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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
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"How's the research project coming, sir?" I asked as we sipped our
drinks.
"We have a variant of the FS-flu now that sterilizes only monkeys. It
may be the weapon we're looking for." He paused and looked
mischievously at Pat. "Did you know, by the way that the original FS
virus does not cause permanent sterility in primates?"
I caught the glance and her look of dismay.
"Primates? You mean humans too?"
He nodded. I turned to Pat.
"Then you aren't sterile? You didn't tell me you had a biopsy."
This time Hallam laughed outright. "How many months have you
been away soldier?"
"My God! Pat ... you're pregnant!"
She came to me. "Yes darling. I am. I didn't want to tell you because I
might miscarry again: but I went to Ray Thorne and he says I'm doing
just fine."
"Oh baby," and I pulled her into my arms. "What a wonderful,
wonderful Christmas!"
It was after dinner. We sat around the fireplace in silence. To one side
the Christmas tree, with its tinsel streamers and glass ornaments,
threw back a shower of sparks in answer to the flames. The coffee
was finished and I savored the last drop of Drambuie slowly, letting it
bite my tongue with its pungent sweetness.
"I wonder where Harry is," Polly spoke as she looked into the fire,
absently twirling the liqueur glass in her fingers.
"Have you had any news?" I asked.
"I got a letter this morning," she replied and added after a pause.
"They left for the Chinese mainland a week ago."
The wood crackled on the hearth and the room was silent again. I
thought of the bare brown hills of China; of the squalid mud huts like
those I had known in Korea; of the lice and fleas, the filth and bitter
cold; of the snow that sprinkled the stunted brush and dusted the
stubbled rice paddies. I thought too of the death that lingered in those
dank and sweaty rooms, black holes of fear and despair.
"God help them," I said fervently and added a little prayer for myself
in the days to come.
Polly began again. "He wrote the letter on the assault landing craft
and sent it back with the Navy. Apparently they had not managed to
perfect a vaccine before they left Formosa so the party is unprotected
against the measlepox. They hope to find enough survivors on the
mainland to collect anti-serum, provided they can keep away from
Red patrols."
"It's a shame they couldn't have waited another couple of weeks," the
Chief spoke up.
"Why so?" Pat asked.
"I got news this morning that our agents in Russia have sent out more
of the vaccine, stolen by the partisans, I suppose. It should be
available in a day or so and some of it will be rushed out to the
research teams for their protection."
"Maybe they'll send another team with vaccine after the first," Pat
suggested.
"I surely do hope so," said Polly, "I'm real worried about that man."
CHAPTER 12
The ache of parting was still gnawing at my belly like a peptic ulcer
when Blackie picked me up at the airfield in a jeep.
"My goodness, Colonel, I'm relieved to see you."
"Why? What gives? I'm on time."
"Yes sir, but the operation has been advanced, you see. We leave for
Japan in the morning."
"In the morning? Oh, no!" I snorted in disgust. "Isn't that typical."
The week after our landing in Japan, we moved out again with full GI
equipment. Our enemy clothing and arms went along in sealed
wooden boxes as cargo, not to be opened again until D-day.
Ostensibly, we were replacements for the Korean Military Advisory
Group on our way to South Korea. We landed at Kimpo Air Base,
near Seoul and then moved out by truck up the road past Uijongbu
into the wooded hills south of the defense line near Kumwha. In the
twelve years since I had come down that road for the last time, the
mud and thatched villages had been rebuilt. Now the measlepox had
ravaged, once again, the stoical population. Only a few were left, the
few who perhaps had fled to the mountains and stayed there starving
but afraid until the pestilence had killed and passed on. So it was
back to a familiar land I came—a land of silent hills; of hardwood
trees standing bare and cold above the brown earth and the dead
brown leaves of the Kudzu vine; a land of little streams that thawed in
the sheltered spots as the February sun rose higher in the cold dry
air.
We trained over the steep hills, marching up faint trails where the
woodcutters once had gone. In all that wild land there was silence—
the silence of the four-footed animals who, unknown to us except by
some chance meeting, watched our slow approach. The long nights
shortened into March and then through April. Still we waited. Rains
had come now, the spring rains, forecasting the steamy monsoon of
July. In the steep valleys grass showed green and the maroon-
petalled anemones had already conceived. At last the cherries were
in bloom. It was time to go.
The troop-carrying convertiplane dropped vertically down on the
freshly prepared landing strip shortly after dark. As soon as we were
loaded it took off, wavering slightly under the hammering blast of the
jet engines, and then went up, sidling over the dark trees that
encircled the strip, and drifting down the valley like one of their lately
fallen leaves. It swung west to go out over the Yellow Sea and then
circle back into North Korea. Our rendezvous was farther to the east
in the wild country close to the railway that ran up the east coast from
Wonsan to Hungnam. Perhaps we could lose the radar in those steep
valleys. It would have been suicide to attempt it from the east, across
the Sea of Japan, right into the Siberian tiger's mouth.
An hour later we were approaching the drop zone. There would be a

moon before midnight to help us make contact, but now it was dark,
better for concealment but difficult for recognition of our landing area.
The plane slowed, the red light came on. The pilot must have picked
up the signal from our agent.
"Get ready!" I shouted. The men shifted their packs and moved their
feet to get the weight distributed.
"Stand up! Hook up! Check your equipment!" One by one I called the
time-honored signals, the ritual so necessary before the jump. By
now the air crew had the door open and I looked out. Even with my
eyes accustomed to the darkness I could see little but the dark mass
of hills below us and the rough black line where they met the horizon.
Above, the stars were bright. To the east a faint paleness marked
where the moon was hiding. I looked down again and now a tiny
green light winked up at me. It was the dropzone and the all-clear
signal. The aeroplane passed on and then came back to make its
run.
"Stand in the door!" I yelled. My hand holding the static line shook
slightly and my thigh muscles were tight with cold and adrenalin.
"GO." The red light had changed to green and the first men were out.
Shuffling from the rear the rest followed swiftly and seemed to drop
on to each other's shoulders as they went through the door. The last
man went by. I stepped behind him and in the same smooth motion
went on out. The rush of air twisted me and a momentary black cloud
blotted the stars as the tail assembly passed over. The roar faded
and I floated, weightless and almost mindless, like a baby in the
womb, while my mental clock ticked the slow seconds. "Three
thousand, four...." The snapping of elastic and the rush of risers
behind my head stopped in a sliding jerk. I looked up. Above me a
black circle swayed. It was complete; no torn canopy to worry about.
Alive now, I looked around full circle. Faintly I saw two parachutes
below and in front of me as I glanced back the way we had come. We
were dropping quickly into a steep valley, the others at a lower level
where it widened somewhat. I could see outlines of the terraced rice
fields coming up to meet me. In that warm, wet air I could have made
it standing. The chute collapsed without a protest. I struck the quick
release and stepped out of the harness. "Pretty soft," I was thinking.
"I hope the rest is like this." Where the hillside joined the terraces I
found a trail that paralleled the line of our jump. I followed it down hill.
An hour later, we were all together. The slow speed of the plane, the
low jump altitude and the lightness of the wind had kept the sticks
from scattering. Nobody was seriously hurt. We buried the parachutes
in an overhanging bank under the Kudzu and began our march down
the path. As the protected one I was now about the middle of the file.
The moon was rising and the light was strong in treeless areas. We
kept to the blackness of the shadows as much as possible and made
a reconnaissance before crossing any open space. Our progress was
slow. It must have been another hour when the line stopped
advancing. A short time later a whispered message came back,
"Send the Colonel up front."
When I got there, Blackie and Pak were talking Korean to a small
man dressed in the ragged coat and baggy pants of a peasant. Pak
introduced him.
"This is Lee Sung. He has the password and knows all about us."
I took the small limp hand Lee Sung extended. "I am Colonel
Macdonald, the Doctor. What do you want us to do now?"
"I have a place where you can stay," he replied in excellent English,
with an accent that seemed familiar, though blurred with lack of use.
"We should go there immediately."
We followed him a short distance on the same trail and then turned
up a side valley where the cultivated land rapidly rose in steps and
narrowed to a point at the little stream which had watered the crops.
There we found the remains of a small village. Hidden behind a row
of thatched mud huts that faced the fields with eyeless walls, a
narrow courtyard opened abruptly to the main house. Overhanging
wooden beams and tiled roof had protected the white paper walls of
the recessed front porch from the weather. It was the house of a rich
farmer, rich for Korea that is, and still intact.
"This is where you stay," said Lee.
Makstutis took command. "Kim, set out your perimeter guard and get
the men settled down. No lights; no smoking; no talking. I'll take a
look around."
"Yes, sir," Kim moved them away. I followed Lee, Blackie and Pak
onto the verandah of the house, stepping quietly on the wooden
planks. Sliding aside one of the paper and wood panels, we bent our
heads and entered. Crouched over a shaded flashlight, Lee traced a
map laid on the grass mat floor of a small side room.
"Here's where we are now. Here's the Imjin River and the village of
Song-dong-ni. The virus factory is less than a mile this side of the
village." He indicated the spot. "It's about twenty miles from here over
the hills."
"What are the trails like?" Blackie asked.
"There's a small trail, a bit slippery in wet weather, that climbs the
ridge behind this house. It joins a wagon road that runs down the next
valley and then you cut over the watershed to the Imjin by another
trail. That one is good in all weather."
"Is it travelled much?"
"Not now. The villages over there were wiped out by the plague. I
doubt if there is anybody left."
"How do we go about contacting the Russian who's going to give us
the virus?"
"He's not a Russian, Colonel, he's a Pole. His name is Anders and he
is the senior virologist at the factory. He is a keen botanist and it's his
custom to wander alone over the hills almost every day collecting
specimens. He carries a burp gun in case he should meet bandits
although there's little chance of that nowadays. However, it is a good
thing to remember in approaching him that all strangers are suspect. I
try to catch him on these walks of his, so it's a matter of chance and
may take a day or two to arrange a meeting. In the meantime, may I
suggest you and your white officers keep out of sight as much as
possible. Your oriental soldiers can pretend to be living here
temporarily while searching for bandit gangs."
"What about food?"
"The farmer who owned this village had a well stocked store room.
You will find it at the back of the house. There is plenty of rice, root
vegetables, pots of kimchi ... you have eaten kimchi I presume ... and
other preserved foods."
"What about the measlepox, doctor?" Blackie asked.
"I doubt if the food was contaminated. Besides we had one shot of
that Russian vaccine before we left. It's a small risk."
"I envy you Colonel. My only protection is to run away," Lee said
wryly.
"How did people survive?" I asked.
"After they became aware of the danger some took to the hills and
some small villages escaped. They kept strictly to themselves and
killed anyone who attempted to force his way into their area. I have a
small fishing vessel at Wongpo. I took it out to sea and stayed there
by myself for several weeks."
"Then you have no family?"
"No, my father was an exile in England during the Japanese
occupation. I grew up and went to college there. We came back to
our ancestral home after the World War. He and my mother died very
soon afterwards. The Communists let me stay, mostly because they
think I am sympathetic to their viewpoint and I have made myself
useful to them. An agent has no business with a family anyway," he
concluded grimly.
We talked on for some time, clearing up the details of our plans. It
was uncomfortably close to dawn when he left.
CHAPTER 13
I had a headache—a sonofabitch of a headache to put it bluntly, and
my eyes felt as if some gremlin had got in behind them and was
squeezing hard on the eyeballs. It had started as a mild frontal pain
when I was talking to Lee and I put it down to the tension of the jump
and the subsequent march to our present camp. I'd felt a little chilly
too when we got here but the nights were still cold in the hills and we
cooled off quickly after exercise. I was sure the aching in my back
was due to the pack I had carried, about seventy-five pounds of
machine gun ammunition, grenades and some medical supplies for
emergencies. But it wasn't going away and I felt lousy. I was feeling
damned sorry for myself as I went to sleep. Seconds later it seemed,
my eyes were wide open again and throbbing.
"Damn it, this won't do!" I muttered, and unzipped the light sleeping
bag we carried. "Lord, I'm hot!" I searched the aid kit shakily. Finally I
located the APC's, communist version, and then decided to check my
temperature. It was 40° Centigrade, right on the line. I translated that
into the more familiar Fahrenheit ... 104°. The bar of mercury, slaty
grey in the early light, shimmered and wavered as I tried to hold the
thermometer still.
"Hell's teeth! What a time to get sick."
I went over the various possibilities, forcing myself to concentrate, to
think as clearly as I could. It was too soon to tell. It could be malaria,
or meningitis, typhoid or typhus.... I'd had shots for those two. What
about dengue? Or old friend influenza? My mind was wandering now.
"Too soon to tell," I said, and I swallowed the APC's. "Too soon to tell
... too soon to tell ... to tell. tell. knell. hell. The silly rhymes echoed
down long empty corridors to my ears. I knew I was burning up and
getting delirious ... it felt like being drunk. Drunk? I'm not drunk ... I
never get drunk now ... nothin' to drink, drink, drink, nothin' to drink
and I'm hot. Oh God, my head! Must tell Blackie I'm sick. I have to tell
Blackie. I HAVE to tell Blackie!" It was important I knew and then I
couldn't remember what was important. I had to have water. I tried to
stand up.
There was a murmuring somewhere nearby but I couldn't locate it. It
persisted like a buzzing fly and I was annoyed. My head still hurt and
my eyes ached and I ached all over and I was hot and sticky and
thirsty and weak and that damned noise wouldn't go away. Wearily I
decided I'd have to do something about it. I tried to lift my head but
couldn't make it. I tried again and felt myself lifted. Ahead of me a
face wavered and then stabilized.
"Colonel Mac, Colonel Mac, can you understand me? Colonel

Mac...."
I blinked blearily at him. I squeezed gritty eyelids together and tried
again. It was Sergeant Jimmy Lee, my aidman. "Lee what is it?" My
mouth was dry and it was hard to talk.
"Sir, we don't know what's the matter with you. Can you tell us?"
I shook my head and it tried to fall off. Lee propped me up again.
"You've been out of your mind for three days now and running a hell
of a fever. I sponged you and gave you APC's. I even gave you a shot
of penicillin when we thought you were going to die." His young face
screwed up with worry.
"I've still got the fever, haven't I?" I muttered weakly. "It feels like it."
Makstutis came into focus beside Lee. "It's down some, Doc, but your
face was red as a tomato and your eyes are still all bloodshot. Your
urine was bloody too. Now you've got little red marks, kinda like
bruises, on your skin."
"Eyes all bloodshot ... little red marks." Somewhere a circuit snapped
shut in my head. "God Almighty! I've got Songho Fever."
"Songho Fever? What's that, Doc?"
"It's called Epidemic Hemorrhagic Fever in the States, and it hit a lot
of G.I.'s around the Iron Triangle in the Korean War."
Jimmy wasn't too young to remember. He had been in on the tail end
of that fight.
"You must have picked it up around Kumwha," he said. "There's
nothing you can do for it is there?"
"No more than you are doing now, unless the Reds have something
we don't know about." I sipped the water someone brought and lay
back.
Blackie had come in when he heard I was conscious. "Lee Sung is
back," he said. "Maybe he could get something from Anders, or better
still, get Anders to see you."
"I couldn't walk two minutes, let alone twenty miles."
"By Golly, we'll carry you," said Blackie. "Don't you worry Colonel." I
fell asleep again with his comforting hand on my shoulder.
The trek across the ridges was rough. I can't remember much of it
except the feeling of falling when the improvised stretcher tipped on
the steep slopes or someone lost his footing. By now, one of our
sergeants, another Korean War veteran named Lim On, was ill with
what appeared to be the same disease and the morale of the unit
was slipping. We had jumped a week ago and as yet had
accomplished nothing. In a deserted, half-collapsed farmhouse about
a mile from Song-dong-ni, they laid Lim and me down on piles of
straw while most of the men bivouacked in small dugouts
camouflaged in the woods beside the house. We waited for Lee Sung
to get Anders.
He arrived the following afternoon. A tall man, he looked like a
benevolent hawk, pale smooth hair, sharp nose, keen grey eyes. He
stooped under the low lintel of the hovel and stood for a while in the
semi-darkness of the tiny, paper-walled room until his eyes were
adjusted. Then he came and dropped on one knee by my side.
"You are a very sick man, Colonel," he said slowly, in precise English.
"I think I have hemorrhagic fever," I said.
"There is little doubt," he agreed as his hands searched my neck and
armpits for swollen glands. "See, the small blood spots on your
abdomen, and your eyes. And what else have you noticed?"
I gave him the story, including what Makstutis had told me about the
bloody urine.
He nodded his head. "Yes, it must be so. I cannot now prevent it, but I
can help you to get well." He took a syringe and a bottle of solution
from the small pack he carried. "Lee Sung told me. I brought serum.
Every day you must take a dose, and the other man, too. I have no
doubt he will have the same disease."
It was probably some sort of concentrated convalescent serum. I
never did find out; but it seemed to help. There was no more bleeding
and the fever dropped. Lim improved too and, fortunately, none of the
others seemed to have caught it. I was still terribly weak and
somewhat depressed but I was able to get around a bit by the end of
our second week in North Korea.
The days dragged along and my strength was slow to return. I read
and re-read the letter I had received just before the take-off from
South Korea.
"I am getting along fine," Pat had written, "in spite of feeling
somewhat bloated and clumsy, which, after all, I must expect. We had
some more news about Harry. Apparently the raiding party he was
with got ashore all right and set up their headquarters in one of the
small villages near the coast. They seem to be getting along real well
so far.
"I am so glad Polly is staying with me, we are good company for each
other. When I got the letter from General Rawlins that told me you
had left, I was relieved in a way, as I had wondered why you didn't
write. Now at least I know and I am sure you are glad that, one way
or another, it will soon be over. I don't expect to hear from you again
until your mission is completed. Darling, please be careful. The
General told me you had had shots for the measlepox, (they sent
some out for Harry's team too), so I am not quite so worried. At least
the dangers you face will be those of a soldier and you will have a
fighting chance."
"She obviously had never heard or had forgotten about hemorrhagic
fever," I thought ruefully, the pages trembling in my fever-weakened
hands.
"Dr. Hallam is often over to see us in the evenings," she continued. "I
believe he is really fond of Polly ... and she of him ... but naturally he
doesn't express such feelings. If anything happens to Harry I'm sure
he will take care of her."
"And who will take care of you and the baby if I don't come back," I
thought as I crumpled the letter and burned it. We shouldn't have
carried that last batch of mail into the airplane. It was the one
sentimental chink in our disguise. As soon as I was well enough I
checked to be sure that everyone else had destroyed all mementoes.
I was not naive enough to think that we could keep our secret if
captured, but pages of letters could be misplaced or fragments blown
away and picked up by anyone coming into the area.
The Rangers kept busy. Only one or two remained in the house to
cook and look after Kim and me. The rest lay low during the day and
reconnoitred by night so that they were soon familiar with the layout
of the virus factory and the surrounding country. They briefed me on
every trip they made until I felt I knew it almost as well as if I'd seen it
myself.
That week, Anders came three times. We always had guards posted
and, once he knew he was safe, he relaxed and talked quite volubly
in Russian or English.
"It may be fortunate for you that you have had Songho Fever," Anders
said, during one of these early talks.
"Why so?"
"The western world has not yet discovered the cause of it, but we
have."
He was obviously proud of the achievements of his laboratory, in
spite of the horrible use to which they had been put.
"It's a very simple virus, carried, as you suspected, by mites which
live on small rodents. We have now taken that virus and changed it
so that it does not require to pass through other animals as part of its
life cycle. It can now pass in droplets of sputum from one man to
another. In the process of change it has become much more virulent,
almost one hundred percent fatal, I would say, with an incubation
period of only one or two days. Also it is now extremely infectious
and, I believe, far worse than the measlepox. That is the virus we
have begun producing, in large quantities, in our factory."
"What are the symptoms of this new disease?" I asked.
"It acts much like the natural disease except for its extreme rapidity.
There is a tremendous increase in the hemorrhagic tendency, with
fatal bleeding into the gastrointestinal tract, the urinary system, or
sometimes the lungs. The victims die in shock within forty-eight
hours, as a rule."
"How do you know how it will act on human beings?" I said curiously
although I thought I already knew the answer.
"Our people are more realistic than yours," he said, quite sincerely.
"We offered men condemned to die a pardon if they lived after being
exposed to the virus. Most of them agreed."
"I'm surprised they got a choice," I said acidly.
"Our rulers have softened since the days of Stalin," he replied with a
wry smile.
"Why didn't you use it instead of the measlepox?" I asked him.
"We did not have enough, and also we did not have a vaccine against
it until recently. In fact only a few people have been protected. I am
one, and so are my helpers in the Laboratory ... and, to some extent,
so will you be for a while."
"Do you really think so?"
"We have found there is limited cross-immunity from having had the
natural fever, especially early in convalescence, but that protection
wears off rapidly."
"What do you mean by limited?"
"Let us suppose you had an accident with the vials I shall give you for
your return journey and spilled the contents on you. You would be
very ill with the fever but you would have a fair chance of living."
"Have you given the new syndrome a name?"
"Yes, a melodramatic one. We call it the bleeding death."
In the third week of our stay he came unexpectedly, late on a

Wednesday afternoon. I talked to him alone as the other officers had
gone on an early patrol. He was extremely agitated.
"I believe the counter-offensive will soon be starting," he said. "The
Americans have refused to sell any more food to us and our radio is
full of reports that the return of another wet spring in Europe and
drought in Siberia is their doing. Today we were ordered to load all
our available virus for shipment to Russia. We expect to send it
Saturday."
"How will it go?"
"In refrigerated tank cars," he replied, and seeing my amazement, he
added, "We do not have a bottling plant here. There are barely
enough immune technicians to load it and seal the containers
properly. I have been told there is an automatic bottling plant in
Siberia which can put the virus in missile warheads without human
aid, but of course I am not completely informed about these things."
"God! They must be desperate if they intend to let this thing loose on
America without being immunized themselves."
"A calculated risk, Colonel. We can produce vaccine rapidly and
protect those who matter before the disease rebounds to our lands."
"Those who matter! That's good! I'll give you three guesses who
makes the decisions."
On their return that night I called in my officers and explained the
situation.
"We must stop that stuff from getting out of here," I said at the end.
"In fact, if possible we should blow up the tank cars and let it all run
out and at the same time try to put the laboratory out of action. It
won't do much good now for us to take the virus home ... there would
be too little time to produce a vaccine against it even if we have the
formula."
"There's a railway bridge about two miles from the plant, about four
from the way we'd have to go, that crosses a deep ravine," Makstutis
said. "It's on the spur line from the main Wonsan-Vladivostok railway.
That's the only way out of this fever factory of theirs. We can put
demolition charges on that to blow when the train goes over. There's
only three or four bridge guards. I'm sure we could cut the telephone
wire and handle them before the train gets there."
"Suppose not all the tank cars are destroyed," Kim said. "Could they
use that crap again, or would they go near it?"
"Yes, they would," I said. "Some of the technicians are protected by
immunizations."
"Then somebody has to be designated to explode the tanks in case
they survive the drop," Blackie said. "And what about the train
guards?"
"You're so right!" I said. "That makes me the mouse that ties the bell
on the cat. You boys hold off the guards, I'll get the tank cars."
"Hell, Doc, you've lost your marbles!" Makstutis burst out in
amazement. "That's our job. We've got to keep you all wrapped up
like a dame in mink so you can tell them back home what's in that
lousy stuff."
I laughed at his pop-eyed indignation. "That's true ordinarily, Mak," I
said, "but this new virus is one hundred percent fatal if you get it.
Anybody who blows those tanks is likely to get some on him,
especially since they'll be damaged by the fall into the gorge. But
people who've had this hemorrhagic fever are partly protected,
especially while they are in the convalescent stage, as I am, so I'll
have to explode the tanks."
"I still don't like it, Colonel," Blackie said.
"Look, Blackie, if you get this new fever you die for sure ... and
probably all the rest of the unit will die too. Then how do I get back to
the States?"
"But if you blow it, sir, we can't bring the formula home," Kim said.
"That's true, but that's the lesser of two evils. We must destroy the
virus, and if possible the factory too, before they shoot the stuff over
to North America. If we don't, knowing the formula will be like a
condemned man knowing how he's going to be executed ... what
difference will it make?"
"Geez, Colonel, I don't know," Makstutis began.
"I do," I cut him short. "And I'm going to get those tanks. That's an
order. It's certain death for anyone else."
"Except me, Colonel." Lim On stood up as tall as five feet three would
stretch. We had forgotten him sleeping in the corner on a pile of straw
and he had heard the last part of our argument as our rising voices
awakened him. He looked about as pale as a yellow-skinned man
can, which to me seems more a ghastly green, but he was steady
enough, and determined enough to argue with me when I tried to set
him down.
"Colonel, I'm the demolitions man of the section," he persisted. "I'm
as fit as you are, and, if the Colonel will pardon me for saying so, I
know a lot more about it than you do."
"OK, Sergeant," I gave in, "I'll carry the charges and you set them."
The next day Anders was back again, his bird face no longer amiable
but haggard and harried. "The tank cars begin loading tomorrow
morning. I believe they will go out as soon as finished, which should
be shortly before sunset. The Commissar is worried about possible
sabotage and, I believe, has falsified the departure time." He
pondered for a moment and then looked at me. "Colonel, I am afraid
to stay here. May I go with you when you leave?"
"You may," I said slowly, "if you will do something else for us.
Otherwise I think it would be better if you pretend to know nothing
and stay behind." I explained our plan to wreck the train and then
added, "We will be concentrating on this attack and won't be able to
come back and pick you up. Obviously you will not be able to go with
the train after it is loaded so you could not find us. On the other
hand," I paused to estimate my man, "if we were able to have help to
get inside the camp and sabotage it, you could escape in the
confusion and come with us."
"But what about the formulae?" he asked anxiously. "Are you not
coming to get them from me?"
"We would like to have them, of course," I replied. "But it is not worth
the risk for them alone since there will not be time now for our people
to set up production facilities."
"You ask a lot of me," he said heatedly. "I could easily betray you and
stay in the factory. You could not remain here indefinitely."
I threw a trump card. "What makes you think the factory is going to
stay here indefinitely?"
His face seemed to sicken as I watched. "This means atomic
warfare," he said, "and the end of the world."
"If we have to die, you are going to die too. You have about two
weeks." I was exaggerating, actually it was two months. "If we don't
report success to our headquarters by that time, an atomic
submarine, armed with a Polaris missile with atom bomb warhead,
has orders to obliterate this whole area."
"No," he shook his head. "No—this is too much. I have had enough of
this killing. I will not betray you."
"I didn't think you would," I said drily.
"But I must come with you," he said. "I am afraid the Commissar is
becoming suspicious. Yesterday we were warned by intelligence to
expect parachuting American raiders and the political commissar was
asking me about my botanical excursions. He doesn't like me anyway
because I am a Pole, and he may have put someone to watch me
and report on my movements." I looked at Blackie and he raised his
eyebrows. Was this a shrewd guess on the part of the Russian G-2
people or had some of our rangers been picked up?
"Poor devils," I thought. "They're probably being brainwashed right
now. Time is running out on us, for sure. We must get moving right
away."
Anders was saying, "What do I have to do for you?"
I told him my plan, slowly and carefully.
"One thing more," I said, as he started to go out the door. "Don't
forget to bring samples of the viruses and vaccines with you ... and
anything else you may think important."
"I will do that," he promised. "Goodbye and good luck, Colonel."
When the sound of his steps had faded, Blackie spoke again.
"You're taking quite a chance, Colonel. He knows enough now to ruin
us all."
"Yes, I am. He is a proud man and I played on his pride as a scientist.
Deep down, he probably is ashamed of having prostituted his
discoveries for the purpose of murder, even though there wasn't
much he could have done about it. He wants to make amends and I
think he will go with us. Anyway, I could see no other way of doing it,
could you?"
I looked around the circle of officers squatting on the rice mat floor.
"We're with you, Doc," Makstutis said. "All the way, by heaven."
Three heads nodded in agreement.
CHAPTER 14
At last light we sent out a small party to set up a diversionary attack
behind the factory. There was a little gully screened by low bushes
that seemed a suitable place from which to fire. It could not be
approached in the daytime without some danger of observation. The
plan here was to bury small charges on the railway line to be fired
from the gully just after the train had passed. This would twist the rails
and prevent the engineer from backing up to the factory again. A few

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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.