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Management For Inclusion and stuff and things - Coggle Diagram
Management For Inclusion and stuff and things
Social Dilemmas of Workplace Diversity
Managerial Participation
Is a consequence of Individual Participation
A manager's social identity likely to play a role in hiring and promotion of staff
Managers will seek out individuals similar to themselves, and vice versa
Those in the 'out-group' are left isolated and could leave the organisation
'Power-battles' become a natural result
Managerial Participation
consequence of individual participation
mangers are more likely to recruit or take under their wing those individuals that they perceive to be similar to them
homogenous workforce for those who don't fit in
this could mean a male based work culture, it wouldn't welcome a female as "they wouldn't fit in"
Individual Participation
Diversity dependant on individual willingness to participate
Individuals may form 'subgroups'
'Subgroups' can result in exclusion, stifling diversity
'Subgroups' may attempt to compete, which is counterproductive
Social Identity is important to individuals
Social identity theory
People create "In-Groups" and "Outgroups"
People's shared social identity is intensified by the existence of the in groups and out groups
"Outgroups" forced out as they aren't favoured as much
Public Policy Problems
The glass ceiling
Only 25% of Australian senior management positions are held by women
It has been said that as the next generation of educated indidividuals enter the workforce, this divide will level out
Suggests that there is an imaginary ceiling which prevents minorities from entering higher-level management
Changing the ceiling
Changing societal norms around the role of men and women in the world.
Eradication of gender bias.
Equal paid-parent leave schemes.
Gender quotas...But beware!
A more representative blend of women and men in senior roles makes good business sense.
40% of all execs are women in public service areas.
Avoid legislation that results in protected classes.
Don’t hire minorities for the sake of it, hire them because of the success it will bring.
Don’t just encourage diversity, but effective diversity.
Educational curricular at primary/secondary level. (They can enter into the workforce with clear social identity which is open and inclusive)