Currently, view, organizations create a culture that breeds

Currently, the topic of diversification within the workplace has been a target of much research. Scholars that are focused on this concern are seeking to decipher the link between that of diversity and organizational networks. By having greater diversity within a workplace, organizational networks would be benefitted by increased group innovation, greater cultural and geographical awareness, and expanded network density.According to Josh Greenberg, “Workplace diversity refers to the variety of differences between people in an organization. That sounds simple, but diversity encompasses race, gender, ethnic group, age, personality, cognitive style, tenure, organizational function, education, background and more” (Greenberg, 2004). As the workplace is becoming more globalized, it has become essential for workplaces to diversify themselves to best fit the needs of their clientbase. Since diversity is brought about by having people from different backgrounds, each person is bringing their own skill set to the organization. Julian Lute, a consultant at A Great Place to Work, elaborates on this stating,  “By bringing together people with different backgrounds and points of view, organizations create a culture that breeds new ways of thinking about products and services, which can help them outpace competitors.” It is clear with many different organizations, including PepsiCo, Marriott, and Google, investing into programs to grow and develop diverse talent, that diversity within organizations has become a necessity to their continued growth and success (Bush & Peters, 2016).With this, Susan Albers Mohrman states that, ” companies undertake large-scale, fundamental organizational change to implement new strategies and to develop the competencies in order to accomplish outcomes not possible simply by refining and enhancing an organization’s current way of organizing and doing work.”  By changing one’s behaviors, beliefs or values within an organization, executive members are able to implement changes to policies, mergers, product, etc. with little pushback. Albers also talk about how these changes need to be communicated to each member of an organizations so that they then share the behaviors, beliefs and values of the new adjustments. These changes must be implemented and practiced at local levels before they can be successful at the macro level. This process  is carried out by interactions between people and socially facilitated network connections (Mohrman, 2003). As defined by Laumann, Galaskiewicz, and Marsden, an organizational network is a “set of nodes (e.g., persons, organizations) linked by a set of social relationships (e.g., friendship, transfer of funds, overlapping membership) of a specified type” (Laumann et al., 1978). These networks are not confined to just the organization itself, but rather they expand to include the relationships of stakeholders, such as suppliers, financiers, and even the consumers of the products or services. Since these networks control how information is dispersed and utilized within the organization and outside of it, it is important for organizations to understand how networks are formed and how their influence affects the degree to which an organization is run. In order for an organization to provide greater innovation, workforce diversity is a crucial factor.   In an article by Ray Reagan and Erza W. Zuckerman, there are two views of the influence of diversity on workplace productivity. The first view considers a more pessimistic perspective that states that demographic diversity is problematic due to the social divisions that hinder organizational teamwork. An example used in the text displayed how informational social networks and a sense of shared identity take root in newcomers within an organization. This, in turn, leads to an increased capacity of intracohort communication and a strained sense of group relations (Reagan et al., 2001). The second view from Reagans and Zuckerman’s, “Networks, Diversity and Productive: The Social Capital of Corporate R Teams,” states that a diverse membership improves team performance. This improvement happens on the basis that teams draw their members from different cohorts. As a result of this action, the members achieve higher performance since members who have entered the organization at different times and different backgrounds can contribute a magnitude of unshared information not available to just one person. The article then goes on to illustrate the behaviors between groups, and how a harmonious group may not be the most productive group within an organization. This may be because all viewpoints and backgrounds may not have been contributed within workgroup discussion (Reagan et al., 2001). In addition, the pessimistic group may see diversity as leading to coordination problems. This issue may introduce more conflict and discussion within a team; however, the optimistic group sees this extended discussion and debate as a benefit to a greater organizational outcome. Overall, through current research it is shown that there is a noticeable link between diversity and networks within an organization. Furthermore, the research found on this topic has shown that greater diversity in the workplace leads to  increased group innovation, greater cultural and geographical awareness, and expanded network density. In the years to come, more research on this topic may aid in diversity being a more beneficial factor of workplace success.