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Prejudice in Organizations

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Question 2: Prejudice can be hurtful and destructive. Discuss how you can personally reduce prejudice in your workplace – please provide an example.
Prejudice has been defined by multiple authors in attempts to explore this dense subject. Oskamp (2000) states that prejudice is a consequence of perceiving others as different from oneself or one’s group. Fishbein (2002) defines prejudice as an unreasonable negative attitude toward others because of their membership in a particular group. However, Allport (1979) provides a more in depth definition; he explains that “the word prejudice, derived from the Latin noun praejudicium, has, like most words, undergone a change of meaning since classical times. There are three stages in the transformation. 1. To the ancients, praejudicium meant a precedent – a judgment based on previous decisions and experiences. 2. Later, the term, in English, acquired the meaning a judgment formed before due examination and consideration of the facts – a premature or hasty judgment. 3. Finally the term acquired also its present emotional flavor of favorableness or unfavorableness that accompanies such a prior and unsupported judgment.” (Allport. 1979, p.6)

Duckitt (1994) identified several interventions that may possibly reduce prejudice under “appropriate circumstances”. He explained that “these interventions have typically involved action at one of the three levels identified – that is, social structure and intergroup relations, social influence, and individual attitude and susceptibility.” To personally reduce prejudice at my work place, the first level identified by Duckitt (1994) social structure is not relevant since this refers to discrimination against minority – this is not the case at my workplace. The second level identified by Duckitt (1994) explained that “interventions aiming at changing individuals are broadly of two kinds. They may attempt to change, first, individual generalized susceptibility to prejudice and second, specific intergroup attitudes.” In summary, Duckitt (1994) concluded that it is extremely difficult to change individual generalized susceptibility since that involves trying to change well-established and often deeply ingrained traits, values and characteristics. Duckitt further concluded that changing attitudes however, has proven to be much easier than changing more enduring traits or characteristics by focusing on information, knowledge, awareness and understanding.

The latter approach supports the action I took to help reduce prejudice in my former organization. Ideally, the institutional prejudice theory presented by Clawson, Smith (1990) also falls within the context of intergroup attitudes as explained by Duckitt (1994). To offset this trend of institutional prejudice, I initiated two activities; an internal newsletter and gift exchange at Christmas. The newsletter presented articles on gender norms and behaviors which provided the basis for why people (men and women) behave the way they do and accepting and embracing differences. It captured birthdays, messages of condolences and achievements. Secondly, the gift exchange at Christmas allowed staff (including management) to dip for names and purchase gifts to exchange on Christmas Eve. Very unlikely pairs were formed and people sought to know more about the person before selecting a gift. These two activities significantly broke down the internal prejudices and improved staff relations.

Bibliography

Allport, G.W. (1979) The Nature of Prejudice. Cambridge, MA. Perseus Books.

Bennis, W., Spreitzer, G., & Cummings, T. (2001) eds. The Future of Leadership: Today’s Top Leadership Speak to Tomorrow’s Leaders. San Francisco: Jossey-Bass.

Cadwell, C. (2004) Leadership Skills for Managers. 4th ed. New York: American Management Association.

Clawson, J.G., Smith, B. (1990) Prejudice in Organizations. University of Virginia Darden School Foundation, Charlottesville, VA, 1990.

Dale, B. (2003) Managing Quality, 4th Edition. Oxford, UK. Blackwell Publishing Ltd.

Duckitt, J. (1994) The Sociology Psychology of Prejudice. Westport, CT:Praeger.

Fishbein, H. (2002) Peer Prejudice and Discrimination: The Origins of Prejudice. Mahwah, NJ: Lawrence Erlbaum Associated.

London, M. (2002) Leadership Development: Paths to Self-Insight and Professional Growth. Mahwah, NJ: Lawrence Erlbaum Associates.

Lord, R.G., & Brown D.J. (2004) Leadership Processes and Follower Self-Identity. Mahwah, NJ: Lawrence Erlbaum Associated.

Miller, A.R., & Schiffer M.B. (1999) The Material Life of Human Beings: Artifacts, Behavior, and Communication. London: Routledge.

Murphy, S.E., & Riggio R.E. (2003) eds. The Future of Leadership Development. Mahwah, NJ: Lawrence Erlbaum Associates.

Oskamp, S. (2000) ed. Reducing Prejudice and Discrimination. Mahwah, NJ: Lawrence Erlbaum Associates.

Pearce, N. (2013) The Leadership Lessons of Nelson Mandela. [Online] December 2013. Available from: http://www.businessweek.com/articles/2013-12-12/the-leadership-lessons-of-nelson-mandela. [Accessed: 16th January 2014]

Tekleab, A. G., Henry S.P., Seokhwa Y., Paul T.E. & Cox, J. (2008) “Are We on the Same Page? Effects of Self-Awareness of Empowering and Transformational Leadership.” Journal of Leadership & Organizational Studies 14.3.

Wharton, University of Pennsylvania. (2013) American Express CEO Kenneth Chenault: Valuing EQ over IQ. [Online] November 2013. Available from: https://knowledge.wharton.upenn.edu/article/american-express-ceo-kenneth-chenault-valuing-eq-iq. [Accessed 24th January 2014]

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