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WEEK 7: Equality and Workplace Diversity - Coggle Diagram
WEEK 7: Equality and Workplace Diversity
Overcoming Social Dilemmas of Workplace Diversity
The management problem - overcoming individual & managerial particpation
align individual interest with organisational initiatives
Assist individual in realising self interest can be facilitated
developing measurable objectives
developing superordinate goals
creating environment that encourages/facilitate communication
keeping work team small
The public policy problem - overcoming organisational participation
Avoid creating legislation that results in protected classes of workers
focus on effective diversity as well
implement diversity initiatives that result in sustainable success
LO1:Workplace Diversity and the Need to Manage IT
What is diversity
A term used to describe the difference among individuals
Age, race, physical characteristics, gender, religion, personality etc.
Managers must recognise this concept and manage accordingly
Why is necessary to mange diversity
28% of the Australian population are born overseas
Oversea-born residents contribute to more than 50% of population growth
2.4% of poputation are Indigenous Australians
International Labour Organisation
They focus on the elimination of discribition in repsect of employment.
Businesses should not just meet the legal/moral obligation but embed the process in business strategy development
Anti-discrimination, equal opportunity etc
Social dilemmas of workplace diversity
Individual participation
Success of organisational diversity initiatives depends on employees embrace/ resist them.
Subgroups = restrict the movement of info
Exclusion = More informal subgroups = subgroups competition
Managerial participation
Consequence of individual participation
Managers recruiting similar individuals
Individuals seek similar managers
People that do not 'fit in' may leave = homogeneous workforce
= Power battles
3 types of social identity theory & diversity
Organisational participation
Believes that diversity benefit the society not org implement them
Focus on short-term costs (not long term befits)
Depends upon how well social dilemmas relating to (other 2) are addresses
Create barriers for selecting highly talented candidates
Incorrect perception in relation to the relationship btw homogeneous workers and employee turnover
LO2: SOCIAL IDENTITY THEORY
Individuals validate their social identity by favouring their "in-group" at the expense of "out-groups"
ie. stick with the same individuals
A shared social identity increases perceived differences between individuals belonging to different social categories
ie. between in and out group
Therefore, business should create the open environment that workers can diversify and interact with others.
LO5: THE GLASS CEILING
DEFINITION
A phenomenon that limits the advancement of women and other minority groups to senior positions
Only 25% of key management positions on company boards are held by women in Australia
Eastern European and Scandinavian nations lead the way of abolishing this concept
OVERCOMING THE GLASS CEILING
Changing society norms around the role of women
and eradicating gender bias
Eliminating the stigmatisation of men who choose to
stay home for family reasons
Introduction of paid-parental leave schemes
Introducing gender quotas for company boards
A more representative blend of women and men in
senior roles