Diagnosing Race Relations in Management

Abstract

This paper reports the theory, process, results, and consequences of diagnosing the race relations among managers of a large industrial corporation. A four person diagnostic team consisting of a black female, black male, white female, and white male, aided by a 12-person advisory committee of similar race/sex composition, developed an organic questionnaire and administered it to more than 600 managers. Data were collected and analyzed on general race relations, management groups, hiring, advancement, firing, actions for change, and reactions to the study. Analysis showed that the state of race relations in the company was related to a variety of systemic conditions including the ideas and feelings of individuals, the perceptions and actions of key groups, and the structure of the whole organization. As a result of the diagnosis, management committed itself to an action plan that addressed all the problematic issues uncovered by the diagnosis.

Authenticity and authorship: A dilemma in diversity research'?

“…Nonetheless, no one particular demographic profile has cornered the market on insight into (a) issues faced by traditionally marginalized groups and (b) how diversity affects key organizational outcomes. Interestingly enough, Cox (2004) suggested researchers form partnerships involving members of majority and minority groups, a notion put forth previously by Alderfer, Alderfer, Tucker, and Tucker (1980). Not that I believe this is necessarily as important as it may have been nearly 20 years ago when Cox wrote his article, but it serves to illustrate the fact that everyone has the potential to contribute to the diversity literature, irrespective of their identity.…”

Measuring Black and White perceptions of racial dynamics in management

“…IA detailed report of the procedures used in developing the empathic questionnaire may be found in Alderfer, Alderfer, Tucker, and Tucker (1980). Within the total sample, white males greatly outnumbered the other three race-sex groups, and there were a few more black females than black males.…”

Power, Safety, and Learning in Racially Diverse Groups

“…Embedded intergroup theory argued that societal differences in power, status, and resources are reflected in organizational processes, group dynamics, and interpersonal interactions, privileging whites at the expense of employees of color (Alderfer et al, 1980;Alderfer & Smith, 1982). This has been echoed by many others (e.g., Linnehan & Konrad, 1999;Nkomo, 1992;Prasad & Mills, 1997;Ragins, 1997;Ridgeway & Berger, 1986;Thomas, 1989).…”

“…Our work is rooted in a perspective that understands power as central to race relations in organizations, drawing on the work of Alderfer (Alderfer, Alderfer, Tucker, & Tucker, 1980;Alderfer & Smith, 1982); Nkomo (1992;Nkomo & Cox, 1996); Ragins (1997) and others. As Linnehan and Konrad state, "Some of the most difficult problems arising among diverse workforces occur because [identity] groups are unequal in power " (1999: 399).…”