Descripciones mejoradas de Syndetics:

This text explores organisational psychology topics such as leadership socialisation and career development from a diversity perspective in order to convey the challenges and opportunities that diversity may present within these organisational domains.

Tabla de contenidos provista por Syndetics

• Preface(p. vii)
• Chapter 1 Diversity and the Workplace: Dynamic Worlds(p. 1)
• The Study of Work and Organizations(p. 3)
• The Dynamic World of Work(p. 7)
• A Dynamic Economy(p. 7)
• Dynamic Structures(p. 8)
• Dynamic Contracts(p. 8)
• The Dynamic Nature of Diversity(p. 9)
• Conceptual Ambiguity(p. 9)
• Shifting Metaphors(p. 9)
• Regional Diversity(p. 10)
• Changing Times(p. 10)
• Introduction to Diversity Dynamics(p. 11)
• Interdisciplinary Nature(p. 11)
• Need for Greater Application(p. 11)
• Outline of the Text(p. 12)
• Discussion Items(p. 15)
• Chapter 2 Recruitment and Organizational Attraction(p. 16)
• Defining and Appreciating Recruitment(p. 18)
• Recruitment and Organizational Effectiveness(p. 19)
• Kanter's Homosocial Reproduction(p. 19)
• ASA Cycle(p. 21)
• Recruiting Diverse Workers(p. 23)
• Constructing the Organizational Image: Recruitment Advertisements(p. 24)
• Recruiter Effects(p. 28)
• Conclusion(p. 30)
• Discussion Items(p. 32)
• Chapter 3 Diversity, Public Policy, and Organizational Decisions(p. 33)
• The Regulatory Environment(p. 33)
• Title VII of the Civil Rights Act of 1964(p. 34)
• Executive Order 11246(p. 37)
• Age Discrimination in Employment Act(p. 38)
• Americans With Disabilities Act of 1990(p. 39)
• Civil Rights Act of 1991(p. 40)
• Other Legislation and Documents Affecting Selection(p. 43)
• Uniform Guidelines on Employee Selection Procedures(p. 43)
• Major Supreme Court Cases(p. 44)
• Griggs v. Duke Power Company (1971)(p. 44)
• McDonnell Douglas Corp. v. Green (1973)(p. 46)
• Connecticut v. Teal (2001)(p. 47)
• Watson v. Ft. Worth Bank and Trust (1988)(p. 47)
• Wards Cove Packing Co. v. Atonio (1989)(p. 49)
• Regents of the University of California v. Bakke (1978)(p. 50)
• Where Are We Now? The Cases Involving the University of Michigan(p. 50)
• Conclusion(p. 52)
• Discussion Items(p. 52)
• Chapter 4 Socialization and the Newcomer Experience(p. 53)
• What Is Socialization?(p. 54)
• Ways of Thinking About Socialization(p. 57)
• How Is Socialization Accomplished?(p. 61)
• Training(p. 61)
• Desperately Seeking Socialization: Proactive Socialization(p. 68)
• Conclusion(p. 70)
• Discussion Items(p. 71)
• Chapter 5 Career Development: Barriers and Strategies(p. 72)
• Career Development as an Opportunity for Individual Vitality(p. 75)
• Career Development for Organizational Vitality(p. 76)
• Barriers to the Career Development of Nontraditional Employees(p. 76)
• External Barriers That Spill Over Into the Workplace(p. 78)
• Barriers That Exist Inside Organizations(p. 79)
• Lack of Opportunities for Mentoring(p. 80)
• Lack of Opportunities for Networking(p. 82)
• Strategies for Building Developmental Relationships for Career Development(p. 84)
• Suggestions for Individuals(p. 85)
• Recommendations for Organizations(p. 87)
• Conclusion(p. 88)
• Discussion Items(p. 89)
• Chapter 6 The Influence of Diversity on Group Dynamics and Outcomes(p. 90)
• Groups and the Nature of Organizations(p. 90)
• Potential Advantages of Diverse Groups(p. 91)
• Potential Disadvantages of Diverse Groups(p. 92)
• Theories That Explain Dysfunctions Within Diverse Groups(p. 96)
• Social Identity Theory(p. 96)
• Relational Demography(p. 99)
• Legacy Effects(p. 100)
• Stereotyping(p. 101)
• Stereotype Threat(p. 103)
• Self-Fulfilling Prophecies(p. 104)
• Cultural Differences(p. 106)
• Improving Diverse Groups(p. 107)
• Diversity Training and Increased Awareness(p. 107)
• Organization and Group Culture(p. 108)
• Selection(p. 108)
• Superordinate Goals(p. 108)
• Decrease Power Imbalance(p. 109)
• Encourage Nonwork Interactions(p. 109)
• Conclusion(p. 109)
• Discussion Items(p. 109)
• Chapter 7 Conflict, Perceptions of Justice, Privilege, and Diversity(p. 111)
• The Many Faces of Diversity Conflict(p. 113)
• Triggers of Diversity Conflict(p. 117)
• Competition(p. 117)
• Cultural Differences(p. 118)
• Expectations(p. 119)
• Privilege: An Overarching Theme(p. 120)
• What Is It?(p. 121)
• How Do You Know Who Has Privilege?(p. 121)
• Manifestations of Privilege in the Workplace(p. 121)
• Diversity Conflict: Good or Bad?(p. 124)
• Reducing Intergroup Conflict(p. 124)
• Cooperation(p. 125)
• Equality(p. 125)
• Intimacy(p. 125)
• Support(p. 125)
• Conclusion(p. 126)
• Discussion Items(p. 128)
• Chapter 8 Stressors in a Diverse Workplace(p. 129)
• What Is Stress?(p. 130)
• The Importance of Understanding Job Stress(p. 132)
• Stress and Individual Differences(p. 133)
• Implications of Job Stress(p. 133)
• Traditional Sources of Job Stress(p. 134)
• Task Demands(p. 134)
• Physical Demands(p. 135)
• Role Demands(p. 136)
• Interpersonal Demands(p. 138)
• Career Development(p. 138)
• Summary of Traditional Sources of Stress(p. 139)
• Sources of Stress for Diverse Populations(p. 139)
• Prejudice, Discrimination, and Harassment(p. 140)
• Solo or Token Role(p. 141)
• Social Isolation(p. 141)
• Stereotypes(p. 142)
• Affirmative Action Stigma(p. 143)
• John Henryism(p. 143)
• Bicultural Stress(p. 143)
• Intergroup Anxiety(p. 144)
• Strategies for Individuals and Organizations for Stress Management(p. 145)
• Conclusion(p. 146)
• Discussion Items(p. 147)
• Chapter 9 The Leadership-Diversity Dynamic: Breaking Barriers and Developing Multicultural Leaders(p. 148)
• Leadership and Its Role in Diversity Efforts(p. 149)
• Barriers to Leadership for a Diverse Workforce: The Glass Ceiling(p. 151)
• Evidence of the Glass Ceiling(p. 151)
• Reasons for the Glass Ceiling(p. 152)
• Strategies for Breaking the Glass Ceiling(p. 156)
• Individual Strategies(p. 157)
• Organizational Strategies(p. 157)
• Leadership for a Diverse Workforce(p. 159)
• Readiness for Multicultural Leadership(p. 159)
• Developing Multicultural Competence(p. 161)
• Emancipatory Leadership(p. 162)
• Conclusion(p. 163)
• Discussion Items(p. 164)
• Chapter 10 Diversity Orientations: Organizations(p. 165)
• Sue's Multicultural Development(p. 165)
• Cox's Acculturation Model(p. 171)
• Thomas and Ely's Diversity Paradigms(p. 173)
• Discrimination and Fairness(p. 175)
• Access and Legitimacy(p. 175)
• Learning and Effectiveness(p. 176)
• Broad Lessons(p. 177)
• Stages of Development(p. 177)
• Eliminate Assimilation and Conformity as Core Values(p. 178)
• New Thinking About Fairness(p. 178)
• Full Integration(p. 178)
• Identification and Engagement(p. 178)
• Conclusion(p. 179)
• Discussion Items(p. 179)
• Chapter 11 Diversity Orientations: Individuals(p. 180)
• What Is Identity?(p. 182)
• Identity Development Models(p. 182)
• Racial Identity Development: Blacks and Other People of Color(p. 182)
• Racial Identity Development: Whites(p. 185)
• Commonalities(p. 188)
• Identity Interactions(p. 189)
• Intersection of Individual Identity and Organizational Multicultural Development(p. 190)
• Conclusion(p. 193)
• Discussion Items(p. 194)
• Chapter 12 Conclusion: Strategies for Success(p. 195)
• Individuals(p. 196)
• Organizational(p. 196)
• References(p. 201)
• Name Index(p. 215)
• Subject Index(p. 221)

Notas de autor provistas por Syndetics

Kecia M. Thomas, Ph.D., is an associate professor at the University of Georgia where she has a joint appointment in the Departments of Psychology and African American Studies. She is also the coordinator for graduate education in the Department of Psychology. Her research on the psychology of workplace diversity spans the areas of recruitment, leadership, and career development.