The Challenges Of Diversity In Individual And Group Management

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Diversity is commonly defined as the term for uniqueness of individuality, commonly observable through attribution in social-economic environment by means of demographic differences. In essence, it is the demographic diversity which is defined as the differences, or unlikeness (Stone 2006) of individuals whose observable and functional attributes differ from their peers, even in a homogenous environment. Demographic diversity is seen in people management, as the observable attributes of their backgrounds, ethnicity, age and gender all influences the decisions managers make in regards to how they conduct their approach towards diversity (Parochial, Ethnocentric or synergistic)

From the mid-1850s, Australian society has always been culturally heterogeneous (Wilkison & Cheng 1999), the degree of multiculturalism further required demographic management.
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Ensuring that members are all working towards the same objectives, is one of the main focus of modern HRM practices, the synergy of workers with the overall output of the organisation. Challenges of diversity management involving individual and group management can be congroup adaptability and flexibility in dealing with complex problems (Sommer, 2006) which can be achieved in numerous ways.

Managers the way of how individuals from different and similar social group categories (Kumar, 2012) are willing to form teams. Workplace diversity is viewed as a ‘Double-edge sword’ (Milliken and Martins, 1996) where some welcome diversity in their workplace as a force of creative and innovation while others describe diversity, in terms of observable attributes as difficulties involving communications and low cohesion due to cultural and language barriers, leading to high rate of turnover for organisations with poorly managed human resource

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