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Managers - Organisational Diversity - Coggle Diagram
Managers - Organisational Diversity
Social Dilemmas in Organisations
Dilemma of
Organisational Participation
In society's interests for organisational diversity, but not necessarily in interest of individual organisations.
Benefits of functional diversity
Different perspectives better for problem solving
Diverse theoretical perspectives = creativity
More connections to external networks --> more information
Specialised division of labour
Benefits of social category diversity
Workforce participation by minority groups is on the rise - not hiring them limits possibility of hiring most qualified applicants
Constraining social category diversity --> constraining functional diversity
Barriers to organisational diversity
Homogenous teams are quicker at tasks
Probability of s/one leaving the organisation is related to how siilar they are to the group
social category diversity: beneficial to society rather than organisation
functional diversity: benefits are uncertain and long term, costs are immediate and certain.
Social category diversity without functional diversity can benefit society but may offer the organisation itself few real benefits
Dilemma of
Individual Participation
Inidivduals within organisation may resist diversity, although organisation embraces it
In diverse orgs, people form
informal groups
Those left out have difficulty succeeding
Self-segregation (from minorities) can occur, defeats the purpose of diversity
Minorities can resolve their differences with others if both sides work together
Can result in better products serving a larger audience
leads to
Dilemma of
Managerial Participation
Selection/Retention Processes
Social identity theory:
Managers to prefer to hire + mentor subordinates they are similar to in race, gender, functional specialisation
Short-term harmony is valued over long term performance improvement
Attraction-Selection-Attrition
Attraction:
Applicants similar to current workforce are attracted to it
Selection:
Managers are attracted to applicants similar to current workforce
Attrition:
Those who do not fit are alienated and leave
Cooperation
Challenges in diverse groups
Competition, distrust, hostility can arise from lack of goal congruence
Effective communication necessary for co-action
Groups naturally ignore information that is unique to one individual - this might challenge the benefits of diversity
Managers concerns
Favour homogenous groups, more cohesion and less serious conflicts
If they sense their subordinates disapprove of diversity, workgroup homogenisation is safer
Addressing the Dilemmas of Diversity
Structural solutions:
constrain short-term choices for long-term benefits
Psychological solutions:
Individuals voluntarily forego short-term benefits for long-term greater good.
The Management Problem
Need to address two sub-dilemmas of individual and managerial participantion
Structural solution
: Incentives to align individual interests with organisational diversity
Reward individuals for participation in diversity initiatives
Set across-organisational goals which unite groups
Contact among diverse groups improves intergroup relations
Tasks should not be allowed to be subdivided into smaller groups by functionality - defeats the purpose of cooperation
No "token" members of groups
As group size increases, conflict is harder to solve
To solve managerial participation:
Organisation should emphasise long-term performance for managers, so they can appreciate long-term benefits of maintaining diversity in their teams.
Psychological diversity:
Show individuals their values
are
aligned with diversification
Create corporate culture which embraces diversity
Implement programs confirming this commitment
The Public Policy Problem
Challenges with current legislation
Exacerbates the differences between social groups by protecting certain ones
Do not alleviate costs of diversification
Do not help maximise benefits of diversification
Therefore cannot address the underlying dilemmas
How legislation can improve
Go further:
Require detailed implementation plans of organisations so that diversity is actually effective, not just achieved
Refocus:
Address root cause of disruptive social identity processes in workers. e.g. school training
Managing Diversity
Workforce and labour market is becoming increasingly diverse
Legal requirement - International Labour Oranisation (ILO)
Diversity is good for business
Social Identity Theory
Shared social identity increases perceived differences between people
People favour in-group (similar others) over out-groups
The Glass Ceiling
Limits advancement of women and other minorities to senior managerial positions
Overcoming it
Change societal norms around role of women
Remove stigma of men taking a familial role
Paid-leave parental schemes