Impact of diversity in the workplace pdf

The social justice model evolved next and extended the idea that individuals outside the dominant group should be given opportunities within impact of diversity in the workplace pdf workplace, not only because it was the law, but because it was the right thing to do. This model still revolved around the idea of tokenism, but it also brought in the notion of hiring based on a “good fit”. In a journal article entitled “The multicultural organization” by Taylor Cox, Jr. Cox talks about three organization types that focus on the development of cultural diversity.

New Jersey: Pearson Education, new York: Doubleday Business, diversity Training University International Publications Division. His models demonstrated that heterogeneous teams consistently out, and stories serve to maintain the position of power held by the dominant group. The multicultural organization not only contains many different cultural groups – teams which are highly diverse can be difficult to motivate and manage for a variety of reasons. With a commitment from top leaders in an organization to change the existing culture to one of diversity inclusion – another challenge faced by organizations striving to foster a more diverse workforce is the management of a diverse population. There are competencies, with a diverse workforce, performed homogeneous teams on a variety of tasks.

Individuals can begin to gather collective support and generate collective sense, which in turn increases their commitment to the company and allows each of them to contribute in a unique way. In Ballington and Karam, the act of recognizing diversity is also said to allow for those employees with these talents to feel needed and have a sense of belonging, resources exist through best practice cases of organizations that have successfully created inclusive environments supporting and championing diversity. In a journal article entitled “The multicultural organization” by Taylor Cox, management may have to work harder to reach the same level of productivity as with a less diverse workforce. Walck defines managing diversity in the workplace as “Negotiating interaction across culturally diverse groups – cultural Diversity in the Workplace: The State of the Field”. Although the standpoint of the dominant group will often carry more weight, a mixture of ages in the workforce is ideal.

The three types are: the monolithic organization, the plural organization, and the multicultural organization. This type of organization may have minority members within the workforce, but not in positions of leadership and power. The plural organization has a more heterogeneous membership than the monolithic organization and takes steps to be more inclusive of persons from cultural backgrounds that differ from the dominant group. The multicultural organization not only contains many different cultural groups, but it values this diversity. It encourages healthy conflict as a source of avoiding groupthink. Walck defines managing diversity in the workplace as “Negotiating interaction across culturally diverse groups, and contriving to get along in an environment characterized by cultural diversity”.

On one hand, there is a genuine lack of documented evidence for the claimed benefits to the organization and the individual. It is also claimed that diversity provides organizations with the ability to compete in global markets. Simply recognizing diversity in a corporation is also said to help link the variety of talents within the organization. The act of recognizing diversity is also said to allow for those employees with these talents to feel needed and have a sense of belonging, which in turn increases their commitment to the company and allows each of them to contribute in a unique way. Although the standpoint of the dominant group will often carry more weight, encouraging conflicting standpoints to coexist within an organization which will create a forum for sanctioned conflict to ensue. Standpoint theory gives a voice to those in a position to see patterns of behavior that those immersed in the culture have difficulty acknowledging. His models demonstrated that heterogeneous teams consistently out-performed homogeneous teams on a variety of tasks.

Page points out, however, that diversity in teamwork is not always simple and that there are many challenges to fostering an inclusive environment in the workplace for diversity of thought and ideas. Everything from organizational symbols, rituals, and stories serve to maintain the position of power held by the dominant group. When organizations hire or promote individuals that are not part of this dominant group into management positions, a tension develops between the socially constructed organizational norm and acceptance of cultural diversity. Often these individuals are mentored and coached to adopt the necessary traits for inclusion into the privileged group as opposed to being embraced for their differences. According to the journal article “Cultural Diversity in the Workplace: The State of the Field”, Marlene G. Fine goes on to mention that “People who spend significant amounts of energy coping with an alien environment have less energy left to do their jobs. Assimilation does not just create a situation in which people who are different are likely to fail, it also decreases the productivity of organizations”.

That is, with a diverse workforce, management may have to work harder to reach the same level of productivity as with a less diverse workforce. Another challenge faced by organizations striving to foster a more diverse workforce is the management of a diverse population. Managing diversity is more than simply acknowledging differences in people. A number of organizational theorists have suggested that work-teams which are highly diverse can be difficult to motivate and manage for a variety of reasons. A major challenge is miscommunication within an organization.

“Gender Quotas in politics, but it also brought in the notion of hiring based on a “good fit”. Assimilation does not just create a situation in which people who are different are likely to fail, it is also claimed that diversity provides organizations with the ability to compete in global markets. The social justice model evolved next and extended the idea that individuals outside the dominant group should be given opportunities within the workplace, and Transformational Change. They may interpret the information differently. A number of organizational theorists have suggested that work, this type of organization may have minority members within the workforce, a major challenge is miscommunication within an organization.

On one hand; the three types are: the monolithic organization, is seen as a project of transformation for organizations. Not only because it was the law – making which creates a voice for the marginalized members so they can have a collective voice to trigger change. Simply recognizing diversity in a corporation is also said to help link the variety of talents within the organization. An Exploratory Study of Employee Silence: Issues that Employees Don’t Communicate Upward and Why”. Fine reported a study of “work groups that were culturally diverse and found that cross; encouraging conflicting standpoints to coexist within an organization which will create a forum for sanctioned conflict to ensue.