Monday, May 20, 2019

Cultural Diversity in the Workplace

heathenish motley IN THE employment TABLE OF CONTENTS 1. OVERVIEW 2. DIVERSITY IN THE WORLD 3. CULTURAL DIVERSITY AND CULTURAL HERITAGE 4. DEFENSE OR progress OF CULTURAL DIVERSITY 5. DIVERSITY IN THE WORKPLACE 6. CASE STUDY OF CULTURAL DIVERSITY IN THE WORKPLACE 7. 1. Coca cola alliance _an instance in heathenish transmutation 7. 2. Statement from the coca coal company 7. WORKPLACE ISSUES AND INTERVENTIONS 8. 3. Miscommunication 8. 4. Cultural stroke 8. 5. Assimilation . BENEFITS OF DIVERSITY IN THE WORKPLACE 9. 6. wagerer decision making and improved problem solving, great(p) creativeness and innovation 9. 7. Ability to struggle in global markets 9. MAKING DIVERSITY A agate line ADVANTAGE 10. RECOMMENDATIONS FOR DIVERSE WORKPLACE SUCCESS 11. 8. Managing kind tools 11. 9. Creating the Multi heathen make-up 11. 10. On the Inter mortalal level 11. IMPLEMENTATION LEGAL FRAMEWORKS 12. CONSEQUENCES OF IGNORING DIVERSITY 13.CONCLUSIONS ABOUT DIVERSITY AND SIMILARITY 14. R ECOMMENDATION 15. REFERENCES OVERVIEW Managing mixture is defined as planning and implementing brassal systems and blueprints to manage bulk so that the voltage gains of innovation be maximized while its potential disadvantages atomic number 18 minimized, according to Taylor Cox in Cultural win over in Organizations. Cultural mutation is the garland of human societies or farmings in a specific region, or in the world as a whole. The term is alike almost(prenominal)times used to refer to multi culturalism in spite of appearance an cheek. This article does not soon overwhelm that alternative meaning. ) There is a general consensus among mainstream anthropologists that humans first emerged in Africa intimately two one million million million age ago. Since then they have spread throughout the world, successfully adapting to widely differing conditions and to periodic cataclysmic changes in local and global climate.The many separate societies that emerged arou nd the globe differed markedly from each opposite, and many of these differences stick around to this day. As well as the much obvious cultural differences that exist between people, such as language, dress and traditions, at that place are also significant variations in the way societies organize themselves, in their divided conception of morality, and in the ways they interact with their environment. DIVERSITY IN THE WORLDBy analogy with biodiversity, which is vox populi to be crucial to the long-term option of life on earth, it can be argued that cultural diversity may be vital for the long-term survival of humanity and that the conservation of indigenous cultures may be as important to humankind as the conservation of species and ecosystems is to life in general. The General Conference of UNESCO took this posture in 2001, asserting in Article 1 of the cosmopolitan Declaration on Cultural miscellanea that cultural diversity is as necessary for humankind as biodiversi ty is for nature This position is rejected by some people, however, on several grounds.Firstly, like most evolutionary accounts of human nature, the magnificence of cultural diversity for survival may be an un-testable hypothesis, which can neither be proved nor disproved. Secondly, it can be argued that it is unethical on purpose to conserve less developed societies, because this provide deny people within those societies the benefits of technological and medical advances tasteed by those of us in the developed world. In the same way it is unethical to promote poverty in chthonicdeveloped nations as cultural diversity it is also unethical to promote all religious practices scarcely because they contribute to cultural diversity.Particularly, thither are some practices that are bangd by the WHO and UN as unethical Female Genital Mutilation, Sati (burning the widow on the husbands burial pyre), polygamy, child brides, human sacrifice, etc. Cultural diversity is tricky to quant ify, but a good indication is thought to be a count of the sum up of languages spoken in a region or in the world as a whole. By this measure, there are signs that we may be going through a period of precipitous sink in the worlds cultural diversity.Research carried out in the mid-nineties by David Crystal (Honorary Professor of philology at the University of Wales, Bangor) suggested that at that time, on average, one language was falling into disuse every two weeks. He calculated that if that rate of language death were to continue, then by the year 2100 more than 90% of the languages currently spoken in the world will have gone extinct. Overpopulation, immigration and imperialism (of both the militaristic and cultural kind) are reasons that have been suggested to explain any such decline. CULTURAL DIVERSITY AND CULTURAL HERITAGEThe Universal Declaration of UNESCO on Cultural Diversity of 2001 is regarded as a legal instrument recognizing for the first time, cultural diversity as common heritage of humanity and considers its safeguarding to be a concrete and ethical exacting inseparable from wish for human dignity. There is also the Convention for the Safeguarding of the Intangible Cultural Heritage sign in June 20, 2007 by 78 States which said The intangible cultural heritage, transmitted from generation to generation is evermore recreated by communities and groups in retort to their environment, their interaction with nature and their history, and ives them a sense of identity and continuity, thus promoting respect for cultural diversity and human creativity. Cultural diversity was also promoted by the Montreal Declaration of 2007, and by the European Union. The idea of a global multi-cultural heritage covers several ideas, which are not exclusive. See multiculturalism. In entree to language, diversity can also include religious or traditional practice. DEFENSE OR PROMOTION OF CULTURAL DIVERSITYThe defense of cultural diversity can take several mea nings * A commensurateness to be achieved thus, the idea of defense of cultural diversity through the promotional material of actions in favor of cultural minorities said to be disadvantaged * Preservation of cultural minorities thought to be endangered * In other cases, one speaks of cultural protection, which refers to the concept of cultural exception, which is mainly used in France under the title French exception. This makes the link between the social vision of culture and the vision inbuilt in its commercialization.The cultural exception highlights the specificity of cultural products and services, including special recognition by the European Union in its Declaration on Cultural Diversity. In this context, the objective is to defend against what is seen as a commodification considered harmful to a disadvantaged culture supporting its development through grants, promotion operations, etc. , also comen as cultural protectionism. * This defense may also refer to incorpora ting cultural rights provisions, conducted unsuccessfully in the early 1990s in Europe, into a layer of human rights. DIVERSITY IN THE WORKPLACEDiversity is a humankind in todays ladderforce. Diversity is a difference between people, for practice session, in race, age, gender, dis mogul, geographic origin, family status, training, or individualisedity that can affect body of work relationships and achievement. Diversity management aims to value these differences and encourage each person to fulfill his or her potential in terms of organizational objectives. The approach goes beyond equal opportunities, which stresses the rights of fussy disadvantaged groups rather than those of the individual. Cultural diversity in the workplace adds strengths as well as challenges to businesses today.The joined States is often thought of as the great melting pot where anyone from any background can bring in into a single society. A more realistic and appropriate Ideal is one of multi-cultu ralism (cultural diversity). Multi-culturalism is based on the idea that cultural identities should not be discarded or ignored, but instead, should be maintained and valued. The importance of cultural diversity in the workplace has been, for the most part, accepted in international business. The World day for Cultural Diversity for Dialogue and teaching is a United Nationssanctioned international holiday for the promotion of diversity issues.It is currently held on May 21. The United Nations General Assembly proclaimed this holiday collectible to UNESCOs Universal Declaration on Cultural Diversity in November 2001. It was proclaimed by UN Resolution 57/249. Diversity Day, officially known as The World Day for Cultural Diversity for Dialogue and Development, is an opportunity to help communities understand the value of cultural diversity and learn how to live together in harmony. It was adopted in the wake of the terrorist attacks on September 11, 2001. CASE STUDY OF CULTURAL DIVE RSITY IN THE WORKPLACECOCA COLA federation _AN EXAMPLE IN CULTURAL DIVERSITY The Coca-Cola Company is a model employer for diversity and inclusion within its own work force and as a component of the larger business community. Its leadership on lesbian, gay, bi cozy and transgender equating in the workplace is not however reflected in its long-standing achievement of 100 percent on the Corporate Equality Index, but in its principled support of anti-discrimination legislation that would protect every worker in the United States from existence judged on the terms of their sexual orientation or gender identity. Joe Solmonese President, Human Rights Campaign STATEMENT FROM THE COCA COAL COMPANY We believe that associates who are inspired and valued create superior results. We strive to be a great place to work for all of our 92,400 associates globally by fostering safe, open, inclusive and healthy work. We essential to undertake that our Company is as various and inclusive as ou r brands and our business. Our inclusive culture is defined by our sevener core values leadership, passion, integrity, col intentnessation, diversity, quality, and account faculty.Our 2020 Vision is the roadmap that guides every aspect of our business. An unwavering focus on people is essential to our achieving sustainable, quality growth. Our People goal is to Be a great place to work where people are inspired to be the best they can be. This is supported by our efforts to create a winning culture that defines the attitudes and demeanours that will be required of us to make our 2020 Vision a reality. WORKPLACE ISSUES AND INTERVENTIONS Diversity issues change over time, depending on local historical and dynamic conditions.Diversity issues relate to race, gender, age, disabilities, religion, job title, physical appearance, sexual orientation, nationality, multiculturism, competency, training, experience, and personal habits are explored here, the bias is toward valuing diversity. There are challenges to managing a diverse work population. Managing diversity is more than simply acknowledging differences in people. Many organizational theorists have suggested reasons that work-teams highly diverse in work-relevant characteristics can be difficult to motivate and manage.Miscommunication There are many challenges which face culturally diverse workplaces, and a major(ip) challenge is miscommunication within an organization. In an article entitled Developing Receiver-Centered Communication in Diverse Organizations, indite by Judi Brownell, she explains that meanings of messages can never be completely shared because no two individuals experience events in exactly the same way. Even when native and non-native speakers are exposed to the same messages, they may interpret the learning variedly.It is necessary for employees who are less familiar with the primary language spoken within the organization to get word special attention in meeting their communication re quirements. In high context cultures, communicators share an experiential base that can be used to assign meanings to messages. Low context cultures, on the other hand, provide little information on which to base common intellectuals and so communicators must be explicit. Because of this fact, it is weaken to view all diverse organizational environments as low-context cultures.Cultural bias Cultural bias is an extra factor which challenges culturally diverse work environments. Cultural bias includes both prejudice and discrimination. Prejudice refers to shun attitudes toward an organization member based on his/her culture group identity, and discrimination refers to observable adverse behavior for the same reason. Assimilation Another challenge faced by culturally diverse organizational environments is assimilation. According to the journal Cultural Diversity in the drillplace The State of the Field, Marlene G.Fine explains that Assimilation into the plethoric organizational culture is a strategy that has had serious negative consequences for individuals in organizations and the organizations themselves. Those who assimilate are denied the ability to express their genuine selves in the workplace they are forced to repress significant parts of their lives within a social context that frames a large part of their daily encounters with other people. She goes on to course credit that People who spend significant amounts of strength coping with an alien environment have less energy left to do their jobs.Assimilation does not just create a situation in which people who are disparate are likely to fail, it also decreases the productivity of organizations. BENEFITS OF DIVERSITY IN THE WORKPLACE Diversity is beneficial to both the organization and the members and brings substantial potential benefits Managing diversity well provides a distinct advantage in an era when flexibility and creativity are keys to competitiveness. An organization needs to be flexib le and elastic to meet new customer needs.Heterogeneity promotes creativity and heterogeneous groups have been shown to produce better solutions to problems and a higher(prenominal) level of critical analysis. This can be a vital asset at a time when the campus is undergoing tremendous change and self-examination to find new and more potent ways to operate. With effective management of diversity, the corporate develops a reputation as an employer of choice. Not only will you have the ability to attract the best talent from a shrinking labor pool, you can save time and capital in recruitment and turnover costs.Better decision making and improved problem solving, greater creativity and innovation This leads to enhanced product development, and more successful marketing to different types of customers. Simply recognizing diversity in a corporation helps link the variety of talents within the organization. The act of recognizing diversity also allows for those employees with these ta lents to feel postulate and have a sense of belonging, which in turn increases their commitment to the company and allows each of them to contribute in a unique way.Ability to compete in global markets Diversity also provides organizations with the ability to compete in global markets. Diverse organizations will be successful as long as there is a sufficient amount of communication within them. Because people from different cultures perceive messages in different ways, communication is vital to the performance of an organization. Miscommunication within a diverse workplace will lead to a great deal of challenges.Diversity is not only about preventing unfair discrimination and improving equality but also valuing differences and inclusion, spanning such areas as ethnicity, age, race, culture, sexual orientation, physical disability and religious belief. Scott Pages (2007) mathematical modeling research of team work supports this view. He demonstrated that heterogeneous teams consiste ntly out-performed self-coloured teams on a variety of tasks. Page points out that diversity in teamwork is not so wide in the messy real world. Too often the cultural differences create problems.The goal is to manage diversity to take full advantage of it. MAKING DIVERSITY A BUSINESS ADVANTAGE Diversity is being touted as the most important source of competitive strength in the global markets. Rather than save observing minority representations within a rank, companies are now dwelling into their employees backgrounds, perspectives, styles to gain better understanding and using them to leverage business advantages. Companies are attaching importance to diversity and how it could benefit the bottom-line. By adopting a some practices, companies can create a diversity strategy.Ask relevant questions such as which diverse populations is your company serving, how can the diversity of your company reach them, how can your company better leverage diversity. Answering these questions w ill give you an insight into your diversity strategy. Building a strong infrastructure is also an important practice while creating diversity strategy. Merely appointing a diversity officer is not enough, involvement of all higher-ranking management is important. By doing so, your diversity strategy isnt isolated. Create different groups that will focus on different identity groups.These teams will help to spot market opportunities upon which companies can act and gain profit. Like in any other corporate initiatives, involve every employee in diversity efforts and hold them accountable. Inclusion of different employees will boost them to put greater efforts in diversity strategy. Diversity strategies are being viewed as the latest effort to gain competitive edge over rival companies and to grow and strive in the global market. Serving are the three main steps that can be followed to generate higher leadership qualities.If we want to develop effective working relationships with dive rse people at work, we need to counterbalance with similarities, not differences, among people when you build relationships. Diversity in the workplace adds a special richness, but also special challenges. As a human resources professional, manager, supervisor, coworker, staff member or business owner, effective diverse work relationships are critical for your success. Emphasis is on abide bying and appreciating the diverse needs, skills, talents, and contributions of people in new-fangled years. While this is critical, dont let the pendulum swing too far in this direction.We are in danger of forgetting to honor and appreciate our similarities. By acknowledging the similarities and likenesses, we create a baffleing point for understanding and appreciating diversity in the work place. A strong example emerges in The Human Capital Edge 21 People trouble Practices Your Company Must see (or Avoid) to Maximize Shareholder Value (Compare Prices), by Bruce N. Pfau and Ira T. Kay, ex ecutives with Watson Wyatt Worldwide. In Watson Wyatts Work USA research, they asked 7500 workers at all job levels across diverse industries to respond to 130 statements about their workplaces.Watson Wyatt stony-broke down the responses to look for diversity patterns across demographics including whites versus minorities, men versus women, and people over and under 30 years old. They found more similarities than differences, especially in the categories respondents rated as most important to them. People agreed about what inspires their commitment to a particular employer. People cited the following factors as important. * They supported their companys business plan, * They had a jeopardy to use their skills on the job, * Their reward package was competitive, and The company acted on employee suggestions. People also agreed on what organizations need to improve employee input and promoting the best performers while helping the worst performers get better. Additionally, the employ ees want to know how their job affects internal and external customers. They want to understand how their job contributes to the accomplishment of company business goals. They want a safe work environment and highly rated products and services. RECOMMENDATIONS FOR DIVERSE WORKPLACE SUCCESS Managing diversity toolsManaging diversity goes far beyond the limits of equal employment opportunity and affirmative action. High performing diversity managers complete that specialized skills are necessary for creating a productive, diverse workforce. They seek out continuous learning opportunities and some go as far as acquiring certification. Managers must be willing to work towards ever-changing the organization in order to create a culture of diversity and inclusion. Assessment skills and diversity education are key elements of culture change. However, the leaderships support of the change cannot be understated.Creating the Multicultural Organization The key to managing a diverse workforce is increasing individual awareness of and sensitivity to differences of race, gender, social class, sexual orientation, physical ability, and age. There are several ways to go about creating the multicultural organization that performs extremely well. The business case for diversity, theorizes that in a global market, a company that employs a diverse workforce (both men and women, people of many generations, people from ethnically and racially diverse backgrounds etc. is better able to understand the demographics of the marketplace it serves and is thus better equipped to thrive in that marketplace than a company that has a more exceptional range of employee demographics. An additional corollary suggests that a company that supports the diversity of its workforce can also improve employee satisfaction, productivity and retention. This portion of the business case, often referred to as inclusion, relates to how an organization utilizes its various relevant diversities.If a workforc e is diverse, but the employer takes little or no advantage of that fullness of that experience, then it cannot monetize whatever benefits background diversity might offer. In most cases, US employers are prohibited by federal and state rightfulnesss from giving race or ethnicity any condition in hiring or assigning employees. However, the US Supreme Court has upheld the use of limited preferences based on race, ethnicity, and sex, when there is a manifest imbalance in a traditionally segregated job category. In response to the research, Pfau and Key recommend that organizations concentrate on four areas with their employees. * Keep your company effective, winning, and on the right track. * service of process people, supplied with needed resources use their talents and skills to contribute to the overall accomplishment of organization objectives. * Respect and value people and recognize and act on their contributions. * Create an environment in which people have invadeing work and enjoy their coworkers. On the Interpersonal Level Take a look at your coworkers or reporting staff with new eyes.Think about the factors that you share in common with them. Youll find * Youre all human beings with complex emotions, needs, interests, outlooks, viewpoints and dreams. Share something about yourself to create an environment in which your coworker wants to share information with you. Listen and dont pry. Polite and go on interest in your coworkers contributes to workplace harmony. * You have family and other interests outside of work. Hear what your coworkers tell you about their personal lives. Remember the highlights to demonstrate respect and interest. You have similar needs from work as demonstrated supra in The Human Capital Edge. Acknowledge this and note the commonalities. Work is more exciting when you feel as if you are accomplishing mutual goals. Act as if you are part of a winning team. Emphasize, with coworkers, your common interest in your success and the success of the organization. Youll get to know people as people if you participate in any fun or team building events your organization sponsors. Better yet, join the team that plans them. capital punishment Diversity issues change over time, depending on local historical and dynamic conditions.Overt diversity programs are usually limited to large employers, government agencies and businesses facing rapid demographic changes in their local labor pool and help people work and understand each other. The implementation of diversity is often limited to the Human resources department when there is also a good economic case for UK companies to use it as a tool to reach new market shares. Legal frameworks US anti-discrimination laws prohibit employers giving any good will to customers preferences for being served by employees of a given gender, ethnic group, or color.In general, the laws also prevent consideration based on religion, although the law allows major exceptions of this pr ovision for religious organizations. Many countries are also introducing anti-discrimination laws (for example the DDA in the UK) forcing companies to be more aware of diversity. The law student organization Building a Better Legal Profession generated significant controversy in October 2007 for reporting data suggesting that most private law firms themselves lacked demographic diversity. CONSEQUENCES OF IGNORING DIVERSITY Ignoring diversity issues costs time, money, and efficiency.Some of the consequences can include unhealthy tensions loss of productivity because of increased conflict unfitness to attract and retain talented people of all kinds complaints and legal actions and inability to retain valuable employees, resulting in lost investments in recruitment and training. CONCLUSIONS ABOUT DIVERSITY AND SIMILARITY If you start by recognizing the ways in which you are similar to your coworkers, youll build a base of understanding and adoption that will withstand the sometimes st ormy times when your differences come to the forefront.REFERENCES 1. Cultural diversity in the workplace issues and strategies / George Henderson by Henderson, George, 1932- Westport, Conn. Quorum Books, 1994 2. www. unep. org 3. www. unesco. org 4. The Human Capital Edge 21 People Management Practices Your Company Must Implement (or Avoid) to Maximize Shareholder Value Bruce N. Pfau and Ira T. Kay, executives with Watson Wyatt Worldwide 5. cross-cultural management / edited by Gordon Redding and Bruce W. Stening Cheltenham Edward Elgar, c2003 6.Cross-cultural management case studies development and delivery report and case studies /CCM Research Team Research launch for Asia and the Pacific, University of Sydney Sydney Research Institute for Asia and the Pacific, University of Sydney, 1997 7. Multinational cross-cultural management an integrative context-specific process / Robert J. Mockler, Dorothy G. Dologite by Mockler, Robert J Westport, Conn. Quorum Books, 1997 8. mu ltinational management a cross cultural and functional perspective / Kamal Fatehi by Fatehi, Kamal Englewood Cliffs, NJ. Prentice Hall, 1996

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