This document discusses the foundations of individual behavior and diversity in the workplace. It defines surface-level diversity as biographical characteristics like age, gender, and marital status that are easily obtained. Deep-level diversity refers to less visible characteristics like beliefs, attitudes, and experiences. The document also outlines different types of abilities including intellectual abilities like problem solving and physical abilities like strength. Finally, it notes that diversity management aims to make all employees aware of differences and that diversity experiences are more likely to lead to positive outcomes if the perceiver is open-minded and engages in thoughtful consideration of different perspectives.
This document discusses the foundations of individual behavior and diversity in the workplace. It defines surface-level diversity as biographical characteristics like age, gender, and marital status that are easily obtained. Deep-level diversity refers to less visible characteristics like beliefs, attitudes, and experiences. The document also outlines different types of abilities including intellectual abilities like problem solving and physical abilities like strength. Finally, it notes that diversity management aims to make all employees aware of differences and that diversity experiences are more likely to lead to positive outcomes if the perceiver is open-minded and engages in thoughtful consideration of different perspectives.
This document discusses the foundations of individual behavior and diversity in the workplace. It defines surface-level diversity as biographical characteristics like age, gender, and marital status that are easily obtained. Deep-level diversity refers to less visible characteristics like beliefs, attitudes, and experiences. The document also outlines different types of abilities including intellectual abilities like problem solving and physical abilities like strength. Finally, it notes that diversity management aims to make all employees aware of differences and that diversity experiences are more likely to lead to positive outcomes if the perceiver is open-minded and engages in thoughtful consideration of different perspectives.
gender, and marital status -that are objective and easily obtained from personnel records. Other Biographical Characteristics: Tenure, Religion, Sexual Orientation, and Gender Identity Ability; an individual’s capacity to perform the various tasks in a job (Intellectual & Physical Ability). Intellectual Ability; The capacity to do mental activities; thinking, reasoning, and problem solving Dimensions of Intellectual ability Physical abilities: The capacity to do tasks that demand stamina, dexterity, strength, and similar charac- teristics. Diversity Management The process and programs by which managers make everyone more aware of and sensitive to the needs and differences of others. Diversity experiences are more likely to lead to positive adaptation for all parties, if: The diversity The perceiverexperience is motivated and able to undermines consider a new stereotypical perspective on others, attitudes, The perceiver engages in stereotype suppression and generative thought in response to the diversity experience, The positive experience of stereotype undermining is repeated frequently.