Table 3.3 (Attribution: Copyright Rice University, OpenStax, under CC BY-NC-SA 4.0 license) Meridian House International is an organization that conducts intercultural training for visitors to the United States and for Americans going abroad. (Washington: Meridian House International). I asked myself, ‘Why is he teaching me?’ In my country a professor would give the wrong answer rather than admit ignorance.” my professor told me, ‘I don’t know the answer, I will have to look it up,’ I was shocked. Even the littlest thing has to be ‘Why, Why, Why?’ I get a headache from such persistent questions.”Įthiopia: “The American is very explicit he wants a ‘yes’ or ‘no.’ If someone tries to speak figuratively, the American is confused.” Indonesia: “In the United States everything has to be talked about and analyzed. Work seems to be the one type of motivation.” Though he could see in both directions for miles and no traffic was coming, he still stopped!”Ĭolombia: “The tendency in the United States to think that life is only work hits you in the face. Turkey: “Once we were out in a rural area in the middle of nowhere and saw an American come to a stop sign. It’s almost as if an American says, ‘I won’t let you get too close to me.’ It’s like building a wall.” They are not really as close to other people-even fellow Americans-as Americans overseas tend to portray. Kenya: “Americans appear to us rather distant. They never allow themselves the leisure to enjoy life there are too many things to do.” Just watch the way they walk down the street. India: “Americans seem to be in a perpetual hurry. The following are quotations from foreign visitors to the United States: Although succeeding in a managerial position is always difficult, the job is all the harder if your coworkers, superiors, or subordinates are not supportive. A particular problem in many companies today is that of attitudes toward women as managers or executives. Similar problems arise for people from different racial or cultural backgrounds and for gender. Finally, older people tended to be transferred to other departments instead of confronted by their superiors when a problem with their performance emerged. Older people also received less attention and fewer resources for training and development. First, they gave older people lower consideration in promotion decisions. When asked to make personnel decisions concerning older people, the business students generally followed several trends. They are thought to be (1) more resistant to organizational change, (2) less creative, (3) less likely to take calculated risks, (4) lower in physical capacity, (5) less interested in learning new techniques, and (6) less capable of learning new techniques. 15 found that there are still clear stereotypes of older employees. Age stereotypes can be found throughout organizations. These traits then become emphasized and attributed to particular older individuals.Īt least three types of stereotype can be found in organizations: those dealing with age, race, and gender. For example, older people as a group may indeed be more conservative or more old-fashioned. People tend to compare other groups with their own group, accentuating minor differences between groups to form a stereotype. 14 They argue that stereotypes may be to some extent based upon fact. One explanation for the existence of stereotypes has been suggested by Jain, Triandis, and Weick. We view professors as absentminded, impractical, idealistic, or eccentric. We assume that older people are old-fashioned, conservative, obstinate, and perhaps senile. We ascribe a series of traits to them based upon the attributes of the category in which we have put them. On the basis of a few prominent characteristics such as sex, race, or age, we tend to place people into a few general categories. It is particularly likely to occur when one meets new people, since very little is known about them at that time. Stereotyping is a process in which attributes are assigned to people solely on the basis of their class or category. A stereotype is a widely held generalization about a group of people. One of the most common barriers in perceiving others at work is stereotyping. Table 3.2 (Attribution: Copyright Rice University, OpenStax, under CC BY-NC-SA 4.0 license) Stereotyping
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