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Importance of managing cultural diversity in the workplace
Multiculturalism in organizations
Managing cultural diversity in the workplace
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Main challenges in multicultural work environments The challenges those are prominent in multicultural work environments as opposed to same cultural work environments are: Decision making and problem solving approach: This challenge involved recognising differences and preferences about structuring of work arising out of cultural differences of team members. Some preferred going via a more analytical approach of problem solving focussing, thereby, on numbers and data rather than a more efficiency focussed way of problem solving. Some preferred a linear checklist approach while others concentrated on a more holistic and methodological approach. Though the challenge of establishing norms for approaching work was also faced by same culture work environments, but those teams were challenged by more routine procedural issues as opposed to fundamental problem solving techniques challenges faced by multicultural work teams. Expectations regarding time and urgency of the project: These challenges involved expectation differences regarding project deliverable timelines, realistic deadlines and what a reasonable timeline was. For example, in some countries a reasonable timeline for a certain project was defined as six weeks, whereas in others a reasonable timeline for the same project was six months. This discrepancy in expected …show more content…
Often, the more fluent team members got an undue amount of credit since they were better able to convey their thoughts to clients and, hence, were more effective in business communication than their other counterparts who were using their second or third language. These fluent members had fast track promotions and received other undeserved benefits arising out of their being better equipped with a language. In the same culture teams, these kinds of problems did not arise since all members were roughly on the same level of expertise of a
Chet Craig is the Central Plant Manager of the Norris Company. He started as an expediter in the company's eastern plant and was quickly promoted to Production Supervisor in three years. After two years, he was promoted to Assistant to the Manager of the Eastern Plant. Five years later, Chet was transferred to the central plant as an Assistant, and after one month, was promoted to his current position.
The employer or the management is tasked with the role of developing solutions for these issues. Not only for the organization, but also for the employees or the affected individual. One of the workplace issues that may be encountered in the place of work is the accommodation of people with disabilities.
In spite of mis-representation, certain culture is prone to be seen in corporation. Managing any variety of cultures will require some form of flexibility an understanding of personality that may not their personal environment. In the next few paragraphs, diversity will be dissected how some minority thrive and struggle in some areas. Mr. Taylor and Kachanoff worked on a theory that emphasizes, there is a psychological aspect of diversity which may influence the horizontal and vertical aspect of multiculturalism (2015,
According to the Case Management Society of America, case management is "a collaborative process of assessment, planning, facilitation, care coordination, evaluation, and advocacy for options and services to meet an individual's and family's comprehensive health needs through communication and available resources to promote quality, cost effective outcomes" (Case Management Society of America [CMSA], 2010). As a method, case management has moved to the forefront of social work practice. The social work profession, along with other fields of study, recognizes the difficulty of locating and accessing comprehensive services to meet needs. Therefore, case managers work with these
Outsourcing and globalization are two opportunities for organizations to have teams made up of members from multiple ethnic and sociopolitical backgrounds. “By and large, project teams succeed or fail based on the strength and diversity of the team and its ability to harness distinctive competencies to achieve team goals” (Chapman, 2008, week 2). Consideration of language, political views and economic status is an important consideration to the success of the project. Gender, religion, age and other cultural beliefs may have a significant impact on team cohesiveness. When planning, a project manager should undrestand the team members’ backgrounds. The backgrounds of the team members may affect the way the project is planned. Some cultures are very sensitive to time and others are not. If the project manager (PM) considers these differences no one will be offended. Additionally, some cultures are more individualistic and ohers are more community oriented. Again if the PM is sensitive to backgrounds team membes will not be offended. An effective project manager will be able to get the most out of their team by undertanding the the differences in ethnic and sociopolitical backgrounds. “Essentially, every project team must fit within its environment and, if a team is working globally, then it must recognize and adjust for the diversity of working in other cultures and business systems and adapt to local systems and norms” (Chapman, 2008, week 2).
The purpose of creating teams is to solve a problem or issue through the use of diverse ideas and solutions. There are many times in life, whether at work or at school that one will encounter a diverse mix of personalities. Workplace diversity is everywhere, from the small corner business to the fortune 500 company, and is one of the most important challenges facing companies today. This mix of diverse personalities, gender, race, experience, and culture is what makes a team successful. This is an example of a heterogeneous team. On the other hand, a team with the same make-up, or homogeneous, has limitations on creativity, viewpoints and ideas. This paper will look at cultural diversity and demographic characteristics, specifically age, gender, expertise/ experience and how each plays an integral part in the construction of a high performance team.
This can affect the efficiency of the operation. Members of a group can be two or more new professionals in a group, but have difficulty communicating knowledge, making it difficult for a group to identify their own experience and gain profits. Conflicts and problems can arise when people are frustrated because of lack of fluency. Non-influential speakers are less concerned about their performance evaluation and future prospects. The entire company pays the biggest price: the investment in multicultural teams fails to compensate. Third challenges , it is Differing attitudes toward hierarchy and authority. It is These challenges speak of multicultural teamwork, and by design the team has a fairly flat structure. However, people in some cultures where people are treated differently depending on their position in the company are uncomfortable with flat teams .Final challenges, it is conflicting norms for decision making . The Culture is incredibly different in decision
EXECUTIVE SUMMARY Objective of this report is to evaluate the factors for dealing with culturally diverse and geographically disperse team, advantage of diverse team and challenges. This report is presented to chief executive office of the company. Report contain factor for managing diverse team, managerial traits for managing culturally diverse team, style of leadership and leadership trait which are required by the company manager to achieve the objectives on time, research and findings, some recommendations and conclusion. TABLE OF CONTENT Executive summary 01 Introduction 03 Culturally and geographically diverse team 04 Factor for managing diverse team 04 Managerial
CRITICAL REFLECTION ON GROUP ASSIGNMENT During the process of making the video assignment, our team experienced a wide range of barriers related to the behavior of individuals who are members of the team. Poyrazli in 2011 argue that differences in character and cultural background become one of the factors that reduce the efficiency of the team performance, because, the team members are consist of international students from China, Indonesia, Australia, Vietnam and India. Stereotypes do exist and are still going on, but it is only an old story, and a working group or team should be able to work on it, stereotypes have been unable to justify the ineffectiveness and inefficiency (Pseekos et al 2008, Haines & Sumner 2006), because nowadays
Employee benefits coordinator play a significant role in Human Resource Management. Employee Benefits coordinators are responsible for assisting with employee benefits, maintaining employee data base, managing all insurance billings and maintain employee files, sick pay, vacation and retirement. This study explores the importance of employee benefits to corporations, government agencies and non profit organizations. This paper also researches the effects on the management team and on individual employees’.
Our BSP (Business Plan project) group consists of seven people, all of which are from different countries and therefore have different cultures. This results in many different opinions and methods of dealing with problems in different ways, which contributes heavily to well balanced team work.
Numerous cultures as they exist, embrace diverse perspectives on professional aspects such as teamwork, respect for authority, time management, and responsibility. Culturally diverse workforces reflect different staff values, traditions and norms which ultimately affect the way an organization thinks, behaves and makes judgments. Cultural diversity greatly influences time-consciousness and thus, has an impact both on schedules and on deadlines. The cultural diversity of a workforce causes conflicting attitudes among co-workers, therefore, creating barriers to the creation of workable professional relationships. These barriers must be eliminated whenever they exist in order for an organization to run in an efficient, harmonized manner. Cultural
Culture is the most important reason to influence an international company. Culture different can be nightmare to manager who do not know how to work with international employees (Passport to Trade, 2015). Three different management styles for manager to use in managing a team that are ‘Authoritarian style’, ‘Democratic style’ and ‘Laisses faire style’. In Hofstede’s study, he created five different dimensions that are ‘Power distance’, ‘Uncertainty avoidance’, ‘Individualism’, ‘Masculinity’ and ‘Confucian work dynamism’. Culture different and language become an important reason of conflicts while international people are working together (Mullins, 2010).
Culture can be defined as the beliefs, values and the pattern of behavior of an individual within designated areas. The culture of organizations defines shared values and behavioral expectations. Cultural issues are especially basic issues all around the globe. These issues can happen in various routes relying upon the size, area and the custom culture of that institution. Social issues happen even because of the states of mind and how each individual comprehend in diverse business environment. Today, the corporate administrations and rising business firms have chosen to give the essential attention on trainings and classes at the multicultural working environment that will help them to understand and create
Within an organization, there are always people that think and behave differently, all dependent on their personal values and cultures. Efficient managing of the human resources is an art, and it is hard to find a perfect solution/combination. It is important that management recognize and understand that people work differently. This is why it is important to have strong cultural foundations that also guides how employees are expected to behave and work. Thereby it should be easier for management to utilize the work force diversity to something meaningful.