Question :
Case 4.2
MGN, Inc. a Fortune 500 company that wants : 1346215
Case 4.2
MGN, Inc. is a Fortune 500 company that wants to manage its diverse workforce more effectively. HR is facilitating meetings among middle managers to communicate this idea and to gather input from the managers about the best way to accomplish this goal.
Mercedes, a Latina manager, suggests that the company does not need to do more than what is already being done. She cites the company’s previous affirmative action plan. “Also,” she argues, “we’ve given African-Americans and Asian-Americans more than enough opportunity. I tried to promote a Latino to supervisor position, and you guys (HR dept.) told me I really needed to give Kym, an African-American, the opportunity.”
Paul, a white supervisor, feels that management is management. Managing diversity is just a gimmick or a passing fad. “I’ve been a supervisor for 20 years, and I’ve found that if I treat people fairly and listen to them, things work out just fine.”
Ana, a relatively new middle-manager, is a bit more positive about the idea but has significant reservations. She feels, however, that the company really needs to give women and minorities access to the “old boys’ network.” If all the company does is conduct training and devise slogans, nothing will happen.
Finally, Rahkim, an African-American supervisor, says he doesn’t care what they do. He’s giving notice because he’s joining some other African-Americans in starting their own company. He’s been a supervisor for five years and has been passed over for promotion twice. He feels that he has experienced discrimination because he’s African-American.
71) Refer to Case 4.2. Rahkim’s statements indicate the firm’s general problem with:
A) interpersonal communication conflicts.
B) resentment towards affirmative action.
C) inadequate career growth opportunities.
D) job competition between minority groups.
72) Refer to Case 4.2. As you review the comments and thoughts of these various managers, what challenge to managing diversity seems to be expressed by all?
A) valuing diversity
B) individual vs. group fairness
C) resistance to change
D) segmented communication networks
Case 4.3
Your retail company has 80% of its stores located in downtown metropolitan areas. Your biggest stores are in communities where minorities represent 60% of your customers. Your middle-management team has been changing over time so that 50% of your managers are women and about 30% are ethnic minorities. A significant number of your hourly employees, about 35%, have served over 20 years in their respective stores and many are over 40 years of age. Top management feels that African-Americans are under-represented in the hourly workforce and in middle management. They want HR to initiate an aggressive recruitment process to address the situation.
Hispanics are the biggest minority group, besides women, in your workforce. In a discussion about where the company should target its diversity program, the CEO explains she wants to implement a training program for managers to raise their sensitivity to minorities, especially Hispanics. She also notes that there are no disabled persons in the workforce and very few Asian-Americans. Carlos, the VP of facilities, notes that he has accommodated all the Asian-American employees he can in his MIS and facility support services. He also argues that he only has about $10,000 in his budget for reorganizing display space in the stores to accommodate disabled employees and that this amount probably isn’t sufficient to accommodate a disabled employee.
73) Refer to Case 4.3. Which of the following should HR establish to complement its recruiting efforts and most likely improve retention rates for hourly African-American workers?
A) mentoring
B) job sharing
C) management training
D) technical education training
74) Refer to Case 4.3. Carlos’ comments about hiring disabled employees:
A) indicate that he understands the costs associated with ADA compliance.
B) reveal a common misconception about accommodation costs.
C) show that he is inherently prejudiced against the disabled.
D) demonstrate that he is concerned about turnover rates.
75) Refer to Case 4.3. What is a key issue for the CEO in implementing diversity training that would focus on understanding Hispanic culture?
A) Some will wonder why the program focuses on Hispanics, since this group is typically at a significant advantage due to high academic success rates.
B) Hispanics account for a small percentage of the U.S. workforce, and the group’s numbers are decreasing rapidly because of immigration reform.
C) Hispanics tend to need additional educational assistance to be competitive due to impoverished backgrounds.
D) The term “Hispanic” is a misnomer, since there are actually very diverse subgroupings of Latinos.
76) Refer to Case 4.3. Which of the following is a true statement about older workers that management should consider?
A) Older workers tend to be less motivated as they age, so they require more training and supervision than younger workers.
B) Older workers have knowledge that can benefit younger workers, so mentoring programs can improve the firm’s success.
C) Older workers have similar communication styles and work habits as younger workers, so the two groups have few conflicts.
D) Older workers are absent from work more often than younger workers because of illness, which can be costly for the firm.
77) Refer to Case 4.3. Which of the following would most likely help women at the firm advance their careers?
A) affirmative action quotas to increase available positions
B) education programs to raise their technical skills
C) senior mentors to provide strategic guidance
D) communication policies to minimize offenses
Case 4.4
Xavier has just become the head of HR at Hot Rods, Inc. He notices that the company is very homogenous, especially in light of the very diverse community in which it is located. He is surprised to find that the number of women and other minorities is quite low in all positions. As one of his first responsibilities, Xavier wants to implement a diversity program at Hot Rods.
78) Refer to Case 4.4. Xavier most likely realizes that more men than women hold leadership positions at Hot Rods, Inc. because:
A) men are more likely to exhibit aggressive behaviors and tendencies in the workplace.
B) women lack the desire to gain executive positions because of family stress.
C) men are more technologically skilled than women.
D) women focus too much on output issues.
79) Refer to Case 4.4. Xavier most likely finds that there is relatively little interaction between men and women and between minorities and non-protected class members at Hot Rods. These are clear examples of:
A) segmented communication networks.
B) the effects of the glass ceiling.
C) resistance to change.
D) competition for opportunities.
80) Refer to Case 4.4. In order to determine where biases are coming from, Xavier should consider which of the following?
A) having all new employees attend a diversity seminar
B) developing an affirmative action strategy
C) instituting an old boys’ network
D) performing a diversity audit
81) Refer to Case 4.4. Which of the following is the most important step for Xavier as he institutes a diversity program at Hot Rods?
A) adopting a narrow definition of diversity in order to not let the term become overly-inclusive
B) creating a two-day training program and requiring all employees to attend
C) involving a cross-section of employees in designing the program
D) focusing the program solely on top management
82) Refer to Case 4.4. Xavier institutes a diversity program at Hot Rods and, despite his best efforts, people make critical comments about it. Some men are complaining that more women have been hired simply because of their gender and that they lack the necessary skills to perform their jobs. This is most likely a manifestation of:
A) inclusiveness.
B) high turnover.
C) resentment.
D) cultural determinism.
