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Managing Inclusion (Week 7) (Social Identity Theory (People find it easier…
Managing Inclusion (Week 7)
What is Diversity?
Is an appreciation of individuals and what makes them different. This difference can be based upon sex, age, gender, sexual orientation, race and social status.
Benefits
Diverse backgrounds can inspire innovation
Local market knowledge and insight can make a business more profitable and competitive
Cultural sensitivity and insight can lead to better targeted marketing
Accepting diverse cultures allows employers to hire the best available talent.
Diverse teams are more productive and work better together
Greater opportunity for personal growth
Challenges
Cultural differences mean different working styles which may clash with one another
Different styles of professional etiquette
Professional communication can be misinterpreted across languages and cultures
Integration can be difficult when faced with prejudice
Colleagues from different cultures are less likely to contribute when they are the minority in a group
Social Identity Theory
In-Groups
Out-Groups
People find it easier to work with people more like themselves, 'in-group'
This type of subtle discrimination is what leads to the issues becoming institutionalised and widely accepted
Fuels more of the same actions and social values
Can cause major problems with social cohesion and work efficiency in the workplace
Perceptions of oneself and others lead to such phenomenon
Social Dilemmas for Workplace Diversity
Managerial participation
Consequence of the dilemma of individual participation
Managers may be likely to recruit individuals that they perceive as similar to themselves and individuals may also seek out managers similar to themselves in the same way
May result in 'power battles'
Organisational participation
This dilemma is dependant on the level of individual and managerial participation
Focus on short term costs not long term benefits
Can create barriers for selecting highly talented candidates
Incorrect perceptions in relation to the relationship between workers and employee turnover
Individual participation
Success of the organisations diversity is dependant on the degree to which its employees embraces it
The formation of sub groups may restrict the flow of information
Due to exclusion employees may form further informal subgroups
Can result in subgroup competition or employees leaving the business
Solutions for Social Dilemmas
Traditional
Emerging
Creating diverse work environments for employees that encourages participation and inclusion
Fully imbue diversity into the organisations purpose for being (mission & vision statements etc.)
Not focusing on simply 'filling a diversity quota' so to speak but effectively implementing it into the organisation
Glass Ceiling
'Invisible' blockage on the further development of individuals place in organisations
An institutionalised phenomenon
Hard to point out exactly what circumstances form theses ceilings
Often influencing minority groups
Women
Ethnic Groups
International
Socio-economic Status
Family
Overcoming GC
Hard to tackle as it is insitutionalised
Calls for changes in widely accepted social norms
Schemes tailored to specific minority groups and the discrimination they experience