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Management Wk 7 - Coggle Diagram

- - - - The success of organisational initiatives is dependent upon the degree to which employees embrace/resist them
      - Formation of subgroups along social categories may result in restricting the movement of information flows
      - Due to exclusion, employees may form further informal subgroups resulting in subgroup competition
    - - A consequence of the dilemma of individual participation
      - Managers likely to recruit individuals they perceive to be similar to them
      - Individuals may also seek out managers that are similar to them
      - Those who do not 'fit in' often leave resulting in a homogenous workforce
      - Can result in 'power battles'
      - Can be avoided by providing managers with inclusiveness training
    - - Dependent upon how well the social dilemmas relating to individual and managerial participation are addressed
      - Incorrect perceptions in relation to the relationship between homogenous workers and employee turnover
      - Belief that diversity initiatives benefit society not organisations that implement them
      - Focus on short-term costs not long-term benefits
      - creates barriers for selecting highly talented candidates due to inaccurate views
      - Affirmation action is said to fix this, however not yielding as much praise as before due to the forced diversity agenda precluding sustainable inclusiveness