Managing Cultural Diveristy

SHMS Leysin Leadership across Cultures Managing Workforce alteration 131LAC Mukhtar Mammadov BAHE 2 3/22/2013 Table of Contents installation2 Discussion3 Conclusion7 Introduction Culture in its m either forms and approaches is a very popular subject inquiryed by umteen authors. The definition of gardening from Geert Hofstede, the roughly cited tender scientist according to Pofountainhead (2006) comes as the collective programming of the brainpower that distinguishes the members of unitary assort or category of humans from legion(predicate) other. (1982) He mentions that these differences exist in nations, geographical regions, generations, genders, social classes and many more.As Hofstede scarce puts it, the extemporaneous rules of the social game. (2013) It has besides been describe in a less scientific language as something to do with the concourse and unique quality and style of brass instrument, (Kilmann et al. 1985) and the way we do things around hither. (Deal & Kennedy, 1982) Other sources post hundreds of various definitions. lee(prenominal) and Yu (2004) argue that the exit of definitions is so wide-cut because of the versatile approaches and frameworks in which burnish is researched. The 3 main social sciences psychology, anthropology and sociology take a leak antithetic views on the issue.However, the researchers tend to agree that gardening give the bounce non be defined employ ace universal definition. Groeschl and Doherty(2000) quote Tayeb (1994), who argues that cultivation is to a fault fundamental to be solved finish tighter definition. Greater implication for the managerial tasks, however, comes from the ethnical diverseness. Cox (1993) defines mixture as representation, in one social system, of plurality with distinctly different group affiliations of heathenish signifi kittyce. Factors differentiating these muckle complicate heathen background get alongledge, race, education, age, physical and cognitive ability among other. Seymen, 2006) These criteria record that difference is signifi grasst not tho at the level of national or ethnic customization but besides at an versed, individual level. In the modern globalized world, people of various backgrounds inevitably meet, work in teams, arrange business deals, receive and yield service to each other and plump together in the same surround. In such(prenominal) conditions, individuals and especially companies, poorly hustling to the variety of values, beliefs and attitudes towards same issues testament muster up themselves at a disadvantage.This report will outline the issues of managing cultural revolution, their importance in hospitality industry as well as welf atomic number 18s and disadvantages. Further, the importance of kind recruitment will be discussed along with modern-day theories and st posegies apply to gain warlike advantage. As the topic is very broad, The main issues and in recruitment policies will be curtly outlined followed by a cerebrate discussion on selecting and recruiting employees and managers for international assignments (IA). DiscussionTwo link activities hand been identified that stop provide companies a competitive advantage in terms of cultural difference 1) having a various(a) custody and 2) managing the work force transformation. (Aghazadeh, 2004) Aghazadeh discusses the forecasted adjustments in demographics and argues that having diverse work force and being nimble to the demographic changes will also be ready to the change in foodstuff demands, giving it a competitive advantage. (2004) By doing so companies will have an cozy source of information what the guest pedestal expects an on dealing with the community.A diverse workforce also brings with it an obvious benefit of the language readinesss. According to White (1999, p. 477), having a diverse workforce benefits companies in 5 slipway * Easier realiseion and retaining of the human gift. * Ability to empathize and penetrate wider and growd markets. * higher creativity and innovation * Better problem puzzle out ability * Better changeation to change and institutional flexibility Building a diverse workforce alone is not enough to gain the advantages connected to it. In consecrate to benefit from the multicultural environment, it is distinguished to effectively manage the salmagundi of animate staff.Magdaleno and Kleiner predicted that effective management of workforce diversity will become the major(ip) authoritative of the continued survival and success . (1996) A strong organizational culture can be a priceless intangible asset for any company that plans to grow. A strong culture must include artifacts such as rituals and organizational stories to expatiate surgical incisionicular cultural distinctions. (Lee & Yu, 2004) The research by Denison (1984) has revealed that there is direct correlation in the midst of 1)organization of work, 2)deci sion making and financial performance.Various techniques and strategies, such as recruitment, genteelness, managing culture shock and victimisation predictors such as record traits for international assignments can be apply in aline diversity management with requirements. (Gabel et al. , 2005 Migliore, 2011 Uwaje, 2009 Harvey, 2012 Tipper, 2004) Workforce diversity and its management, due to complexity, has several disadvantages. First and more or less obvious is the increase in raising expenditures. The trainings such as lectures and seminars ar inclined to all levels of staff within the organization are associated with in high spirits costs. Aghazadeh, 2004) Secondly, there is a threat of reverse difference. (Brunner, 2003) Reverse discrimination takes get in when the cultural majority (e. g. Caucasian) claims to have been discriminated by a nonage. Such events come somewhat because of the appraisal and affirmation of a minority with little consideration for the ma jority. Another major drawback is the high probability of conflicts. (White, 1999, p. 478) Aghazadeh secerns that such incidents unremarkably occur as a matter of an individuals feeling superior. 2004) Indeed, it is a common spile that, for example, an older employee has disagreements and mis deduceings with younger. It can, however be combated using ongoing training and managerial intervention. A study by Bajawa (2006) on the executives opinions on the advantages and disadvantages of culturally diverse workforce ascertained that they are not threatened by achievable negative effects. As one of the senior HR managers responsible for diversity policy and implementation mentioned, he does not think there are any disadvantages they are all advantages etention of employees, reduced training costs, close inion in the first place . Not only has he mentioned the unconditional effects but also finds that diversifying and managing workforce excoriately reduces the training costs. I n the hospitality industry managing cultural diversity is perhaps even more substantial that most other industries, diverse staff torso constantly interacts with customers of various cultural background and on every level of operation. (Baum et al. , 2007) oddly in hotel, tourism and travel industries the measuring of intercultural chat can be overwhelming.It is, therefrom of grave importance to detailedly bump and apply practices necessary to upkeep employee pauperization and comfort. One of the strategies that can be used to manage cultural diversity is to empathize the importance and carefully implement practices in recruiting the diverse workforce. Hiring the top hat outlook for the hypothesise lendable, regardless of the cultural background also assures a reliable, diverse pool of talent is available for promotion, since many companies prefer to olfactory modality for managers innately.DNetto and Sohal (1999) provide a list of the best practices popular in rec ruiting diverse workforce development of muse description, that complies with anti-discrimination legislation and that covers experiences and qualifications job advertisements in a number of languages carriage of diverse managers in selection boards implementing user-friendly techniques allowing interviewees an easy take ining and ability to get along questions to their best ability. They also argue that most managers fail at adjusting interviews to diverse candidate base.According to Tipper (2004), there are 5 elements for a undefeated diversity recruitment strategy 1) Knowing the market. It is essential to know the pool of available intellectual candidates in order to effectively recruit from minority groups. These employees can then be used internally in coordination with sales and merchandise departments to develop a more civilise marketing strategy for attracting and retaining diverse customers. By doing so companies hit 2 hares with 1 shot get talented employees and e nhance their marketing strategies. 2) Build the business case.Letting the hiring managers understand and appreciate the reasons and benefits for diversity recruitment can make a ample difference. prospering companies put presence of cultural diversity in their ranks as an improvement to their bottom-line and benefit from financial improvements. 3) Channels to Market. Widening the number of channels used to advertise available positions might greatly improve the chances for success in diversity recruitment. Placing information in magazines, journals and websites popular among the known talent market instead of only national, traditional media can be a decisive factor.It is important, however, to notice, that some minorities might be suspicious around the reasons for companies to physical object them as potential employees. consequently it has to be clearly communicated why companies target diverse employees. 4) Reward recruiters. It takes money, succession and skill to produce desired results. Therefore successful recruiters should be legitimately rewarded for their efforts in this, sometimes undervalued, issue. Tipper suggests that 5-10% of the hiring managers pay should be ground on diversity recruitment and holding results. ) An ongoing focus. The task is not finished once newfound diverse employees have been recruited. After the successful first smell the new personnel needs to be trained on an ongoing basis. At the same time companies must understand the inner drivers and motivators of their staff. To do so, additional measures the like informing supervisors of the importance of minority employees, hiring internal audits and diversity policy communication tools should be implemented. For the hospitality industry, given its nature, there is an change magnitude need or developing and implementing the strategies and techniques to recruiting and retaining talented diversity. Taking into consideration the international customer bases making up the m ajority of hotels and airlines clientele, a multicultural workforce may amaze better experiences and in the long term, aim substantial financial and reputational benefits. Re-recruiting or simply assigning an employee to a new work abroad (further International Assignment or IA) requires additional measures to ensure successful execution.The managers charge to work abroad need to be able to adjust to the new environment in the shortest period of time to provide maximum effectiveness. As in many cases these individuals experienced themselves as a part of majority, behavior as a minority representative in an another countrified may change dramatically, resulting in a phenomenon known as Culture jerk. Ward et al. (2005) argue that under shock, culture is rejected leading to anxiety and aggressiveness. modern psychological research has revealed methods capable of predicting cultural adaptation.A study by Gabel et al. (2005) discovered that turned on(p) intelligence (EI) higher up other factors, including empathy and social relations can predict the rate of adaptation to IA. Findings indicate that individuals with higher EI scales tended to adapt to the new cross-cultural environments better diminution the chance of them willing to terminate assignments. As EI is associated with the neuroticism dimension (also known as emotional stability) of the Big louver personality model used as a basis for many psychometric tests, this trait can be measured out front the IA of an individual.It can have its implications when hiring a new manager for an IA or better preparing an lively employee. A latter research by Migliore (2011) has found correlations in the midst of the Big Five personality traits and the cultural dimensions presented by Geert Hofstede. It has find particular connections between specific dimensions of the twain theories Extraversion Individualism Agreeableness advocator Distance Conscientiousness Masculinity neurosis Uncertainty Avoidan ce Openness epoch Orientation It might be concentrated to measure the cultural preferences of an employee.Psychometric testing, aligned with the above mentioned findings offers a reliable way to analyse the psychological profile of an employee with the cultural linguistic context of the location of new assignment on an individual level. Cain (2012) classifies some nations as invaginate or forthcoming. According to her, Finland and Japan are highly introverted, while the US is an extroverted country. Although she does not provide any correlations between personality and cultural dimensions, there is try of extroversion aligning with individualism, while introversion is closer to group orientation.Therefore, for example, a Finnish employee might find himself uncomfortable in the dynamic US, but have easier time adapting in Japan than an American at least as far as individualism dimension goes. Conclusion A multicultural workforce has its advantages and disadvantages. It is esse ntial, especially in the hospitality industry, to engage in culturally diverse recruitment, as it enhances understanding and communication with the customer base, makes organizations more flexible and innovative, helps attract and retain talents and simply have a positive image of social office in the media.Although it is associated with some drawbacks, such as increased costs of training, conflicts and misunderstanding among the employees, executives and researchers conceive that building diversity in a company lead it to a competitive advantage. It has been shown, however, that simply employing diverse workforce is not enough strategies for correct recruitment, retaining and training employees are necessary to reap the benefits. It is important to attract and select the right candidates through methods which do not affect their cultural background.In order to do so both internal and external measures need to be taken. Externally, it is important to clarify the reasons why cultur al diversity is pursued in an organization, utilize the correct media channels. From inside the companies it is required to clearly state and create understanding of how cultural diversity in the organization benefits it intangibly and financially sort of than because it is the right thing to do. It is also important to keep in mind the managements efforts towards quality staff recruitment and to moderate on the diversity policies on an ongoing basis.Another issue is the regular need to lead managers and employees to international assignments. During these tasks there is a high probability of culture shock chance to traveling individuals without appropriate preparation. The resent research in psychology has revealed several ways of predicting successful adaptation to the international assignments. High scores in factors such as emotional intelligence were found to be able to forecast quick overcoming of culture shock and reducing the threat of rejecting assignments/withdrawal.F urthermore, it is possible to test the approximate correlations between the culture of destination and the personal habits of an individual using the psychometric tests. Overall, there are many strategies and methods to managing workforce diversity, but only careful and sophisticated organizational culture and schematic policies can lead to the highest levels of rewards it can bring. As long as the concern about multicultural staff is genuine, is communicated extensively and is perceive to be true, it will grant great competitive advantage.Bibliography Aghazadeh, S. (2004). Managing Workforce variety as an Essential Resource for Improving organisational process, International Journal of Productivity and Performance Management. e-journal 53(6), pp. 532-531. 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