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Managing for inclusion (Individual participation (Overcoming (Assisting…
Managing for inclusion
Individual participation
The success of organisational diversity initiatives is dependent upon the degree to which its employees embrace/resist them
Due to exclusion, employees may form further informal subgroups resulting in subgroup competition
Formation of subgroups along social categories may result in restricting the movement of information
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Overcoming
Assisting individuals in realising that their self interest can be facilitated by embracing organisational diversity initiatives
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Managerial participation
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Managers may appreciate the long term benefits of having a more functionally diverse team of workers
The costs of diversity are certain and immediate for managers; whilst benefits take time to develop, if at all.
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co-action/cooperation
As organisations become more diverse, they must overcome the problems that arise from the difference in workers.
Effective communication is essential for diverse organisations to flourish. Miscommunication can create substantial issues between groups that are trying to work together.
Members of groups tend to focus more on information that is known by the group, and not just information that is known by individual participants.
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Social Identity
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Categories within organisations form due to both demographic and functional characteristics and distinctions within an organisation.
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