Part A: Cultural Diversity

Introduction

The concept of diversity has been described roughly as groups of two or more individuals which characteristically denote demographic dissimilarities among group members (McGrath, Berdahl, & Arrow, 1995). Concurrently, recent studies have been created to describe the abundant dimensions for categorising these demographic dissimilarities. Nonetheless, it is recurrent that hypothesising diverse results for individuals and work clusters, particularly those relating to the level and disposition of those diversity. To illustrate, the study of Pelled (1996) created one set of calculations regarding the implications of ethnic diversity among the members of the group clusters. He have also posited another assertion regarding the implications of functional background diversity, which is fundamentally centring on the manifestation of race as well as other work-related operating setting. On the other hand, the works of other scholars were created to discern the implications of diversity dependent on the cultural differences of the group members (Cox, 1993; Larkey, 1996), corporal (Masnevski, 1994), intrinsic and unassailable or those relating to role and job-related miscellany (Pelled, 1996).

Similarly, it is noted that cultural identities originate from affiliation in factions that are socially and culturally divergent. They are time and again connected with specific physical (skin colour), biological (genitalia), or stylistic (dress) attributes, despite the fact that these may be comparatively exclusive, depending to a certain extent on people's alternatives about whether and how they yearn for to be acknowledged by others. Affiliates of a cultural identity group have a propensity to contribute to certain worldviews (Alderfer & Smith, 1982), norms, values, goal precedence, and socio-cultural legacy. The cultural indicators of such clusters can be publicised through communication techniques, rules, communal connotation, and even vernaculars or verbal communication, which others may or may not admit as ethnically connected (Larkey, 1996).

The level to which one individually distinguishes with one's cultural distinctiveness and the worth one consigns on them modifies transversely through cultural factions and across members within cultural groups (Thomas, 1993; Ely, 1995; Ragins, 1997). Additionally, a human being may vary in the degree to which he or she associate with, principles, or articulate a specific cultural personality at any prearranged instance, dependent on the salience and denotation of that characteristics in the perspective within which he or she is in commission (Ely, 1995; Larkey, 1996) For this reason, cultural identity, as understood in this selection, is communally constructed, multifaceted, and self-motivated.

Primarily, the main goal of this paper is to answer the query: how cultural diversity could be exploited for the benefit of a multi-cultural organisation. The discussion will focus on how the management of the company can use cultural diversity as part of the system of the organisation.

Cultural Diversity and Managing Culture

As mentioned, the goal of this paper is to identify ways on how cultural diversity can be used to benefit a multi-cultural organisation. In this regard, one way to exploit cultural diversity to become advantageous is to manage it effectively and efficiently. Cox (1993) defines cultural diversity as the "representation, in one social system, of people with distinctly different group affiliations of cultural significance (Cox, 1993)." Accordingly, people of different ethnic backgrounds possess different attitudes, values, and norms. Increasing cultural diversity in both public and private sectors focuses attention on the distinctions between various ethnic groups in their attitudes and performance at work.

            Several authors have research organisations which are successful in managing diversity (McNerny, 1994). In general, these authors find several similarities held by successful, multicultural organisations: First, top management plays a crucial and leading role in making diversity a success and become beneficial for the company.

The CEO must exhibit a strong commitment. Leaders must receive diversity training to address myths, stereotypes and real cultural differences as well as organisational barriers that interfere with the full contribution of all employees. Top executives need experience of what it is like to be a minority. Top management cannot delegate its leading role to Affirmative Action/ Equal Opportunity administrators.  Second, diversity must be part of an organisation's strategic business objective. A diversity program cannot fully succeed if it is a separate strategy similar to traditional Affirmative Action/EEO programs. Diversity goals must be linked to business goals, not merely meeting Affirmative Action legal requirements (McEnrue, 1993).

Cultural Diversity must be stressed not only internally but should be a significant part of external outreach programs that identify the organisation as a multicultural leader and active in community and societal issues. Diversity should be a super ordinate goal rather than a goal ascribed to individual groups. Third, managers must be held accountable for meeting diversity goals. Performance evaluations and rewards should be tied to a manager's ability to develop and manage a diverse workforce. Top management must scrutinise compensation to insure fairness. Fourth, a multicultural successful organisation must improve its supply of diverse workers through aggressive recruiting. It must break the "glass ceiling" and increase the number of women and minorities in the higher salary groups through career development, mentoring, and executive appointment. It must empower all of its employees to use their full capacity.

Fifth, a diverse workforce requires efficient communication. Leaders must insure that there are open avenues for employees to communicate new ideas, grievances, input and feedback. In many ways, the classic bureaucratic model is antithetical to the needs of culturally diverse workgroups and innovative, non-hierarchical organisational designs may be in order to insure effective communications. Finally, a multiculturally successful organisation must value diversity. A cultural climate must allow differences to be celebrated instead of merely tolerated. All employees must understand the competitive and moral advantages of diversity. They must respect and support cultural diversity through the recognition of distinctive cultural and religious holidays, diet restrictions, and the like. Often, organisations must undergo a "cultural transformation" (Carnevale & Stone, 1994) before they can successfully achieve the full benefits of diversity.

Because management philosophies and practices are culturally conditioned, it stands to reason that there is much to be gained by including cultural studies in all management or professional development. This is particularly relevant during the global transformation underway. Culturally skilled leaders are essential for the effective management of global corporations, as well as for the furtherance of mutually beneficial world trade and exchange (Harris, Moran & Moran, 2000)

The concept of  culture at work, whether international, local or  at the organizational level, extensive emphasis should be warranted for because effective HRM practices plays an effective role on achieving high performance levels of employees. Managing culture is a broad and complex issue. Leaders face formidable challenges in building a multicultural organisation that truly values diversity. To be successful, managers need to "unlearn practices rooted in an old mind set, change the ways organisations operate, shift organisational culture, revamp policies, create new structures, and redesign human resource systems (Jamieson & O'Mara, 1991)." This is a tall order and indeed may be so difficult and complicated that it requires a new paradigm to guide organisational management.

To manage diversity strategically may require a shift from an efficiency mind set to one with a higher emphasis on human relations goals (DeLuca & McDowell, 1992).  For managers leading or working in culturally diverse organisation, the level of flexibility, communication skills and hands-on management required often goes above and beyond what they are accustomed to.  Regardless of where they are located, managers may find themselves challenge to motivate struggling employees.  Managing culturally diverse teams and facilitating teamwork across cultures can present unique challenges and may be unfamiliar territory for many managers. 

The manager often experiences his most uncomfortable moments when he has to deal with differences among people. Because of these differences, he must often face disagreements, arguments, and even open conflict. To add to his discomfort, he frequently finds himself torn by two opposing desires. On the one hand, he wants to unleash the individuality of his subordinates in order to tap their full potential and to achieve novel and creative approaches to problems. On the other hand, he is eager to develop a harmonious, smooth-working team to carry out his organisation's objectives. The manager's lot is further troubled by the fact that when differences occur, strong feelings are frequently aroused, objectivity flies out of the window, egos are threatened, and personal relationships are placed in jeopardy.

Because the presence of differences can complicate the manager's job in so many ways, it is of utmost importance that he understands them fully and that he learns to handle them effectively. It is important that the communication provided by the organisation is clear and consistent from within all levels of the organisation. It must address both organisational and individual employee concerns.  Management behaviour will influence employee behaviour more than the words included in a communication. Employees assess the communication to see if the change meets their needs.

Internal Communication is linked to performance, job satisfaction, job avoidance, market conditions, commitment, culture and turnover. Communication and culture are useful to the success of any organisation. A positive, strong culture allows the organisation to attract and retain the best people, where a negative culture can do the exact opposite. In addition, a clearly articulated mission statement is an essential part of building the image of the organisation in the minds of the employees. Therefore, effective internal communication is needed in a culturally-diverse organisation. If poor internal communications exist, it could lead to lack of job satisfaction, increased job avoidance, reduced performance and commitment and an increase in turnover.

Managers and team leaders will need to learn how to interpret signs of troubled or stressed employees. Moving forward, it is clear that both challenges and opportunities exist for those who lead or manage culturally diverse work teams.  For those employees who are relocating to another culture, employers who are proactive and provide support up-front are certainly taking a step towards ensuring the success of the project team assignment.  Pre-departures preparation programs can be put in place to help expatriates and short-term assignees prepare for losing a sense of cultural identity and the confidence that goes with it. 

            Thomas (1991) provides a working definition that goes beyond valuing differences: Managing culture is a comprehensive managerial process for developing an environment that works for all employees." This definition has two key features. First, "managing culture" is a "comprehensive managerial process." It is not enough to provide diversity training in an organisation and pat ourselves on the back for raising the level of awareness. Managing diversity implies an ongoing, system-wide process that will tap the potential of all employees.

 It implies growth and development on the part of the organisation and its people -- movement on both sides.  Second, this definition specifies "developing an environment that works for all people." In order to develop this environment that works for all people, we are going to have to change corporate cultures. Thomas (1991) provides an action plan for developing cultural changes in corporations. According to Thomas, we expect people to assimilate into the corporate culture. Today, employees are reluctant to assimilate and are more likely to want to maintain their uniqueness. As a result, we will have to create a culture that both values and manages diversity.

The vast majority of cultural diversity initiatives in the U.S. focus exclusively on valuing differences. Instead, Fine argues, the dominant corporate culture must be transformed into a multicultural organisation.  Fine defines a multicultural  organisation as an organisation that: values, encourages, and affirms  diverse cultural modes of being and interacting, creates an organisational dialogue in which no one cultural perspective is presumed to be more valid than other perspectives and empowers all cultural voices to participate fully in setting goals and making decisions (Fine, 1995).

Changing corporate culture and management systems to accommodate the diversity of employees involves strategic initiatives that are designed to break down barriers that prevent all people from contributing to their fullest potential. Jackson and Associates (1992) describe examples of corporate diversity initiatives that are "intentionally planned, targeted against business objectives, long-term oriented, and involve the entire organisation (Jackson, 1992).  For example, Travel Related Services, a subsidiary of American Express, focused their efforts on becoming "the Best Place to Work" by providing benefits that would attract and retain employees from an increasingly diverse labor pool. Child-care subsidies, improved part-time benefits, sabbaticals, and flexible work arrangements were introduced after a systematic diagnosis and planning effort involving input from employees (Morrison & Herlihy, 1992).

Another study of corporate diversity initiatives by Morrison (1992) is based on interviews with over 200 managers in 16 U.S. companies. The research describes the barriers that prevent women and minorities from advancing as well as the processes that facilitate their movement through the ranks. Recruitment, development, and accountability strategies that foster an appreciation for diversity and allow organisations to achieve measurable results are labelled "best practices."

One of the practices Morrison (1992) cites is the use of internal advocacy groups as a means for building commitment to diversity and monitoring the corporation's diversity practices (Morrison, 1992) Advocacy groups were found in 10 of the 16 companies examined in the Morrison study. While the roles and power of these groups vary within corporations, Morrison (1992) acknowledges that much of their negotiating power comes from the information they receive about personnel administration (personnel profiles, promotions, pay records, and advanced notice of personnel policies). According to Morrison, some executives communicate this information in order to share responsibility for identifying diversity problems and developing solutions (Morrison, 1992).

            Managing the process of resolving conflicts in a culturally diverse organisation, therefore, is the central task, making sure that positive effects are garnered from the situation by understanding that all of those involved or in controls are doing everything in their power to maximise the positive products and quality output, while minimising the disruptive consequences among the members of the project team in a culturally diverse organisation.. Such good management, in turn, requires a full and sophisticated grasp of major elements in the managing process.

Individual causes and determinants of conflicts in a culturally diverse organisation, such as faulty attributions, poor styles of communication, and personal traits or characteristics that contribute to interpersonal friction, all play a role in this regard and must be taken into account. Similarly, culturally diverse organisation-based factors, such as competition for scarce resources, ambiguity over responsibility or jurisdiction, growing internal complexity, and faulty or inadequate forms of communication, must also be considered.

 

Conclusion

In managing people, an the human resource management, should be able to learn to think more systematically and strategically in using the organisation's most valuable asset and the company's great resource and that is the people.  The human resource management should be able to develop a thriving organisational culture and a stronger organisation by good management of the people, providing their needs and the things that they deserve in order for them to be motivated and for them to seek more improvement and career development for their sake and for the organisation's sake as well. 

Further, it can also be concluded that in order to have a high-performing and competitive organisation, it is critical that the human resource management and the organisation as well should effectively align their people, work, structure and organisational behaviours to the purpose of the organisation and effectively reward the right performance that supports the objective of the organisation.  Elements such as work processes, organisation design, career path, performance management and a compensation program are part of human resource management strategy and a plan to ensure continuing success. 

All in all it is very important that an organisation should make a way in adjusting their management and styles to complement the differences and similarities of the employees and the organisation as a whole that may catalyst the motivation among the employees. Hence, the role of human resource management is crucial in making the organisation achieved its goal of having a working force that contributes to the competitive advantage of the organisation.

Working in a culturally diverse situation is challenging; managing a culturally diverse service presents even greater challenges. The rewards, however, are great in opening our minds and sharing experiences. Seeing our own society, with its habits, customs, and beliefs that we may take for granted, through the eyes of an incomer heightens self-awareness and self-understanding. The two aspects of management: working with staffs that are culturally diverse and providing a service to a culturally diverse community must be given enough focus.

            A healthy organisation is one in which an obvious effort is made to get people with different backgrounds, skills, and abilities to work together toward the goal or purpose of the organisation. Very few organisations in the have become effective in incorporating culturally diverse backgrounds, skills, and abilities in their organisational culture.

            An effective, culturally diverse organisation is one whose culture is inclusive of all of the varying groups and constituencies it intends to serve, that is, in the case of the services, the people of the state. The organisation's values, vision, mission, policies, procedures, and norms constitute a culture that is manifested in multiple perspectives and adaptability to varying values, beliefs, and communication styles. People from differing cultural groups in business operations have differing perspectives, manifested in their values, attitudes, beliefs, and behaviours.  And these differences, if managed properly can be used as a strong factor to strengthen corporate culture which may lead to a more productive and competitive multi-cultural organization.