Deck 14: Building Organizational Diversity Competence Through Organizational Development

Question 1

What are the three steps to develop organizational diversity competency, according to Cox and Beale (1997)?

A) unfreezing, change, refreezing
B) awareness, understanding, action
C) noticing, planning, acting
D) inaction, awareness, action

Answer 1

B

Question 2

Organizational development (OD) is typically _____ and not a/an ______ model.

A) collaborative; expert
B) expert; collaborative
C) individual-oriented; group
D) group-oriented; individual

Answer 2

A

Question 3

Laurel has been consulting with a company to build up its D&I program. She often gets employees' input on the process and encourages them to be active members of the change effort instead of doing everything herself. Laurel is using what approach to change?

A) Scientist-practitioner
B) SWOT analysis
C) Paradigm shift
D) Organizational development

Answer 3

D

Question 4

OD is

A) planned, integrated, and system-wide.
B) long-term.
C) based on behavioral science.
D) all of these.

Question 5

The initial purpose of diversity training is often

A) planning organizational change.
B) preventing or responding to harassment or discrimination.
C) increasing reputation with customers.
D) avoiding government regulators.

Question 6

Name-o Company checks on the company's D&I situation by gathering information on how demographic and other characteristics relate to issues like hiring and promotion decisions and attitudes towards diversity in the company. They also assess sources of resistance and support for change efforts. The Company is using

A) a culture audit.
B) survey feedback.
C) Appreciative Inquiry.
D) EEO statistics.

Question 7

Resistance to change

A) should be assessed as part of a culture audit.
B) may occur on individual behavior or organizational structures and processes.
C) is a typical response to organizational change efforts.
D) all of these.

Question 8

An organization tends to place minority workers with minority supervisors. This is hurting their diversity and inclusion efforts more than helping it. This illustrates

A) simple resistance by individuals.
B) complex resistance by the organization.
C) overt resistance by the organization.
D) covert resistance by the organization.

Question 9

The key difference between diversity climate and diversity attitudes is

A) climate is individual but attitudes are shared views about the organization's internal environment.
B) attitudes are individual but climate deals with shared opinions.
C) climate is focused on structure but attitudes are focused on group norms.
D) they are essentially the same.

Question 10

What factors affect advances of women and minorities in this organization? This question illustrates

A) diversity attitude.
B) diversity leverage.
C) diversity climate.
D) SWOT analysis.

Question 11

The management team at a relatively large company hopes to improve the company's D&I program. They decide to do a culture audit and then follow up with _______, which helps them tie the initiative to the bottom line and guide program changes.

A) strategic planning
B) bottom-line analysis
C) diversity climate surveys
D) SWOT analysis

Question 12

Which of the following is/are component(s) of a SWOT analysis?

A) strengths
B) opportunities
C) weaknesses
D) all of the above

Question 13

Jenny and her team start a SWOT analysis with the internal components. They are assessing

A) opportunities and threats.
B) strengths and worries.
C) organizational goals and theories.
D) strengths and weaknesses

Question 14

Survey feedback, process consultation, Appreciative Inquiry, and team building are

A) keys to strategic planning.
B) OD techniques.
C) part of a culture audit.
D) factors in alignment.

Question 15

The main point of process consultation is

A) assessing policies and procedures.
B) assessing observable processes like member roles and communication.
C) direction by the consultant of how to remedy problems based on processes.
D) improving the interfaces among organizational subgroups.

Question 16

Recent training in a company has focused on both task and interpersonal factors of work groups, beginning with setting team goals and moving to interpersonal relationships within teams. This technique is

A) organizational mirroring.
B) team building.
C) sensitivity training.
D) Appreciative Inquiry.

Question 17

Relations among interdependent work units are the focus of

A) organizational mirroring.
B) team building.
C) Appreciative Inquiry.
D) all of these.

Question 18

Two of the components of the 4D cycle used by practitioners are

A) dream and design.
B) discuss and discover.
C) develop and define.
D) diagnose and drive.

Question 19

Focus on development of new ways of thinking about an organization's strengths rather than its weaknesses is characteristic of

A) Appreciative Inquiry.
B) team building.
C) survey feedback.
D) action research.

Question 20

Vance's company has recently implemented a new system in which new management hires are often shifted between the jobs they are meant to oversee before officially taking their position as management. This process is called

A) job redesign.
B) shifting.
C) Appreciative Inquiry.
D) job rotation

Question 21

The Job Characteristics Model (Hackman & Oldham) is often used for

A) OD.
B) job redesign.
C) job rotation.
D) strategic analysis.

Question 22

Research by Kalev et al. showed that the greatest progress in diversifying organizations occurred when

A) a structure was in place with responsibility for D&I efforts.
B) managers were trained.
C) the company was a startup rather than an existing organization.
D) all of these.

Question 23

Who is most commonly considered to be responsible for change initiatives, according to a SHRM survey?

A) CEO
B) upper management
C) human resources
D) front-line employees

Question 24

The best location for D&I responsibility in an organization is

A) the legal department.
B) the HR department.
C) a cross-functional team.
D) research does not yet answer this question.

Question 25

According to Cox, Leadership, Research and Measurement, Education, and Follow-Up should be

A) aligned.
B) planned.
C) combined.
D) under the same management control.

Question 26

Employees are newly required to attend day-long D&I training but are still evaluated on the former standards for production quantity. This illustrates a problem in

A) feedback systems.
B) leverage.
C) alignment.
D) responsibility structure.

Question 27

Clarence and his team have been in the process of creating a D&I management program. They have considered the options and involved top management (issue identification) and changes have already occurred in structure and procedures of the organization (implementation). Currently, the team is focused on stability and growth of support for D&I across the organization (maintenance). Clarence and his team have followed a model called

A) Lewin's 3-stage model of organizational change.
B) SWOT analysis.
C) Full Integration Model.
D) D&I Change Model.

Question 28

The Global Diversity and Inclusion Benchmarks (GDIB) are a set of standards for

A) cross-country comparisons in successful management of D&I.
B) evaluating the overall quality of an organization's D&I program.
C) guiding step by step development of a D&I program.
D) guiding selection of structural location for D&I accountability.

Question 29

One of the four areas that the Global Diversity and Inclusion Benchmarks (GDIB) cover is

A) attract and retain people.
B) obey necessary legislation.
C) enhance customer focus.
D) prevent sexual harassment.

Question 30

The GDIB model focuses on

A) internal, external, foundational, and bridging categories.
B) steps for developing a D&I program.
C) OD interventions.
D) clarifying responsibility for D&I management.

Question 31

Why is it useful to approach building a D&I program as a case of OD?

Question 32

What does the term "organizational development" imply?

Question 33

What is action research and how could it be useful in developing a program for managing D&I?

Question 34

What is a culture audit and how could it be used in a D&I management program?

Question 35

What is diversity resistance and why does it occur? Why should diversity professionals understand it?

Question 36

What is the difference between diversity climate and diversity attitude? What is the role of either or both in a program of D&I management?

Question 37

What is a SWOT analysis, and how could it be used in implementing a program of D&I management?

Question 38

The text discusses six OD techniques. Name and describe any two, and explain how they could be used in implementing a D&I management program?

Question 39

What is meant by structural locus of responsibility, and why is it important in a D&I program?

Question 40

Explain the concept of alignment and show how it could be a problem for managing D&I in an ongoing organization.

Question 41

The text presents a model of organizational change developed by Cox (2001). Draw this model and label its major factors. Show how it can be helpful in designing and implementing a program for managing D&I.

Question 42

Suppose you are a consultant to an organization that is considering development of a D&I management program. What are some initial questions you might have and discuss with organizational leaders?

Question 43

You are newly hired as the Diversity and Inclusion officer of a medium-sized company that has only a few things in place to address D&I. How might you get started? What would be some things to assess before you begin?

Question 44

The text describes the Full Integration Model of Diversity Change (Agars & Kottke, 2004). What is this model designed to clarify, and what are its major components?

Question 45

The Global Diversity and Inclusion Benchmarks (O'Mara & Richter, 2016) are discussed and illustrated in the text. What are these benchmarks, and how can they be useful in managing a program of D&I management?

Question 46

Explain why a background in Human Resources would be useful for someone working in the area of D&I management. Why would a background in I-O psychology be useful?

Question 47

What is the difference between Diversity Training and Diversity/Inclusion Management? How do they fit together?