Managing diversity is not an easy task. Several issues, such as conflict, isolation, and discrimination, may exist within diverse work groups.

In certain situations, diversity may trigger social isolation, which is probably caused by not only social stereotypes but also unique individual dispositions (Putnam, 2007). Kreitz (2008) suggests that managers in organisations should be able to identify whether people are keeping to themselves and rectify this by promoting an organisational culture in which each group is enabled to embrace others' identities rather than trying to 'make everyone the same' (Putnam, 2007).

In addition, conflict may arise in diverse groups. In-groups and out-groups can be created as a result of racial and gender differences. Richard et al. (2004) explain that strong identification between people of the same race and gender results in 'poor intergroup communication' and increased conflict during group work.

Research has also suggested that the majority group may feel resentful towards diversity initiatives, especially if these initiatives are not communicated sensitively and constructively by organisations. This often leads to resistance and tensions among different groups and also to a reluctance on the part of minority groups to engage with diversity initiatives, such as positive action, in case they are seen as 'tokens' (Kamenou, 2003).

Questions
1 If the majority group remains resentful towards disadvantaged employees, is it at all useful to implement diversity management in the workplace?
2 What can organisations do to alleviate any apprehensions in the majority group?