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WEEK 7: Managing for inclusion: Equality & Workplace diversity -…
WEEK 7: Managing for inclusion: Equality & Workplace diversity
Diversity
term used to describe differences among individuals
race
age
ethnicity
gender
weight
religious belief
education
family status
Necessary to manage
International Labour Organisation (ILO)
elimination of discrimination in respect of employment & occupation
Social Identity Theory (SIT)
can be managed in 2 ways:
formally
teamwork
informally
workplace gathering
stipulates that individuals validate their social identity by favouring their "in-group" at the expense of "out-group"
shared social identity increases perceived differences between individual belonging to diff. social categories
could cause tensions to workplace if unmanaged
maximise the value of diverse workforce, people need to be comfortable to interact w/ diverse
Social Dilemmas of Workplace Diversity
3 points of participation (SIT & Diversity)
Shows the level of diversity throughout the organisations system
for inclusiveness
Individual Participation
the success of organisational diversity initiatives depends upon the degree to which its employee embrace/resist them
formation of subgroups may result in restricting movement of information
don't want blockages in channel of communication
employees may form further informal subgroups resulting in subgroup competition (due to exclusion)
managers need to embrace in inclusive efforts & discourage exclusion practices
Managerial Participation
consequence of dilemma of individual participation
managers likely to recruit individuals they perceive to be similar or in the same social category
individuals may seek out managers that are similar to them
those who don't fit in often leave (results in homogenous work force)
could result in power battles
can be avoided by providing managers w/ inclusiveness training
Organisational Participation
dependent on the social dilemma relating to individual & managerial participation
incorrect perceptions in relations to the relationship between homogenous workers & employee turnover
believes that diversity initiatives benefit society not organisations that implement them
managing diversity can be costly & complicated in short term
focus on short term costs & not long-term benefits
potential create barriers for selecting highly talented candidates due to ilinform & short sighted views
Glass Ceiling
a phenomenon that limits the advancement if women & other minority group to senior managerial positions
Easter European & Scandinavian nations lead to abolish this
Overcome this:
has to be willing & inclusive oriented to venture a try
changing societal norms around the role of women and eradicating gender
eliminate stigma of men who choose to stay home for family reasons
introduction of paid-parental leave schemes (esp. male)
a more representative blend of women & men in senior roles
introduce gender quotas for company boards
reflect a mandated approach rather than organic one (may not stay sustainable in long run)
Solutions for Social Dilemmas
Management problem --> overcoming individual & managerial participation issues
by:
aligning individual interest w/ organisational diversity initiatives
restructure incentives
Assisting individuals in realising their self interest can be facilliated by embracing organisational diversity
develop measurable objectives for diversity
develop super ordinate goals that can only be achieved through cooperation
create encouraging & communicative work environment
keeping work team/group size small
optimum members = cannot exceed 8 members
measure managerial performance from long term perspective
embedding value of diversity in company's vision & mission statement
Public policy problem --> overcoming organisational participation
avoid creation of legislation that results in "protected classes" of workers initiatives
not focusing on encouraing just diversity, but effective diversity
update educational curricula at primary/secondary level