In terms of workplace conditions, modern racism does not lead to hate against women and other minorities; however, they cause discomfort and avoidance from members of the majority (Cornelius, 2002). Where the workplace or organization has some groups which represent minority populations, they usually create a crucial group of people who can also protect these members from unfavourable stereotypes (Cornelius, 2002). In some instances, the increased number of women in the upper rungs of management is linked with a decreased tendency towards stereotyping. Authors discuss the significance of indicating threshold points where there is a sufficient number of minorities in groups in securing diversity change techniques (Kosek, et.al., 2003). Tsui and Gutek (1999) also point out consistent indications which express more similarities among supervisors and subordinates in terms of age, ethnicity, and gender correlations with human resource outcomes performing better and having less role ambiguity and conflict. Leck, et.al., (1995) discuss that some organizations which are more diverse (i.e higher female population), also manifest with lesser wage gaps. Among groups, studies indicate that there are varying results and outcomes from diverse setups. Analysis by McLeod and colleagues (1996) indicate that more diverse groups were likely to engage in improved quality solutions in terms of brainstorming, mostly in relation to homogeneous groups; they also displayed more coordination and cooperation.
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