Analysis of Stereotyping and its Impact on Organizations

This essay examines stereotyping within organizational behavior, defining it as the assignment of traits based on social category membership. It outlines the elements of stereotyping, including the formation of social categories, assignment of observable characteristics, and the attribution of non-observable traits. The essay discusses the merits of stereotyping, such as its role as a non-conscious energy-saving process and its utility in understanding others. However, it also highlights the problems, including the potential for inaccuracies, discriminatory behavior, and negative impacts on employee morale. Strategies to minimize stereotyping, such as meaningful interaction, diversity awareness training, and decision-making accountability, are also explored. The importance of leadership and cultural audits in addressing stereotyping within the workplace is emphasized, concluding that while stereotyping has a place, excessive reliance can lead to inaccuracies and mistreatment within the organization. The essay concludes by referencing several research papers to support its claims.

RUNNING HEAD: Organizational Behavior
Organizational Behavior

Organizational Behavior 1
Stereotyping can be defined as the process of allocating traits to people based on their
membership in a social category. It is an extension of the theory of social identity and a result of
organizing information through definite thinking. There are three elements of stereotyping.
Firstly, social categories are developed and traits are assigned that are complicated to observe.
To some extent, stereotypes are framed by personal experiences but are mainly delivered through
media images and cultural upbringing. Secondly, one or more than one social categories are
assigned to people on the basis of information that is easily observable about them such as
appearance, gender or physical location (Koch, D'Mello, & Sackett, 2015). Thirdly, non-
observable traits linked with the group are assigned to people who seem like belonging to a
stereotyped group.
It is often said that “It is better to rely on stereotypes than to enter into a relationship with
someone from another culture without any idea of what they believe in” (Mcshane, 2011) There
are a number of merits and problems of this statement. One of the merits of this statement
include that is a non- conscious energy- saving process which results in an ease in understanding
the world. On the other hand, when a relationship is entered with someone belonging to another
culture, it is hard to understand their ideas and believes (King & Bryant, 2017). The features of a
stereotype can be easily remembered than the grouping of features that are unique to everyone.
Moreover, there is always an inborn need for understanding and anticipating the manner in
which others are likely to behave. When meeting someone for the first time, there is not much
availability of information and therefore stereotypes are relied upon for the purpose of filling in
the missing pieces. Higher tendency for relying upon stereotypes are found in people having
robust requirement for cognitive closure. The merits of relying on stereotypes also include the
enhancement of self- concept (Ying Liao, Soltani, Wang & Iqbal, 2017). The process of social
identity includes differentiation which means that a person always have more favorable opinion
regarding the member of their own group in comparison with the member of some other group.
When working relationship is entered with a person belonging to other culture, diversity
management becomes necessary. Moreover, it becomes difficult to understand what is going on
in the mind of other person.

Organizational Behavior 2
For example, it is the job of the manager to meet a new person everyday who may belong to
another culture. Generally, the first thing done in such as situation is to collect the required
information regarding the culture of the concerned person and then developing cultural profile.
Such profiles are considered to be highly generalized. With the help of such profile, the use of
stereotyping is made for the purpose of making assumptions regarding believes and character of
the person (Duguid & Thomas-Hunt, 2015).
Similarly, there are some problems of this statement. It cannot be said that stereotypes are
altogether fictional but it is also not true that they are capable of accurately describing each and
every person in a social category. Another problem with relying on stereotypes is that it lays the
basis for discriminatory behavior and attitudes. The occurrence of this perceptual bias is as
systemic or unintentional discrimination where the establishment of notions related to “ideal”
person in a particular role is made by the decision makers by relying upon stereotypes (Truxillo,
Finkelstein, Pytlovany & Jenkins, 2015). Comparatively less favorable evaluation is received by
a person who does not fit the criteria of an ideal person. Therefore, the main problem with
stereotyping occurs when it turns out to be inaccurate, particularly those inaccuracies are hostile
and negative. Relying on stereotyping can even result into employment discrimination as there
can be a number of distortion and errors. It is not possible that a person perfectly fits into the
category of stereotype which can lead to the assigning of untrue traits. Moreover, stereotyping
also results in difficulty for people in altering their beliefs regarding the traits of a person that are
in conflict with the stereotype (Griffin & Moorhead, 2011).
The workplace is considered to be a place for mistreatment and abuse when people engage in
stereotypes within the organization. Some basic actions and comments are used by people for the
purpose of testing these preconceived notions. In the workplace, if such initial behaviors are not
addressed on time, then it may result in framing the opinion of employees that the culture accepts
or promotes open displays of mistreatment or discrimination on the basis of personal qualities.
The problem is only escalated by this belief (Emerson & Murphy, 2014).
Another problem with stereotyping is that it can lower the morale of the groups or individuals
impacted and have the capability of making the whole workplace toxic. Even those workers and

Organizational Behavior 3
departments are indirectly affected who are not directly involved in the stereotyping behaviors
due to low morale. The culture with toxic morale is therefore likely to lower production. In a
workplace, where stereotyping is emphasized, collaboration and teamwork becomes a difficult
process due to which the success of the company cannot be guaranteed. It does not allow putting
faith in the abilities and efforts made by others and results in the impeding of the progress of the
group. The support is neither offered nor asked for due to stereotyping in a team (Weeks, Weeks
& Long, 2017).
The activation of stereotypes is difficult to prevent, but still can be avoided or minimized in the
actions or decisions towards people. The application of stereotyping can be minimized through
three strategies namely meaningful interaction, diversity awareness training and decision making
accountability. This requires more interaction with people for the purpose of avoiding the
reliance on stereotypes. In other words, frequent and close interaction is necessary for working
towards the common goal. In that context, equal status should be provided to everyone. The
empathy of the individual is also improved towards others with the help of meaningful
interaction along with the reduction of reliance on stereotypes. The effects of stereotyping can
also minimized by way of holding the employees accountable for the decisions made by them.
Discriminatory stereotypes are relied upon in cases where less concern regarding accountability
facilitates the decision makers to involve in more inactive processing of information (Lyons,
Urick, Kuron & Schweitzer, 2015).
Leadership is considered to be the driving force of the culture of a workplace. The behavior
standards are set by the management through their own actions and words along with the
respective policies and procedures. Attention must be paid by the businesses on the existence of
stereotypes in the workplace in order to become successful and retain its knowledgeable and
productive employees (Ryan, King & Finkelstein, 2015). Moreover, cultural audits should be
conducted regularly which in turn will allow the business to effectively examine the cultural
stereotypes in the perspective of strategic objectives and mission. The attitude of the company
towards the employees, stakeholders and clients can be examined by the cultural audit. Along
with this, it can also examine the effect and nature of communication and team work,
management and employee responsibility, trust, accountability, respect and inclusion. The

Organizational Behavior 4
feedback from the employees is gathered regarding their point of view of inclusion and
suggestions are invited for making changes. Areas for changes are effectively identified by the
audit along with the ongoing programs for the awareness of employees (Rees & Smith, 2017).
Therefore, it can be concluded that stereotype is a way of bringing an ease in the process of
making judgments and perceptions regarding other people, instead of dealing with a number of
alternative and complex stimuli. Relying on stereotypes is important but too much reliance may
also lead towards inaccuracies, underestimation or overestimation in real life context. Moreover,
the statement that “it is better to rely on stereotypes than to enter into a relationship with
someone from another culture without any idea of what they believe in” has some merits and
some problems. The merit is that stereotypes assist a person at the workplace to interact
effectively with other people on the basis of certain assumptions regarding thinking and
behaviors. On the other hand, the problem with this statement is due to the inaccuracies
associated with stereotypes. It is effective only till the time it is accurate. The moment it turns
out to be inaccurate, it becomes hostile and negative. It can be minimized in the workplace by
way of adopting three strategies namely meaningful interaction, diversity awareness training and
decision making accountability. Therefore, stereotypes are acceptable in the workplace but only
to a limited extent otherwise it can even result in low employee morale and mistreatment in the
organization.

Organizational Behavior 5
References
Duguid, M.M. and Thomas-Hunt, M.C., 2015. Condoning stereotyping? How awareness of
stereotyping prevalence impacts expression of stereotypes. Journal of Applied
Psychology, 100(2), p.343.
Emerson, K.T. and Murphy, M.C., 2014. Identity threat at work: How social identity threat and
situational cues contribute to racial and ethnic disparities in the workplace. Cultural Diversity
and Ethnic Minority Psychology, 20(4), p.508.
Griffin, R.W. and Moorhead, G., 2011. Organizational behavior. Cengage Learning.
King, S.P. and Bryant, F.B., 2017. The Workplace Intergenerational Climate Scale (WICS): A
self‐report instrument measuring ageism in the workplace. Journal of Organizational
behavior, 38(1), pp.124-151.
Koch, A.J., D'Mello, S.D. and Sackett, P.R., 2015. A meta-analysis of gender stereotypes and
bias in experimental simulations of employment decision making. Journal of Applied
Psychology, 100(1), p.128.
Lyons, S., Urick, M., Kuron, L. and Schweitzer, L., 2015. Generational differences in the
workplace: There is complexity beyond the stereotypes. Industrial and Organizational
Psychology, 8(3), pp.346-356.
Mcshane. 2011. Organizational Behavior. Tata McGraw-Hill Education.
Rees, G. and Smith, P. eds., 2017. Strategic human resource management: An international
perspective. Sage.
Ryan, K.M., King, E.B. and Finkelstein, L.M., 2015. Younger workers’ metastereotypes,
workplace mood, attitudes, and behaviors. Journal of Managerial Psychology, 30(1), pp.54-70.

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Truxillo, D.M., Finkelstein, L.M., Pytlovany, A.C. and Jenkins, J.S., 2015. Age discrimination at
work: a review of the research and recommendations for the future. Oxford handbook of
workplace discrimination. Oxford University Press.
Weeks, K.P., Weeks, M. and Long, N., 2017. Generational perceptions at work: in-group
favoritism and out-group stereotypes. Equality, Diversity and Inclusion: An International
Journal, 36(1), pp.33-53.
Ying Liao, Y., Soltani, E., Wang, W.Y. and Iqbal, A., 2017. The dynamics of workplace
relationships in a diverse internationally staffed organisation: a qualitative ethnographic
assessment. The International Journal of Human Resource Management, 28(8), pp.1182-1211.