application
59. Our first interaction with individuals makes us aware of

a. Surface-level diversity.
b. collective diversity.
c. deep-level diversity.
d. value-based diversity.
(a) Medium/Comprehension
60. Which of the following statements regarding the similarity/attraction phenomenon

is INCORRECT?
a. Surface-level traits affect interpersonal interactions only after people have
known each other for a long time.
b. Early in an employee’s tenure, age, race and gender dissimilarity with
colleagues are strong predictors of turnover.
c. Employees who feel different from other employees in a firm may feel
isolated.
d. Surface-level traits are attended to because they are assumed to be
related to deep-level diversity traits.
(a) Medium/Evaluation
61. Which of the following approaches might be used to manage the

similarity/attraction phenomenon in an organization?
a. Allow new employees to decide for themselves who they work best with.
b. Provide management training programs that make managers aware of
the similarity/attraction phenomenon.
c. Develop a recruiting program based upon peer referrals.
d. Match new employees to mentors that are similar in terms of race,
gender, or tenure.
(b) Difficult/Evaluation
62. A faultline is
a. an attribute along which a group is split into subgroups.
©2018 FlatWorld 8
b. a generalization about a particular group of people.
c. the way in which people are similar or different from each other.
d. the values, beliefs and customs that exist in a society.
(a) Easy/knowledge
63. A workgroup has three Caucasian males and three African American females.
How would you categorize the faultline in this group?
a. There is no faultline in the group.
b. There will be a strong faultline in the group.
c. There will be a weak faultline in the group.
d. There will be a faultline of medium strength in the group.
(b) Medium/Application
64. If a workgroup contained three males, one over 55, one 20 and another 30 years
of age, and three females, one 50 years of age, one 30 and one 20 years of age,
how would you categorize the faultlines in the group?
a. There is no faultline in the group.
b. There will be a strong faultline in the group.
c. There will be a weak faultline within the group.
d. There will be a faultline of medium strength in the group.
(c) Difficult/Application
65. Research indicates that groups with faultlines exhibit which of the following
characteristics?
a. Teams with faultlines make more effective decisions.
b. Teams with strong faultlines are more creative.
c. Teams with strong faultlines have the potential to perform well if they can
establish certain norms.
d. Teams with weak faultlines are more creative
(c) Medium/Analysis
66. A stereotype is
a. an attribute along which a group is split into subgroups.
b. a generalization about a particular group of people.
c. a way in which people are similar or different from each other.
d. a difference in values, attitudes or beliefs.
(b) Easy/Knowledge
67. “Eskimos are bad drivers,” is an example of a

a. surface-level diversity trait.
b. faultline.
c. stereotype.
d. deep-level diversity trait.
(c) Medium/Application
68. Stereotypes
a. often lead to unfair decisions being made.
b. are never accurate descriptions of particular groups.
c. are assumptions held by only one individual.
d. are often verified prior to making decisions based upon them.
©2018 FlatWorld 9
(a) Medium/Analysis
69. The faculty of a Midwestern business school is comprised of 33 males and 4

females. The past five candidates hired have all been male. There seems to be a
(an)__________ diversity issue in this workplace.
a. age
b. race
c. religion
d. gender
(d) Easy/Application
70. Gender discrimination is prohibited by which of the following laws?

a. Age Discrimination Act
b. Americans with Disabilities Act
c. Title VII of the Civil Rights Act
d. Occupational Safety and Health Act
(c) Easy/Knowledge
71. Which of the following is NOT an explanation that has been offered to account for
the earnings gap of 19% between females and males?
a. Women lack the high-level skill sets that men possess.
b. Women have résumé gaps due to time off for childcare.
c. Women more often pursue lower-paying occupations than men pursue.
d. Women tend to negotiate less than men and when they do negotiate,
women attain lower levels of pay than men do.
(a) Medium/Analysis
72. The glass ceiling

a. is based on a faultline in the employee workgroup.
b. is the underrepresentation of women and minorities in executive and
upper level management positions of companies.
c. is an issue that was a problem until a decade ago.
d. is the result of the less effective leadership styles practiced by women.
73. Which of the following statements regarding the explanations for the glass ceiling
is INCORRECT?
a. The glass ceiling may exist for women because they lack the education
levels necessary to assume high-level managerial positions.
b. The glass ceiling may be based on the stereotype that the male
characteristic of assertiveness is necessary to manage, but women tend
to be passive.
c. The glass ceiling may exist for women because their accomplishments
are often not valued as highly as are those of their male counterparts.
d. The glass ceiling may exist for women because they are viewed as
displaying submissive characteristics in contrast to their male
counterparts who are viewed as possessing more confidence.
©2018 FlatWorld 10
74. Acme Corporation sales associates are generally attractive Caucasian college
age men and women. Individuals who work in the stock room unpacking and
readying clothing for displays are young, Asian and African American employees.
This scenario suggests that Acme may need to examine their recruiting efforts to
address __________ diversity in their stores.
a. gender
b. age
c. race
d. age and race
(d) Medium/Application
75. Which of the following statements regarding race diversity in the American
workplace is correct?
a. Highly-paid minority managers indicate that they have experienced very
few situations in the workplace where race was an issue.
b. A majority of American employees surveyed indicate that their firms are
quite effective at hiring and promoting minorities.
c. Ethnic minorities experience a slight wage gap but no glass ceiling.
d. Overt discrimination against ethnic minorities still occurs in many
workplaces.
(d) Medium/Analysis
76. Which of the following is a research finding about race diversity? According to
prior research findings,
a. African Americans are more likely to – leave a company than their
Caucasian counterparts because the firm doesn’t value diversity
b. the sales performance of Hispanics is equal to their Caucasian
counterparts.
c. Caucasian Americans are more likely to be absent from work than their
African American counterparts.
d. ethnic minorities are more likely to experience a satisfying work
environment than their Caucasian counterparts.
77. Based on employment statistics, age diversity at work will continue into the
future. Thus, the findings from research examining age diversity will become
increasingly useful in managing the workforce. Which of the following statements
about those research findings is accurate?
a. Older workers are generally stereotyped as more qualified and having
higher potential.
b. Older employees are more likely to be absent from their jobs.
c. Older workers are less likely to quit their jobs when dissatisfied at work.
d. Older workers are stereotyped as being more able to handle stress.
(c) Difficult/Evaluation
78. Age is positively correlated with the following work behaviors:

a. citizenship behaviors.
b. compliance with safety rules.
c. performance.
d. all of the above.
©2018 FlatWorld 11
(d) Medium/Analysis
79. The Age Discrimination in Employment Act

a. prohibits discrimination against employees older than 65.
b. prohibits discrimination against employees age 40 or older.
c. prohibits discrimination against employees only with regard to pay.
d. is seldom cited in lawsuits as age discrimination is largely absent from the
American workplace.
(b) Easy/Knowledge
80. All of the following are challenges of managing age diversity in the workplace
EXCEPT:
a. an age-diverse team has differing opinions on fairness than one not age-
diverse.
b. an age-diverse team has different learning styles that vary by generation.
c. stereotypes of older workers may contribute to inaccurate beliefs about
their capabilities and performance.
d. an-age diverse team offers fewer alternatives to a problem than a team
where there is limited age diversity.
(d) Medium/Analysis
81. Accommodating religious diversity in the workplace does not include

a. work schedule modifications.
b. dress code modifications.
c. work duty modifications.
d. pay level modifications.
82. The Americans with Disabilities Act

a. requires a firm to hire individuals with disabilities.
b. requires a firm to interview individuals with disabilities.
c. prohibits discrimination in employment against individuals with physical
disabilities.
d. prohibits discrimination in employment against individuals with physical or
mental disabilities if these employees are otherwise qualified to do their
jobs with or without reasonable accommodation.
83. Examples of discrimination charges filed against employers under the Americans
with Disabilities Act have included which of the following impairments?
a. back injury
b. hearing impairments
c. Aspberger’s syndrome
d. all of the above
(d) Medium/Knowledge
84. Research suggests that employees suffering from disabilities are disadvantaged
for all of the following reasons EXCEPT:
a. stereotyped as incapable of performing a job.
b. more likely to be locked into a dead end job.
©2018 FlatWorld 12
c. more likely to be employed in jobs with high skill and qualification
requirements they do not possess.
d. more likely to quit their jobs.
(c) Medium/Knowledge
85. Reasonable accommodations for employees with disabilities may include all of
the following EXCEPT:
a. modifications in employee schedules.
b. providing auxiliary equipment like telephone amplifiers.
c. physical changes to the company facilities (e.g. wheelchair ramp).
d. assignment of their essential job functions to other employees.
86. Which of the following federal laws prohibits discrimination in employment

against lesbian, bisexual, gay and transgender individuals?
a. Title VII of the Civil Rights Act
b. Family and Medical Leave Act
c. Americans with Disabilities Act
d. There is currently no federal law protecting lesbian, bisexual, gay and
transgender individuals.
(d) Easy/Knowledge
87. Research findings indicate which of the following statements about issues related
to sexual orientation in the workplace is INCORRECT?
a. Disclosing one’s sexual orientation is the key to better work attitudes for
lesbian, bisexual, gay and transgender individuals.
b. Fear of disclosing sexual orientation and its possible negative
consequences leads to lower job satisfaction among lesbian, bisexual,
gay and transgender individuals.
c. Respect for diversity in sexual orientation can be shown by written
company policies prohibiting discrimination based upon sexual
orientation.
d. In firms with benefits programs extended to lesbians, bisexuals, gays and
transgender individuals, discrimination based on sexual orientation is less
frequent and job satisfaction is higher.
(a) Medium/Analysis
88. Which of the following is an illegal interview question?

a. What was your grade point average at XYZ University?
b. Tell me about a time when you experienced conflict in a past job.
c. What are your childcare arrangements?
d. What was your salary at your last place of employment?
89. Which of the following statements regarding diversity in the workplace is correct?
a. The wage gap between Hispanic and Caucasian workers is smaller than
the wage gap between male and female workers.
b. While female workers face a glass ceiling, other minorities face no such
issue to attainment of upper level managerial jobs.
©2018 FlatWorld 13
c. Company policies requiring disclosure of sexual orientation lead to higher
job satisfaction and organization commitment among lesbian, bisexual,
gay and transgender employees.
d. Federal law requires reasonable accommodation be considered when an
employee brings up a disability.
(d) Difficult/Synthesis
90. Which of the following statements regarding diversity in the workplace is

accurate?
a. Older employees are more prone workplace injury than their younger
counterparts.
b. Women who negotiate achieve higher salaries than men who negotiate.
c. More than 92% of the Fortune 500 companies have non-discrimination
policies covering sexual orientation and gender identity
d. While employees with physical disabilities are protected by federal law,
employees with mental disabilities remain unprotected, and face routine
discrimination.
(c) Difficult/Synthesis
91. Which of the following is a valid suggestion for managing demographic diversity?
a. Approach diversity as the responsibility of everyone in the company.
b. Make the minorities already employed accountable for diversity.
c. Institute affirmative action programs with quotas.
d. Build a culture that ignores diversity.
92. Which of the following statements regarding the management of demographic

diversity is INCORRECT?
a. Diversity training programs are most successful in those firms where
there are explicit rewards for increasing company diversity.
b. Companies can support diversity by reviewing their employment
advertising to ensure that diversity is being advocated at all job levels.
c. In the most successful companies, diversity is viewed as the responsibility
of the Human Resources department.
d. Many people see affirmative action programming as a controversial way
to manage diversity because it may provide an unfair advantage to
minority members.
(c) Difficult/Synthesis
93. Which of the following groups of programs is not viewed as being part of an
overall affirmative action program?
a. broad-based recruitment
b. simple elimination of discrimination
c. preferential treatment
d. tie-breakers such that all things being equal preference is given to
minority candidates
(a) Medium/Analysis
94. The affirmative action program about which the most negative perceptions are
held is
©2018 FlatWorld 14
a. simple elimination of discrimination.
b. tiebreakers.
c. preferential treatment.
d. targeted recruitment.
(c) Difficult/Evaluation
95. At some time in your career, you may be different from others in your workplace.
Which of the following would be considered a viable piece of advice to offer
someone who is “different”?
a. Know your rights; you are protected from discrimination in employment on
the basis of race, color, sex, religion or national origin.
b. Choose a mentor who is who has more experience than you, and is more
influential within the company.
c. Don’t focus too much on relationships; instead show value through the
quality of your work.
d. Avoid networking events or interest groups that are directed toward
specific groups rather than the whole employee population.
96. *Diversity in a company can actually complicate the culture for all the reasons
listed here EXCEPT:
a. High levels of conflict and turnover
b. Low levels of team performance
c. More difficult to forma cohesive organization
d. High levels of creativity in decision making
97. *Organizations that value inclusion seek to do all of the following EXCEPT:
a. allow all voices to be heard.
b. promote minorities above all others
c. create a culture where all employees can participate full
d. remove barriers so that everyone is treated fairly
98. *A diverse work team is more likely to

a. come up with novel solutions to a problem
b. spend more money on a project
c. be unproductive
d. follow a standard decision making process
99. *Which of these is an example of a new product that suffered from a lack of
attention to diversity?
a. Guacamole-flavored Doritos
b. Stitch Fix
c. Apple’s Health app
d. Wasabi-flavored snacks
(c) Easy/Knowledge
©2018 FlatWorld 15
100. Generalization that a person has outside of their conscious awareness is a
a. unconscious bias
b. deliberate bias
c. reverse bias
d. dynamic stereotype
101. Jeff tells his boss that a member of his team, Leeanne, is having trouble keeping
up with her spreadsheet because women just aren’t as good at math. This is
a. a stereotype.
b. unconscious bias.
c. implicit bias
d. a faultline
102. Tim reads a report on a new engineering process for his firm and is surprised to
find out the author is Gemma. This is
a. calculated stereotyping.
b. a faultline.
c. similarity-attraction bias.
d. unconscious bias.
103. What brought the issue of sexual harassment to international awareness in

2017?
a. #MeToo movement
b. #Justsayno movement
c. Yes means yes campaign
d. PRIDE campaign
(a) Easy/Knowledge
104. Which of these is NOT a repercussion of sexual harassment in the workplace?

a. Long lasting depression in person who was harassed
b. Higher levels of absenteeism
c. Drop out of that industry
d. Earnings gap is reduced or closed
Section II: Cultural Diversity
105. The values, beliefs, and customs that exist in a society is

a. culture.
b. diversity.
c. power distance.
d. affirmative action.
(a) Easy/Knowledge
©2018 FlatWorld 16
106. Which of the following is not one of Hofstede’s four dimensions that explain
variation among cultures?
a. individualism/collectivism
b. introversion/extraversion
c. low uncertainty avoidance/high uncertainty avoidance
d. masculinity (aggressive)/femininity (nurturing)
(b) Medium/Knowledge
107. Collectivistic cultures are

a. cultures where people tend to define themselves as individuals and form
looser ties with their groups.
b. cultures that tend to value achievement and competitiveness as well as
acquisition of money and other material objects.
c. cultures where people tend to have strong bonds to their groups and
group membership forms a person’s self-identity.
d. cultures that tend to value maintaining good relationships, caring for the
weak and quality of life.
(c) Easy/Knowledge
108. Cultures that are comfortable in unpredictable situations and have high tolerance
for ambiguity are best described as
a. low uncertainty avoidance cultures.
b. collectivistic cultures.
c. high uncertainty avoidance cultures.
d. individualistic cultures.
109. A culture that values maintaining good relationships, caring for the weak and
quality of life is most likely a
a. a low power distance culture.
b. a masculine (aggressive) culture.
c. a high power distance culture.
d. a feminine (nurturing) culture.
110. High power distance cultures tend to

a. view an unequal distribution of power as relatively acceptable.
b. prefer predictable situations and have low tolerance for ambiguity.
c. emphasize caring for the weak and quality of life.
d. are comfortable in unpredictable situations and have high tolerance for
ambiguity.
(a) Easy/Comprehension
111. A culture categorized by high uncertainty avoidance is

a. Denmark.
b. Jamaica.
c. Greece.
d. China.
©2018 FlatWorld 17
112. Which of the following is not a culture that is characterized as feminine
(nurturing) in its orientation?
a. Norway
b. Japan
c. Sweden
d. Costa Rica
113. Which of the following cultures is most likely to be categorized as individualistic?

a. Brazil
b. Guatemala
c. Australia
d. China
114. If a collectivist was told, “Tell me about yourself.”, he might say

a. I want to be a doctor when I graduate.
b. I like playing video games.
c. I am a black belt in karate.
d. I am the third child of a doctor and a lawyer.
115. Which of the following statements is MOST likely to come from a person in an
individualistic culture?
a. “My brother caused the accident, we will cover the costs.”
b. “My parents and I live with my grandparents and an aunt and uncle.”
c. “I must decide which of the two jobs I am going to accept.”
d. “My mother and father must approve of my girlfriend before I can ask her
to marry me.”
116. Which of the following statements about collectivists and individualists is

accurate?
a. Collectivists are more generous in the assessment of their group
members while individualists are relatively more accurate in their
evaluation of group members.
b. Collectivists are equally friendly with both in-group and out-group
members.
c. Collectivists use direct communication with their in-groups at all times.
d. Collectivists are used to changing groups over the course of their lives
and are highly adaptable to new groups.
(a) Medium/Analysis
117. In cultures high in power distance

a. there is a higher degree of egalitarianism.
b. managers are believed to be more powerful and deserving of respect.
c. managers and subordinates use first names among each other in the
workplace.
d. there is higher utilization of participative decision making practices.
(b) Medium/Analysis
©2018 FlatWorld 18
118. Companies in cultures high in uncertainty avoidance
a. have a very short, simple recruiting and selection process for new
employees.
b. tend to have written employment contracts for employees.
c. have limited numbers of policies and procedures in employee handbooks
and other manuals.
d. tend to enter a large number of foreign markets.
(b) Medium/Analysis
119. Which of the following statements is true regarding the masculinity

(aggressive)/femininity (nurturing) dimension of cultures?
a. In feminine cultures, only women value maintaining good relationships,
but in masculine cultures, both males and females value maintaining
good relationships.
b. In masculine cultures, the ratio of CEO pay to other management level
employees is equal.
c. In cultures high in femininity, work/life balance programming like
telecommuting is more common than in masculine cultures.
d. There is greater separation of gender roles in feminine cultures than in
masculine cultures.
(c) Medium/Analysis
120. Angela is planning on an international business career following graduation. She

is meeting with a career counselor to ensure that she is preparing herself as fully
as she might for such a career. Which of the following pieces of advice will the
counselor offer her?
a. There is no need to learn a foreign language; English has become the
global business language.
b. Become familiar with different cultures by visiting several countries in a
short amount of time.
c. It is a good idea to plan your return, as well as planning your departure.
d. Do not show your limited understanding to locals to avoid losing
credibility.
(c) Medium/Analysis
121. Cultural intelligence is

a. the ways in which people are similar or different from one another.
b. the values, beliefs and customs that exist in a society.
c. a person’s capability to understand how a person’s cultural background
influences one’s behavior.
d. the degree to which the society views an unequal distribution of power as
acceptable.
(c) Easy/Knowledge
122. The belief that one’s own culture is superior to other cultures is
a. geocentrism.
b. ethnocentrism.
c. monocentrism.
d. polycentrism.
(b) Easy/Knowledge
©2018 FlatWorld 19
123. Which of the following statements is a good suggestion for managing cultural
diversity?
a. For the most effective international experiences, train individual
employees thoroughly in one culture before moving on to another.
b. Keep in mind that local employees in the foreign country are too
immersed in the culture to help you understand their culture. For a more
objective viewpoint, other expatriates are more useful.
c. There is a very high probability that problems experienced on an
expatriate assignment are due to cultural differences and
misunderstandings.
d. Culture changes, sometimes quickly; do not assume that what was true a
year ago is true today.
(d) Medium/Analysis
Section III: The Role of Ethics and National Culture
124. Which of the following statements regarding demographic diversity and ethics is
correct?
a. Younger employees are more upset by unethical behaviors than older
employees.
b. When judging the ethicality of hypothetical situations, women and men
use similar standards when judging the ethicality of monetary issues.
c. Younger employees tend to find negotiation tactics like bluffing to be
more unethical than their older counterparts.
d. Men and women have similar standards when judging the ethicality of
breaking organizational rules.
(b) Medium/Evaluation
125. Which of the following statements regarding cultural diversity and ethics is
correct?
a. In a study, Koreans suggested that being ethical was compatible with
being profitable.
b. In a study, American subjects viewed environmental damage as more
ethical than their Korean or Indian counterparts.
c. In a study, Americans viewed an auditing company sharing a client’s
auditing information with another client as more ethical than Russians
subjects did.
d. In a study, Korean and Indian subjects found software piracy and
nepotism less ethical than American subjects did.
(b) Medium/Evaluation
126. Which of the following statements about demographic diversity around the world
is INCORRECT?
a. In Japan, women face less of a glass ceiling than in the United States.
b. In France, a study indicated that resumes with French-sounding names
were more likely to get interviews than those with North-African–sounding
names.
c. Japan is a relatively homogeneous society.
d. Overt sexism against women is rampant in Japan
©2018 FlatWorld 20
Closing Section:
FILL IN THE BLANK
127. ____________ refers to the ways in which people are similar or different from
each other.
(Diversity)
128. *Marc Benioff, CEO and founder of Salesforce, is known for his vision for _____.
(philanthropy)
129. ______ ________ _ ___ _______ _________ ______ prohibits discrimination in

employment on the basis of race, color, sex, religion or national origin.
(Title VII of the Civil Rights Act)
130. The tendency for individuals to be attracted to similar individuals is called the
____________(similarity-attraction)
131. Demographic traits like race, gender and age are part of _________ diversity.
(surface-level)
132. Diversity in values, beliefs and attitudes is called _________ diversity.

(deep-level)
133. An attribute along which a group is split into subgroups is called a ___________.
(faultline)
134. *For human beings, it is typically _____ to communicate with others who are
similar to us.
(easier)
135. A generalization about a particular group of people, like “men never ask for
directions” is an example of a ________________.
(stereotype)
136. The fact that women earn 82% of what men earn demonstrates the _________
_________.
(earnings or wage gap)
137. The ______ __________ is the invisible barrier that prevents women and
minorities from advancing to higher and executive level positions.
(glass ceiling)
138. Requests for sexual favors or unwelcome sexual advances is _____ _____.
(sexual harassment)
©2018 FlatWorld 21
139. The Age Discrimination in Employment Act prohibits employment discrimination
against individuals age __________ and over.
(40)
140. The Americans with Disabilities Act prohibits discrimination in employment

against individuals with physical or mental disabilities if they are otherwise
qualified to do their jobs with or without _________ _____________.
(reasonable accommodation)
141. __________ __________ programs are those designed to recruit, promote, train
and retain employees belonging to a protected class.
(Affirmative Action)
142. The values, beliefs and customs that exist in a society are the _________.
(culture)
143. An American citizen working in an American company located in Japan would be

called a(n) ____________.
(expatriate)
144. ___________ ______________ are cultures where people tend to have stronger
bonds to their groups and group membership forms a person’s self-identity,
whereas ________ ___________are cultures where people tend to define
themselves as individuals and form looser ties with their groups.
(Collectivistic cultures, individualistic cultures)
145. A society that views an unequal distribution of power as relatively acceptable

would be categorized as a _______ _________ ___________culture.
(high power distance)
146. Cultures that are comfortable in unpredictable situations and have high tolerance
for ambiguity are called ________ ____________ _________ cultures.
(low uncertainty avoidance)
147. A ________ culture values achievement, competitiveness and the acquisition of

money and other material objects.
(masculine/aggressive)
148. _____________ _____________ is a person’s capability to understand how a

person’s cultural background influences one’s behavior.
(Cultural intelligence)
149. ______________ is the belief that one’s own culture is superior to other cultures.
(Ethnocentrism)
SHORT ANSWERS
©2018 FlatWorld 22
150. What are some of the benefits to employees and organizations of maintaining a
diverse workforce?
Higher creativity in decision making, better understanding and service to

customers, more satisfied workforce, higher stock prices, lower litigation
expenses, and higher company performance.
151. How can inclusion and diversity combine to be beneficial for an organization?
Inclusion not only adds the diverse culture but frees individuals to bring unique
aspects of themselves while also being treated as insiders. In organizations that
are inclusive, the organization makes efforts to ensure that all individuals are
allowed to participate in the organizational life fully, their voices are heard, and
concerted efforts are made to remove barriers to fair treatment of everyone.
Research has shown that diversity cannot become an advantage for an
organization without inclusion. Simply having diversity does not mean that the
organization is inclusive, and without inclusiveness, diversity is not sufficient to
yield positive outcomes.
152. Briefly describe the similarity-attraction phenomenon.
The similarity-attraction phenomenon is the tendency for individuals to be

attracted to similar individuals. So, individuals are more likely to have conflict with
those who differ from them with regard to demographic characteristics like race,
color, gender, etc. The phenomenon may explain some of the unfair treatment
individuals experience. For example, women tend not to be hired into higher-level
positions in the firm. To progress to those levels, they may need to have a
mentor to “show them the ropes”. But if only men are in those positions, they
would, according to the phenomenon, pick others like them, so they would
choose men. Hence, women never get the chance to be promoted.
153. Define and give an example of surface-level diversity.
Surface-level diversity includes traits that are visible to those around us and
include such demographic traits as gender, race and age.
154. Define and give an example of deep-level diversity.
Deep-level diversity includes values, beliefs mental abilities, and attitudes.
155. Define and provide an example of a faultline.
A faultline is an attribute along which a group is split into subgroups. An example

is a group of six, three older women and three younger men. This group has a
strong faultline because the group would be divided by gender and age.
156. Define the term stereotype and give an example.
©2018 FlatWorld 23
A stereotype is a generalization about a particular group of people. An example
of a stereotype is that women are poor drivers.
157. What is the earnings gap and who is most likely to be negatively affected by it?
The earnings gap is the difference in salary level between men and women or
between minorities and Caucasian males (generally). Currently, the wage gap
between men and women is that women earn 82% of that earned by men.
Minorities differ slightly from that figure with Hispanics making 74 cents for every
dollar a Caucasian male earns and African American males earning 76 cents.
158. What is the glass ceiling?
The glass ceiling is an invisible barrier that tends to keep women and minorities
at lower levels in the firm. In 2018, the number of Fortune 500 firms had female
CEOs was less than the number that had male CEOs named James. Only a
handful had African American CEOs.
159. A number of research studies have focused on older workers in the workplace.
What were some of the findings that impact the management of the workplace?
Age is correlated with higher levels of citizenship behaviors like volunteering,

higher safety rule compliance, lower work injuries, lower counterproductive
behaviors and lower rates of tardiness and absenteeism. In addition, older
people are less likely to quit their jobs when they are dissatisfied, are able to
handle stress effectively and may perform better than their younger counterparts.
160. What are some accommodations that must be made for those with religious
issues in the employment relationship?
Title VII of the Civil Rights Act prohibits firms from discriminating in employment
on the basis of religion. Employers are required to make reasonable
accommodation to ensure the practice of their religious beliefs unless it poses an
unreasonable hardship on the employer. Generally, the accommodations that the
firm makes have to do with schedule and dress code modifications.
161. What is an example of a reasonable accommodation for an individual with a

disability that a firm might make?
One reasonable accommodation has to do with access to the place of

employment. Wheelchair ramps, for example, are such an accommodation.
Other accommodations, depending on the disability, might include some
equipment that the disabled individual could use to assist him in the performance
of his job such as a telephone amplifier for those with hearing impairment,
schedule modifications, and reassignment of some non-essential job functions.
162. What is a program that can be a part of a larger affirmative action initiative?
Any of the following are possibilities: simple elimination of discrimination,

targeted recruitment, tie-breakers and preferential treatment.
©2018 FlatWorld 24
163. Define Hofstede’s individualism-collectivism dimension and give an example of
each type of culture.
Individualism refers to cultures where people define themselves as an individual

and form looser ties with their groups. An example of an individualist culture is
the United States where personal independence is valued.
Collectivism refers to cultures where people have stronger bonds to their groups
and group membership forms a person’s self-identity. An example of this type of
culture is Mexico where the family is very important.
164. Define Hofstede’s low-high power distance dimension and give an example of
each type of culture.
Low power distance is a society that views an unequal distribution of power as

relatively unacceptable. In a low power distance culture, egalitarianism is the
norm. A high power distance society views an unequal distribution of power as
relatively acceptable. An example is Turkey, where elementary and high school
students stand to greet their teachers when they enter the room.
165. Define Hofstede’s low-high uncertainty avoidance dimension and give an

example of each type of culture.
A low uncertainty avoidance culture is comfortable in unpredictable situations

and has high tolerance for ambiguity. An example is Russia, where companies
do not have rule-oriented cultures.
A high uncertainty avoidance culture prefers predictable situations and has low
tolerance for ambiguity. An example of this culture is Germany, where people
prefer structure in their lives and like rules and procedures that manage
situations.
166. Define Hofstede’s masculinity (aggressive)/femininity (nurturing) dimension and

give an example of each type of culture.
Masculinity is a culture that values achievement, competitiveness, and the

acquisition of money and other material objects. An example of a masculine
culture is Japan where there is a separation of gender roles.
Femininity is a culture that values maintaining good relationships, caring for the
weak and quality of life. An example of a feminine culture is Sweden where
work/life balance is important and work arrangements like telecommuting are
popular.
167. IBM was a pioneer in creating programs to value and develop a diverse
workforce prior to federal legislation requiring such programs. Briefly discuss one
of the programs IBM instituted that values diversity.
In 1935, IBM President Thomas Watson promised equal pay between the
genders employed by the firm. In 1943, IBM had its first female vice president.
The firm granted women unpaid leave for the birth of a child thirty years before
©2018 FlatWorld 25
the Family and Medical Leave Act; it then extended that benefit to female
employees, raising the leave to one year in the 1960s and three years in 1988.
168. Briefly discuss the task forces that IBM established under Louis Gerstner to
promote diversity in the firm, and address the masculine culture of the firm at the
time.
The eight task forces established were women and men, Asians, African
Americans, lesbian/bisexual/gay/transgender, Hispanic, Native American and
employees with disabilities. Each task force had senior and higher level
employees on it and each task force was charged with understanding how each
constituency felt so they could be made to feel welcome at IBM. Each task force
conducted meetings and surveyed employees to arrive at key factors related to
each group. The key factors did not have to be based in reality; if employees
perceived the issues to exist, IBM designed a program to address it.
ESSAY
.
169. Why would companies consider implementing diversity programs?
There are a number of different reasons for such programming, but some of the
benefits of diversity initiatives include:
Higher creativity in decision making: The more diverse a group, the more options
a group considers, which leads to higher-quality decisions. This increased quality
could lead to more creative decisions that could positively impact the company’s
bottom line.
Better understanding and service to customers: The more a firm understands

about the breadth of its customer base, the more opportunity is offered for
growing a market or tapping a new market segment.
More satisfied workforce: When employees feel fairly treated, they are more
satisfied. More satisfied workers turnover less.
Higher stock prices: Companies with a more diverse workforce find that they
have a higher stock price in the days following the announcement of diversity
initiatives.
Lower litigation costs: If a firm is being fair to its employees, there is no need for
employees to file complaints against the firm for discriminating against them with
regard to federal law. Obviously a lack of complaints saves substantial litigation
fees.
Higher company performance: Those firms managing diversity effectively tend to

perform better.
170. Michael is a new manager for a Fortune 500 firm. He is preparing for his first
assignment, which is to complete a diversity audit of his firm. What are some of
the areas he should consider for assessment?
©2018 FlatWorld 26
A number of demographic groups can be investigated in the firm. However, some
of the major groups include: gender (what is the number of women in executive
or higher level management positions, are there pay differences between women
and other groups in the firm); race (again what is the number of minorities in
upper management positions in the firm and what is their pay rate); age (how are
older workers treated, are they stereotyped); religious (what accommodations are
made for religious beliefs); disabled (what accommodations need to be made)
and sexual orientation (are same sex benefits offered).
171. You are being interviewed for a position in a financial services firm. The last three
questions that the interviewer asked of you have been illegal questions. What
can you do?
Some options:
Continue to refuse to answer and maybe even point out the illegality of the
question.
Answer shortly and then change the subject.
Answer the intent of the question, not the actual question.
Evaluate the situation and what is in your best interest
Walk away from the interview.
172. You are an organizational behavior consultant who has been brought into a firm
to present some best practices with regard to managing demographic diversity.
What are some best practices you could present to the firm’s executives?
Build a culture that respects diversity. All levels of the firm must support diversity.
Make managers accountable for diversity.
Institute diversity training programs.
Review recruitment practices and ensure the firm is targeting a diverse candidate
pool.
Consider affirmative action programs to enhance diversity.
173. You are an advisor for international business students. You are meeting with
freshmen business students this afternoon. What are some recommendations
you could make to these students to prepare them for global careers?
Answers will vary but some general responses are:
Learn a language.
Immerse yourself in different cultures.
Develop an openness to different experiences.
©2018 FlatWorld 27
Develop a strong social support network.
Develop a sense of humor.
Plan your return from a foreign assignment to avoid reverse culture shock.
174. You are an organizational behavior consultant who has been hired to present a
training seminar to managers in a Fortune 500 firm about suggestions for
managing cultural diversity in the firm. What are some of the topics you will
consider presenting during the seminar?
Help employees build cultural intelligence; companies are very diverse now and
the more cultures you can understand the better prepared your firm will be.
Avoid ethnocentrism.
Listen to locals.
Recognize that culture changes.
Do not always assume that culture is the problem.
175. What lessons do the IBM diversity management task forces offer to other firms?
Answers will vary but some general thoughts include: IBM’s success with
diversity management suggests that other firms should consider implementing
similar programs. IBM has tripled the number of female executives, doubled
minority executives and increased those categorized as lesbian, bisexual, gay
and transgender seven-fold. IBM has seen this program to be a competitive
advantage. Using the information from the task forces, IBM introduced programs
to enhance networking activities for women and Asians, and helped retain
African Americans.
©2018 FlatWorld 28
Another random document with
no related content on Scribd:
The Project Gutenberg eBook of A primal woman
This ebook is for the use of anyone anywhere in the United States
and most other parts of the world at no cost and with almost no
restrictions whatsoever. You may copy it, give it away or re-use it
under the terms of the Project Gutenberg License included with this
ebook or online at www.gutenberg.org. If you are not located in the
United States, you will have to check the laws of the country where
you are located before using this eBook.
Title: A primal woman
Author: H. De Vere Stacpoole
Release date: March 13, 2024 [eBook #73158]
Language: English
Original publication: New York: Street & Smith Corporation, 1919
Credits: Roger Frank and Sue Clark
*** START OF THE PROJECT GUTENBERG EBOOK A PRIMAL

WOMAN ***
A Primal Woman
By H. de Vere Stacpoole
Author of “The Beach of Dreams,” Etc.
Something about the female of the species which most of

us appreciate but seldom realize. It is a tragedy of first
principles, but a tragedy that leaves us satisfied.
Utara lies northeast of Clermont Tonnerre, a high island out of trade

tracks and the most lonely and beautiful in the Pacific.
Lygon sighted it first at dawn one clear, almost windless morning
and from the deck of the Sarah Dodsley, a whaler, a year out from
New Bedford.
They had taken the westward trail by Cape Verde round the Horn
to New Zealand and up by the Kermadecs and then between the
Gambiers and Low Archipelago. They were half full of oil, and an
offense to the freshness of the morning, and Lygon, as he stood on
the greasy deck with the perfumed land wind blowing on his face and
the first rays of the sun touching the twin peaks of Utara, thought he
saw paradise.
He was a gentleman, and whatever crime or foolishness had
pursued him to New Bedford and chased him aboard the Sarah
Dodsley had been paid for during the last year. The smoke of the try
works, the hazing of the Yankee captain—no honest old whaling
captain, but a slim, dried, sandy-haired east coaster—the clank of
the cutting tackles, the very voices of his companions, had
embittered his soul.
The Sarah Dodsley had run out of wood, that was why Captain
Sellers had brought her up to Utara, but he had no intention of
entering the lagoon. He hove to outside the reef and ordered three
boats away, under the direction of the first mate.
Lygon was in the mate’s boat.
They found the break in the reef and entered the lagoon on the
swell of the incoming tide. The level rays of the newly risen sun lit
the white beach down to which trooped the trees—breadfruit and
pendanus, artus and cocoa palms—overshot with flights of colored
birds and whispered to by the morning wind.
On the beach where ten-inch waves were falling, half a dozen
natives stood watching the oncoming boats, and now from a frame
house half hidden in the grove to the right came the figure of a tall
old man, a European, dressed in white clothes and carrying a gun
resting on the crook of his arm.
The people of the island showed no sign of welcome to the
newcomers, and as the boats beached they drew off to the right and
stood silent, observant, and without motion in the shade of the trees.
“Friendly crowd,” said the mate. “Guess they don’t like whalers.
Now, boys, out with the axes and look lively. Follow me, and you,
Brown, stick to the boats and see those Kanakas don’t get handling
the gear. If you have any trouble give a blow on this whistle.”
He handed over the whistle and, leading the axmen, walked up
the beach and vanished in the woods.
Brown was the name Lygon was known by on the Sarah Dodsley .
Lygon had made his plan even as they were crossing the lagoon.
He had expected to be among the woodcutters and he had planned
to escape the moment they were among the trees. The post of boat
tender made the thing more difficult, for the island crowd, headed by
the old man with the gun, were watching him and seemingly with no
friendly eyes.
He was not a moment in making up his mind. Leaving the boats to
look after themselves, he walked up the burning white beach toward
the Kanakas. As he came he noticed that the old man shifted his
hold on the gun.
Within speaking distance he halted.
“What is it you want?” asked the man with the gun. He spoke with
a French accent and Lygon, close to him, now took heart. Here was
a man of his own class, a fine type of Frenchman, upstanding for all
his years, and with a level, open gaze that compelled trust from all
but the untrustworthy.
“I want to escape,” said he, speaking in French. “That ship is a
whaler. I have been on her a year, and it’s either escape or death for
me.”
“You are English,” said the other, “though you speak my language
well, and a gentleman. What brought you on board her?”
“Foolishness,” said Lygon.
The old man was silent for a moment, gazing at him as if he would
read his very soul. Then he spoke.
“We have had two whalers here,” said he, “and we want no more.”
“I can well understand that,” said Lygon.
“Those men are even now cutting down our trees without
permission,” said the other. “Let them go beyond that——” He
slipped his hand on the gun stock. It was a Winchester repeater.
Lygon nodded.
“They take even the lives and liberty of men,” said he, “just as
they are taking your trees. You can understand why I want to
escape.”
“My name is Captain Charles Jourdain,” said the old man, “and
yours?”
“George Lygon—that is my real name—on board that ship of the
infernal regions I was known by the name of Brown.” The old man
looked at him again long and thoughtfully.
Then he turned on his heel. “Follow me,” said he.
Lygon followed him among the trees toward the house. As they
passed the house door a little girl came out, the prettiest child in the
world, a half-caste, with a flower of the scarlet hibiscus showing in
the dusk of her hair.
“My little daughter,” said Captain Jourdain. Then to the child:
“Kineia, the bad white men are still here. Listen, they are cutting our
trees. Here is one we must hide from them. Should they come here
you will say nothing of him.”
“Nothing, father,” said Kineia, gazing at the stranger with wide-
pupiled eyes.
The captain led the way round to the storehouses. He was the
sole trader on this island, working the business with his own
schooner and through an agent in San Francisco. He passed the go-
downs where copra was stored and led the way to a building behind
them where he kept trade goods.
“You will be safe here,” said the captain, unlocking the door, “and
Kineia will bring you some food. You could, of course, hide in the
woods, but it is safer here—with the key in my pocket.”
Lygon went in and the captain turned the key on him.
Just at that moment the Yankee mate, coming out on the beach
from among the trees, found Lygon gone. He was about to raise a
hue and cry and call off the wood parties for a search, then he got
command of himself. To search these woods would take a week, and
if Lygon’s escape were known it might set an example to the others
and half a dozen men might be lost. So instead of making a fuss, he
told the others that “Brown” had been sent off to try and get fruit.
They did not know the truth of the matter till the wood was aboard
and the Sarah Dodsley’s stern was turned to Utara, dark against a
blazing sunset.
II.
Never did a man fall on his feet more surely than Lygon.
Captain Jourdain had lost his wife only the year before and he
was in need of a friend. He had married a native woman fourteen
years ago and being a straight, simple-minded man with an idea,
somehow, that Kanakas have souls just the same as Christians, and
that love once found is the only thing worth finding, and the only
thing worth guarding, he had stuck to her faithfully as she to him.
Now when a white man marries an island woman he marries a
woman with a past, a being with an ancestry as remote from his as
Sirius from Rigel. Nalia, the wife of Captain Jourdain, and the mother
of Kineia, a tender-eyed, gentle, soft-voiced woman, had exhibited
this fact once in a flash. A ruffian named Havermuth, who had been
fired off a ship and had become at once the beach comber and terror
of the island, had gone for Jourdain with intent to kill. He had got the
captain down and was trying to gouge when a tiger cat intervened. It
was Nalia, and she was armed with Havermuth’s knife that had been
dropped in the struggle, and the feel of the knife dividing his lumbar
muscles and abdominal aorta was the last thing Havermuth knew.
Jourdain often thought of that and of how a European woman
would have acted in the same situation—screamed, most likely, and
run for help that would have been too late in coming. He had loved
Nalia before, but after that he worshiped her, and when she died his
worship was transferred in part to Kineia. Kineia took after her
mother, the same hair, the same eyes, the same soft voice, the same
mysterious charm, heightened, in some curious way, by the touch of
European in her. She had the direct gaze of her father, and she
spoke French without any clipping of the words, and like her father
she seemed to take to the newcomer from the first, so that in a few
months they were like one family, Lygon helping in the work of
superintending the copra getting and sharing Jourdain’s house.
“It is good you have come,” said the old man one evening, as they
sat on the veranda watching a canoe putting out for fishing, “but the
hard work will not begin till my ship comes in. Then we will all be
busy—I do not know how you will like it, but you shall be paid.”
“Oh, I’m not afraid of work,” said Lygon, “and I’m not thinking of
payment. It seems to me that I have a big debt to wipe off before I
talk of payment.”
“We will see,” said Captain Jourdain.
In the long run payment was not talked of; the captain gave Lygon
a fourth share in the business and Lygon earned it. There was plenty
to do. The Haliotis was the name of Jourdain’s schooner, and every
time she called there was endless work writing letters to the San
Francisco agent, taking tally of trade goods, going over accounts as
to payments of crew, and so forth, to say nothing of the business of
getting the copra on board.
At the end of a year Jourdain had proved Lygon and found him
trustworthy, and he raised his position to an equal partnership with
an equal share in the business.
“I have no relations,” said Jourdain, “no one but Kineia and you.
Captain Morris of my schooner is a good man, but he is almost a
stranger to me, though I have known him some years—some men
are like that; one never gets to know them beyond a certain point.
You have become to me almost as a relation. When I am dead, if we
go on as we are going, perhaps you will have the whole business.”
“I hope that will never be,” said Lygon, and he meant it.
One day at the end of the second year the old man took Lygon by
the arm and walked him off into the woods till they reached a
charming spot, where a seat had been placed under a breadfruit
tree, and with a view of a little leaping cascade and a glen wonderful
with ferns.
“I want to speak to you about Kineia,” said the captain.
Lygon’s color rose.
“You have made her love you.”
“I love her,” said Lygon.
“That goes without saying,” replied the other. “What is on my mind
is this—are you worthy of her? She is all to me, more than life, and I
shall die soon. I have known you two years and I would trust you
with my last sou. Can I trust you with Kineia? It is a father that is
speaking, and I ask myself, are you worthy of her?”
“No,” said Lygon, “I am not. But she is worthy of the love I have for
her. For her I would let myself be cut in pieces.”
Jourdain nodded as though to say, “I hear—and I believe.”
Then Lygon went on.
“I want to tell you everything. You asked me the first day I met you
what brought me on board that whaler, and I answered,
‘Foolishness.’ I did not lie, but my foolishness led me further than
most men go. I killed a man in a fight in a gambling den of New York.
He was a German Jew. The quarrel was about money, and I was
excited with drink and he struck me, then I struck him. I am a
powerful man, and the blow took him on the point of the chin and
broke his neck. I can see him still as a man held him up on one
knee. He was quite dead. Then before they could seize me I jumped
from a window. It was a hot night and the window was open and the
room on the ground floor. I reached a yard and then a street. It was
on the East Side. I had luck and got clear away on board a ship
bound for New Orleans. I kept to the sea for a year and then found
myself in New Bedford, where I joined that whaler. I tell you this
because I love Kineia. It is the only thing the world has against me.”
Jourdain was silent for a moment. Then he spoke: “You did not
mean to kill.”
“I did not, but if they had caught me I might have paid the penalty,
for that crowd would have sworn anything.”
“Are you a gambler?”
“No. I have gambled, but I am not a gambler.”
“And you do not drink?”
“No. I hate drink.”
Again the old man was silent, his eyes resting on the little cascade
and his thoughts far away.
“That was four years ago,” said he at last.
“Yes.”
“And in New York. They will not be looking for you now, and if they
were they would not find you—the Pacific is wide, the islands are
many. Ah, well, many a man has done worse, but I am glad you told
me. I believe in you and I trust you. You shall marry Kineia. For the
last year the thing has been growing in my mind. I have said to
myself: ‘Your end is approaching, and here is a man who will take
care of Kineia if he only learns to love her and if he proves worthy of
her.’ That is what I have said. And I have said to myself: ‘You will
make a will and every sou you possess they shall possess—
schooner and all.’ I made that will last night. It was attested by
Ramura and Tonga. It is in my bureau. Had this interview not been
satisfactory, I would have torn it up and I would have said to you:
‘Lygon, my friend, take half I possess, if you will, but leave this
island.’ There remains only one thing. You love Kineia, does she love
you?”
“She does,” said Lygon.
The Haliotis was due to call in a week’s time, and when she put
into the lagoon Captain Morris found some business awaiting him
other than discharging cargo. He was called upon to officiate at the
marriage of Lygon and Kineia.
A month later Jourdain, who had prophesied his own end, died.
He died of no special disease. He had lived long enough and he
wanted to rejoin Nalia and his mind was at ease about Kineia. His
business in life was over. He lost clutch of things—and retired.
Had he not been happy and sure about Kineia’s future, he might
have gone on a for a considerable time just for her sake.
III.
One day, a year after his marriage, Lygon found himself alone out
on the reef. He had paddled over in a canoe and, leaving her tied up,
had taken his seat on a lump of coral. Pipe in mouth, he was
watching the breakers coming in, great green rollers filled with the
movement of life and the perfume of the heart of the sea.
In contrast with the quiet island beach here, there was uproarious
life. The coral shook with the thunder of the breakers and the gulls
cried and the wind blew, bringing the spindrift of the ocean, and
mixing the voice of the undertow with the bourdon note of the waves.
Lygon who had landed on the island a penniless outcast was to-
day rich. Jourdain’s invested money came to nearly ten thousand
pounds. There was, besides that, the schooner, the pitch, and a
going business. He had for wife one of the most beautiful women in
the world, and the island was a paradise.
Was he happy? He was happy, but not quite contented. The call of
civilization had come to him. He had begun to hear the roar of
streets in the roar of the reef, and to wish for a change. Just a few
months’ change. The Haliotis was due—overdue by some days—
and he had determined to take Kineia with him when the schooner
sailed next and, leaving the place in charge of Taro, make the run to
San Francisco.
They would only be a few months away, so he told himself.
Kineia had agreed. She showed no enthusiasm over the business.
At heart she disliked it, but his wish was her law.
Suddenly Lygon rose to his feet and shaded his eyes. Away, far
away against the sky line lay a fleck, spar-white in the sun dazzle,
now almost invisible, now clear. It was the top canvas of a ship. It
was the Haliotis . He knew that instinctively and at once. He
watched, but the speck did not change. He turned away and, walking
along the coral, did not look again for five minutes, then when he
looked it had grown larger. She was coming with the wind that was
breezing up fresh from the nor’east, and leaving the reef he paddled
over to the island beach in search of Kineia.
She was seated in the veranda of their house engaged in
needlework, and telling her that the schooner was in sight he went
off to smarten himself.
He always put on his best clothes to receive the Haliotis. It was
part of the ritual which included Californian champagne and palm
salad at the dinner given to the captain.
It was after four when the Haliotis entered the lagoon, and spilling
the wind from her sails dropped anchor a few cable lengths from the
beach.
Then a boat put off.
Lygon, standing beside Kineia, shaded his eyes. He was looking
at the man in the stern sheets of the boat.
“That’s not Captain Morris,” said he. “What on earth has
happened to the cap?”
The man in the stern sheets was certainly not Morris. He showed
a sick, white face under his sun helmet, and as the boat beached
and he scrambled out, Kineia instinctively drew back a step. The
appearance of the stranger did not please her.
As for Lygon, he stood as if turned to stone. The man before him
was Packard, the one man in all the world he dreaded, the man with
whom he had gone that night to the gambling house in New York.
He had often wondered what had become of Packard.
The recognition was mutual.
“Hello!” said Packard. “Why, it’s you.”
“This is a surprise,” said Lygon.
Packard glanced round at the trees, at the beach, at Kineia. Then
he laughed.
“Well, this is a start,” said he. “I’m your new captain. Morris is
down with a dropsy—won’t be any more use for the sea, and I took
on the job for one voyage. Never recognized you in the name,
though it’s not a common one. Your agents gave me the job. How on
earth did you come here?”
“It’s a long story,” said Lygon. “I’ll tell you some time. This is my
wife. Kineia, this is Captain Packard.”
Then Lygon led the way up to the house, where the two men sat
in basket chairs and talked while Palu, the maid, served them with
drinks and Kineia went off to see about preparations for dinner.
IV.
That night, as Kineia lay awake, she heard them talking in the
room below and once or twice she heard her husband’s voice raised
sharply, as if in anger.
Then he came to bed, but not to sleep, and in the morning he was
a different man from the man she had always known, heavy-eyed,
depressed, and listless.
Packard, on the contrary, seemed more fresh of color and more
bright of eye than when he had landed.
He got off immediately after breakfast to see about unloading and
taking in cargo, and Lygon sat in the veranda smoking.
Kineia’s heart was heavy. It seemed to her that some blight had
come to the island with this stranger, but she said nothing, and for
the three succeeding days she said nothing, watching her lord as
she might have watched him wilting under the hand of some fatal
disease.
Then on the fourth day, when they were alone in the veranda,
Kineia, who was at work on some embroidery, suddenly put it aside,
got up, and knelt down beside her husband.
“What has that man done to you that you should be like this?”
asked Kineia.
Lygon was silent for a moment. Then he spoke.
“Kineia, I am ruined. All this around us is as a dream that must go.
Kineia, I killed a man once, in anger. I escaped, but that man
Packard was present, and now I have to give him everything or he
will tell.”
“Everything?” said Kineia.
“I offered him half I possess—as well offer the gray shark half your
body when he can get the whole—no not everything. He will leave
me a thousand dollars to begin the world again with.”
Kineia was silent.
“He is going back to San Francisco on the schooner to tell—
unless——”
“Unless?”
“Unless we go with him. In San Francisco I am to sell him
everything, schooner and all, for the thousand dollars he will give
me.”
“And your money?”
“That, too, will be his.”
“Truly,” said Kineia, “his stomach is great.”
“I am bound and helpless,” said Lygon.
The weakness in his character, which prosperity had hidden, was
beginning to appear, and Kineia seemed to see it as she brooded on
him now long and fatefully.
He who had been everything was now nothing. The other man
was all-powerful.
The other man was now the possessor of all.
“Tell me how you killed that man,” said she.
Lygon told, going over the old, sordid story and emphasizing the
fact that it was really an accident.
“You did not mean to kill?” said Kineia.
“Never. It was an accident,”
“Where, then, is the harm?”
“His friends would swear that it was not, and I ran away, and even
killing by accident is what they call manslaughter over there. I would
be put in prison—for years, maybe.”
“I will think about it,” said Kineia. Her manner had grown distant
and chill, as though her mind were repelled by the weakness of
Lygon.
Next morning, Packard, the dominant man, thought he noticed a
change in the manner of Kineia. Lygon’s wife up to this had held
aloof from him; her manner seemed more friendly and inviting this
morning. Then he felt sure. He knew himself to be the better man,
and Kineia had recognized the fact.
He almost forgot Lygon and all his plans about him in this new
interest that had suddenly come into his life.
He had never seen any one so beautiful as Kineia, and his evil
mind was not a whit less evil because of the esthetic strain in it. He
could admire beauty, this man, the beauty of a sunrise or the beauty
of a woman—anything but the beauty of goodness.
He went off to his work that morning carrying the picture of Kineia
with him, and it held him while he superintended the business of
loading the copra on board.
Brown, the mate, who was helping in the work, wondered what
had come to Packard making him so silent and abstracted, he who
had been so full of life and energy the day before.
If you had told him that Packard was thinking of Kineia, he would
have laughed with a certain amount of joy at the cold douche surely
being prepared for him by that beauty.
But Brown knew nothing of the tangle of affairs or what native
blood can do under certain temptations.
Packard returning next evening found Lygon incapable of coming
to dinner. During the last few days Lygon had been taking gin to
soothe his mind; to-night he was tipsy, and as he and Kineia dined
opposite one another his snoring came distinctly from the room
above.
“My husband is ill,” said Kineia, with a little movement of disgust.
They talked in low tones during the meal and when dinner was over,
Packard, lighting a cigar in the veranda, saw Kineia in the lamplit
room going to a box that stood on a little table by the lamp stand.
She took something from it and placed whatever it was in her pocket.
Then she came out in the veranda. There was in her face something
reckless, crafty, and subtle, as though the evil spirit of the gin that
had poisoned Lygon were poisoning her, too.
“What was that you put in your pocket?” asked Packard, for want
of something better to say.
“A present for you,” said Kineia tenderly and with a little laugh.
He took her hand and she let him hold it. Lygon, whose snoring
had ceased for a moment, could be heard turning on his creaking
bed, then the snores recommenced.
A little shudder of disgust ran through Kineia.
“Come,” she whispered, “let us get away from that.”
She led the way from the veranda amid the trees. A full moon was
shining and the woods were full of light, a light green as the light of a
sea cave.
He had released her hand, and now he turned to take it again, but
she evaded him.
“I have come here to speak with you alone, not to hold your hand,”
said Kineia. “Follow me, for what I have to say must be said far away
from men and in the place where my mother’s people once
worshiped their gods. You, who say that you love me, must obey me
in this.”
“Lead on,” said Packard.
He followed as she went before him like a wraith through the
green gloom. Now a shaft of moonlight struck her and now in a
denser shadow she was almost invisible. Then came a break in the
trees and Packard saw before him an amphitheater where, in the
moonlight, great blocks of stone lay tumbled and where the steplike
tiers of seats were burst apart by tree roots.
Here Kineia stopped and turned, where the ferns grew high amid
the bowlders. This was the spot toward which she had been luring
Packard for the last two days.
“Once,” said she to Packard in a low voice, “you saw my husband
kill a man.”
Packard started. Then he laughed.
“So he has told you?” said he.
“Is it true?”
“As sure as he’s lying there drunk in the house, now, it is true.”
Kineia pondered for a moment.
“What brought you here across the sea to this island to tell me
that?” said she mournfully.
“Luck,” said Packard.
“No,” said Kineia with a sudden laugh. “Death!” And she plunged
the knife in his throat, the knife that had saved her father, in the hand
of Nalia.
He did not die immediately and she waited to make sure,
absolutely sure, and as she waited she wept for the man she loved
lying there in the house in the grasp of gin. Then when all was over
she came back, running like a mother to her child.
Lygon was sleeping peacefully now, with his face buried on his
arm. She kissed his hair, left the room, and leaving the house sought
the house of Taro.
“Taro,” said Kineia, “the strange captain sat up at our house
drinking gin. He wished to go on board his ship. I went to the beach
with him and he said he would swim. He was drunk. I tried to stop
him, but it was no use. He had not gone more than a few canoe
lengths from the shore when a shark took him. He cried once and
went down.”
“Waugh,” said Taro, rubbing his eyes. “When the belly of a shark
has taken a man there is no use in searching for him late at night. He
was a stranger, anyway.”
It was a temperance story that explained a lot of things, among
others the prohibition of alcohol on that island by order of Kineia.
Lygon, returned to freedom and sobriety and happiness, never knew.
Kineia, happy again like a joyous child, never told, and the ferns
where the old gods of Utara once held their revels are safe to keep
their secret forever.
Transcriber’s Note: This story appeared in the July 20, 1919 issue
of The Popular Magazine.

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3. Legal complaints charging organizations with discrimination have largely been

6. When discrimination complaints are filed, the Equal Employment Opportunity

7. In firms pursuing a growth strategy, there is a negative relationship between

8. The similarity/attraction phenomenon suggests that individuals are attracted to

9. Race, age, and attitudes are examples of surface-level diversity.

18. Starbucks responded to a racially-sensitive incident at one of its stores by

30. In the United States, the workforce is becoming increasingly multicultural.

31. An expatriate is an employee who is temporarily assigned to work in a foreign

34. In collectivist cultures, the importance of family is critical to understanding the

36. Nurturing (feminine) cultures are more likely to be characterized by a separation

37. Developing an openness to different experiences is a viable method to prepare

42. *Rather than using the term diversity, Salesforce uses

43. *The goal of the Employee Resource Groups at Salesforce is

47. At Salesforce, the Employee Resource Groups are referred to as

Section I: Demographic Diversity

51. Which of the following statements on the benefits of effective management of

53. The similarity/attraction phenomenon may explain which of the following?

54. Demographic traits make up a part of

55. Surface-level diversity traits include

56. Deep-level diversity traits include

57. Which of the following is a surface-level diversity trait?

58. Which of the following is a deep-level diversity trait?

59. Our first interaction with individuals makes us aware of

60. Which of the following statements regarding the similarity/attraction phenomenon

61. Which of the following approaches might be used to manage the

67. “Eskimos are bad drivers,” is an example of a

69. The faculty of a Midwestern business school is comprised of 33 males and 4

70. Gender discrimination is prohibited by which of the following laws?

72. The glass ceiling

78. Age is positively correlated with the following work behaviors:

79. The Age Discrimination in Employment Act

81. Accommodating religious diversity in the workplace does not include

82. The Americans with Disabilities Act

86. Which of the following federal laws prohibits discrimination in employment

88. Which of the following is an illegal interview question?

90. Which of the following statements regarding diversity in the workplace is

92. Which of the following statements regarding the management of demographic

98. *A diverse work team is more likely to

103. What brought the issue of sexual harassment to international awareness in

104. Which of these is NOT a repercussion of sexual harassment in the workplace?

Section II: Cultural Diversity

105. The values, beliefs, and customs that exist in a society is

107. Collectivistic cultures are

110. High power distance cultures tend to

111. A culture categorized by high uncertainty avoidance is

113. Which of the following cultures is most likely to be categorized as individualistic?

114. If a collectivist was told, “Tell me about yourself.”, he might say

116. Which of the following statements about collectivists and individualists is

117. In cultures high in power distance

119. Which of the following statements is true regarding the masculinity

120. Angela is planning on an international business career following graduation. She

121. Cultural intelligence is

Section III: The Role of Ethics and National Culture

FILL IN THE BLANK

129. __ _ _ _ _ __ prohibits discrimination in

148. _ _ is a person’s capability to understand how a