Section SixUnfortunately, performance evaluation processes frequently do
not provide managers with the feedback that they need to
advance to the highest-level positions. This weakness of
performance evaluation systems is often offset by informal
feedback through personal mentoring or networks. When lack
of access to networks deprives an individual of honest
feedback, performance appraisal systems must be improved for
increased effectiveness.^79
A second suggestion for improved effectiveness is that,
where the problems of minorities and females are unrelated to
prejudice, remedial efforts should facilitate the advancement of
all groups of people. In contrast, when remedial programs give
special consideration only to particular groups, they become
enormously time consuming and are inconsistent with the spirit
of diversity. A third suggestion is that, since the management
of diversity is not an exact science, mistakes will be made and
setbacks will occur. Accordingly, in the interests of fairness,
managers should not be penalized for their efforts. A fourth
suggestion is that the focus of the management of diversity
should be a broad one, extending even to education,
personality, background, and age. Such a broad orientation
should facilitate the development of a heterogeneous culture,
instead of attempting to assimilate those who differ into a
dominant culture of white males.^80 A fifth suggestion is to con-
duct training courses on diversity, which may deal with