Toward the Benefits of Multicultural Management

  • Donna E. Thompson
  • Nancy DiTomaso
Part of the Plenum Studies in Work and Industry book series (SSWI)


Minorities are not making the same progress as nonminorities in the executive ranks. As we have discussed throughout the book, the organizing framework we have used to explore this fact has been the problem-solving process. We hope this volume has provided the reader with some ideas about what can and should be done, rather than what has not been done. Much of the previous work on the topic has documented the problems faced by minorities rather than their progress. This book has taken a proactive approach to the topic. It has attempted to provide the background for a better understanding of why minority managers have not yet reached top management positions in proportionate numbers in most corporations as well as what has been done to ensure their success. In this final chapter, we would like to conclude with some thoughts on the future.


Career Development Affirmative Action Corporate Culture Female Manager Minority Manager 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. Cook, Stuart W. 1984. Cooperative interaction in multiethnic contexts. In N. Miller and M. Brewer (Eds.), Groups in contact: The psychology of desegregation (pp. 155–185). New York: Ademic Press.Google Scholar
  2. Cook, Stuart W. 1985. Experimenting on social issues: The case of school desegregation. American Pchologist 40:452–460.CrossRefGoogle Scholar
  3. Goodman, Paul S. 1986. Designing effective work groups. San Francisco: Jossey-Bass.Google Scholar
  4. Grove, Andrew, S. 1983. High output management. New York: Random House.Google Scholar
  5. Guzzo, Richard A. 1982. Improving group decision making in organizations. New York: Academic Press.Google Scholar
  6. Guzzo, Richard A., Richard Jette, and Raymond A. Katzell. 1985. The effects of psychologically based intervention programs on worker productivity: A meta-analysis. Personnel Psychology 38:275–291. Google Scholar
  7. Hare, A. Paul. 1976. Handbook of small group research. New York: The Free Press.Google Scholar
  8. Hoffman, L. Richard. 1979. The group problem-solving process. New York: Praeger.Google Scholar
  9. Kanter, Rosabeth Moss. 1983. The change masters. New York: Simon and Schuster.Google Scholar
  10. Katzell, Raymond A., and Richard A. Guzzo. 1983. Psychological approaches to productivity improvement. American Psychologist 33:468–472.CrossRefGoogle Scholar
  11. Katzell, Raymond A., and Donna E. Thompson, n.d. An integrative theory of work attitudes and motivation. Unpublished manuscript.Google Scholar
  12. Katzell, Raymond A., and Donna E. Thompson. 1985. The motivation audit. Paper presented at the meetings of the American Psychological Association, Los Angeles.Google Scholar
  13. Katzell, Raymond A., and Donna E. Thompson. 1986. Empirical research on a comprehensive theory of work motivation. Paper presented at the 21st International Congress of Applied Psychology, Jerusalem, Israel.Google Scholar
  14. Katzell, Raymond A., and Donna E. Thompson. 1987. How leadership works. Paper presented at the Conference on Military Leadership: Traditions and Future Trends, Annapolis.Google Scholar
  15. Killman, R. H. 1984. Beyond the quick fix: Managing five tracks to organizational success. San Francisco: Jossey-Bass.Google Scholar
  16. Kimmel, Michael S. 1986. A prejudice against prejudice. Psychology Today 20:52.Google Scholar
  17. Kram, Kathy, E. 1985a. Mentoring at work. Glenview, IL: Scott, Foresman.Google Scholar
  18. Kram, Kathy E. 1985b. Mentoring in the workplace. In Douglass T. Hall and associates (Eds.), Career development in organizations (pp. 160–201). San Francisco: Jossey-Bass.Google Scholar
  19. Langer, E. J., and L. Imber. 1980. The role of mindfulness in the perception of deviance. Journal of Personality and Social Psychology 39:360–367.CrossRefGoogle Scholar
  20. Langer, E. J., R. S. Bashner, and B. Chanowitz. 1985. Decreasing prejudice by increasing discrimination. Journal of Personality and Social Psychology 49:113–120.CrossRefGoogle Scholar
  21. McGrath, Joseph E. 1984. Groups, intereaction, and performance. Englewood Cliffs, NJ: Prentice-Hall.Google Scholar
  22. Peters, Thomas J., and Robert H. Waterman, Jr. 1982. In search of excellence. New York: Harper & Row.Google Scholar
  23. Pettigrew, Thomas F. 1971. Racially separate or together? New York: McGraw-Hill.Google Scholar
  24. Pettigrew, Thomas F. 1984. A profile of the Negro American. Princeton, NJ: Van Nostrand.Google Scholar
  25. Riordan, C. 1978. Equal-status interracial contact: A review and revision of a concept. International Journal of Intercultural Relations 2:161–185.CrossRefGoogle Scholar
  26. Synder, Mark, and William Ickes. 1985. Personality and social behavior. In G. Lindsey and E. Aronson (Eds.), The handbook of social psychology (3rd ed., Vol. I, pp. 883–947). New York: Random House.Google Scholar

Copyright information

© Plenum Press, New York 1988

Authors and Affiliations

  • Donna E. Thompson
    • 1
  • Nancy DiTomaso
    • 1
  1. 1.Rutgers Graduate School of ManagementNewarkUSA

Personalised recommendations