ower. They do this by segregation and unequal treatment to the female employees. They use their power to create the rules and, accordingly, retain their power. These informal networks in the workplace tend to be personal, voluntary and have their own rules. "One doesn't join the network because they want too, they join because they are allowed too" (McGuire p. 1). To accomplish goals of the agency, all employees must work together. Similar men working, networking and even supervised by similar men are believed to be better suited to fulfill these goals. "Managers must build rapport with their employees and this is most easily accomplished by interacting with those who share the same background and who are most like them" (Maume, p. 4). Further research has shown that this notion of men who work and communicate with just men make for a better organization is wrong. Julia wood states that, "researchers report that groups of men and women are more effective than groups of either just women or just men.... When men and women are together, each contributes in important ways to high-quality decision making." (p. 258) Women bring communication tools that are necessary for a well organized agency. Wood shows that " women may specialize in communication that supports and builds team cohesion and men may initiate more communication focused on logistics of the task. Effective groups need both kinds of communication." (p.258) Even though a more efficient business is one with both men and women's communication skills, organizations continue to be blind to this discrimination because it has been this way for so long. In organizational climates, change requires hard work and dedication from management. Managers need to realize that the organization would be much stronger if they diversified their labour and let all employees communicate equally to reach their optimum potential. The International Labour Organization recognizes this as an impo...