INTRODUCTION
The
effects of cultural diversity in the functioning of any commercial organization
have been an area which has attracted a lot of interest in the modern day. This
has mostly been as a consequence of the increased rates of industrialization
and globalization which has led many people to move from their homelands in new
areas for economic and work related purposes. According to the Australian
Multicultural Foundation (2010, p. 8) it is important for the administration of
any commercial organization to come up with effective strategies and mechanisms
in the management of diversity at the place of work. Diversity in this case is
defined as the sum total of all relevant discrepancies that exists amongst an
organization’s work force as well as its customers. The differences in the
human resource may be revealed by their differing attitudes, mind sets and
principles of life; in particular instances or situations in the organization,
such differences may act as impediments to the successful accomplishment of
organizational tasks. Stahl et al (2010, p. 1) reveals that a number of
investigations and research that have been conducted on work place diversity
focus on a number of facets such as diversity in gender, age, cultural back
ground, function and ethnicity. Most recently, research has shifted to focus on
the interrelationship between cultural diversity and achievements of teams in a
commercial organization. It is important for organizational leaders to be able
to manage the cultural diversity that characterizes their organizations.
According to Stahl et al (2010, p. 10) diversity management is described as the
continuous sets of procedures that incorporate an acknowledgement and
appreciation of the differences that exist in an organization’s work force and
clientele pool and the effects such differences have on all commercial
ventures, processes and communication models; this is usually done with the
objective of establishing fairness, concord and inclusiveness in the commercial
organization so as to ensure the smooth running of the organization and the
attainment of set organizational goals.
CULTURAL DIVERSITY
As
stated by Silk et al (2000, p. 1) the Australian nation has also been
characterized by high levels of cultural diversity due to having greater levels
of immigration in comparison to other nations in the west. In such a dynamic
global economic structure it has therefore become necessary for many
organizational leaders to adapt effective cultural diversity management
strategies. The Australian Multicultural Foundation (2010, p. 11) reveals that
the issue of diversity management has undergone a number of transformations
from what it was in the last three decades of the 20th century;
between the 1970s-1990s the first principles of managing differences among the
work force in Australia as well as other nations in the west such as the United
States of America were endorsed by the establishment of legislations that
outlawed unfair treatment of workers based on their sex or race. Laws were also
formulated to ensure that the human rights of workers were honored as well as
being provided with equal prospects for career growth and safety at the place
of work. In order to avoid legal responsibility, many business organizations at
this time had no choice but to abide by the set laws; equality and fairness in
commercial settings was achieved by set structures of control, coaching of the
organization’s human resource and laid down guidelines of legal compliance.
The
Australian Multicultural Foundation (2010, p. 11)reveals that since the 1990s
to the present day the rates of diversity amongst the work force in many
organizations around the globe has escalated to high levels as a result of the
increased demand and rivalry between commercial organizations for gifted
workers. In addition to this, there are laws in Australia that illegalize
discriminating upon workers due to their racial backgrounds, age and sex. Many
managers have also realized the need for dealing satisfactorily with the
cultural diversity in their organizations, not just for purposes of legal
compliance but to also ensure employee motivation and organizational efficacy.
The adverse effects of cultural diversity at the place of work are thus
lessened and the advantages illuminated for the benefit of the organization. Rijamampinina and Carmichael (2005, p. 109)
asserts that there are different dimensions to the issue of diversity which
interrelate and affect each other and are displayed in different contexts in
the business organization. While aspects of difference in the work force such
as sex, race, age, physical handicap and ethnicity fall under the primary
dimension of diversity at the work place, culture is classified under the
secondary dimension. One problem of
cultural diversity is its propensity to cause conflict at the work place.
According to Jehn et al (1999), apart from being exposed to different cultural
orientations, this may also occur as a result of informational diversity;
informational diversity is the term used to describe the discrepancies that
exist in the knowledge and mind sets possessed by the individual members of any
team in the commercial organization. These discrepancies usually occur as a
consequence of the team members having attained various different levels of
education, know how and proficiency.
THEORIES OF CULTURAL
DIVERSITY
According
to Stahl et al (2010, p. 2) there are three main ways in which cultural
diversity affects workers in teams formed in commercial organizations. The
first manner is that stipulated by the similarity-attraction theory; according
to this model, workers in an organization have a propensity towards associating
with and working together with other workers whom they perceive as possessing
mindsets and perspectives to life and work which are alike (Williams and
O’Reilly, 1998, p, 77-78). In concord to this assertion, Mazur (2010, p. 7)
claims that organizational teams that are identical in terms of cultural
backgrounds and orientation have a greater number of interaction instances and
tend to correspond with each other more often than with those who are
culturally different. Mazur (2010, p. 7) further asserts that in such light,
managers in a culturally diverse organization may apply the principles of the
social identity model to ensure that
there are higher levels of cooperation and contentment amongst the
organization’s work force. According to Williams and O’Reilly (1998, p, 77-79)
this is also a very effective method of lessening the rate of occurrence of
psychological disagreements in the commercial organization’s workers.
Stahl
et al (2010, p. 2) also mentions the social categorization theory. According to
Tajfel (1982), ordinarily, increased cultural diversity in work teams tends to
report a similar or even greater increase in adverse self- grouping tendencies.
This is due to the fact that human beings have a tendency to group themselves
into units dependent on the number of similarities that the members of the
units share; individuals with who few or no characteristics are shared tend to
be categorized into ‘other’ groups. Jehn et al (1999) assert that such groups
are usually the source of intense stereotyping and preferential treatment;
individuals tend to favor those from their own cultural backgrounds and
discriminate against those from other back grounds. In a culturally diverse
organization this may be very detrimental to the accomplishment of
organizational tasks and attainment of the set goals due to the fact that it
breeds discrimination, impartiality, uncooperativeness and conflict
(Rijamampinina and Carmichael, 2005). The information- processing model depicts
diversity as being more advantageous that detrimental. Stahl et al (2010) asserts
that cultural diversity has different implications on a commercial
organization. Teams which have few similarities tend to bring into the
organization the required multiplicity and variety of knowledge, networks and
mindsets. Apart from enhancing the esteemed characteristics of creativity and originality,
many a times this diversity is very helpful to the problem-solving activities
of the organization
CULTURAL DIVERSITY AND
WORK TEAMS
According
to Shaw (1995), cultural diversity, as indicated in a number of Australian
commercial enterprises, may have advantageous or detrimental effects on work
teams formed in commercial organizations. Stahl et al (2010, p. 2) reveal that different
types of differences or diversities in a commercial organization have a propensity
to affect the teams of workers in variant ways. Cultural diversity has a propensity
to greatly influence the manner in which the workers relate with each other and
with their superiors in the commercial organization. Despite the fact that the
effects of cultural diversity amongst a commercial organization’s work force is
not immediately evident, they tend to be more deep rooted and difficult to
solve than those from other elements of difference such as sex and age (Lane et
al, 2009). Cultural diversity in any work team may serve to heighten the levels
of divergent sets of procedures; this is due to the fact that the team members
who are from different cultural orientations bring together their different
ideas and values; this increases novelty, inventiveness and problem-solving
effectiveness.
On
the other hand, if not effectively managed, cultural diversity may affect work
teams negatively by causing conflicts and divergences. Despite the efforts by
many organizational managers to embrace and effectively manage cultural
diversity in the commercial institute, Silk et al (2000, p. 2) reveal that
there are a number of challenges that confront such endeavors. The first
challenge that must be acknowledged and effectively dealt with by the
management is the fact that an organization’s human resource is comprised of
individuals with differing approaches and mindsets towards organizational
tasks. While some workers in many Australian commercial organizations may be
very agreeable and open to changes of perspectives, others are quite
opinionated and the management has to intervene to ensure harmony and
cooperation in the organization. In addition to this, the management of a
culturally diverse organization is also tasked with the responsibility of
deciphering both the advantages and disadvantages of a culturally diverse work
force; this will enable the administration to tap on the benefits of cultural
diversity to the organization and lessen the disadvantageous effects on the
same (Shaw, 1995).
MANAGEMENT OF CULTURAL
DIVERSITY
There
are many methods and techniques that have been outlined by scholars and experts
in the human resource fields of study on how best to deal with the issue of
organizational cultural diversity. The management of cultural diversity in the
work place is very fundamental in enhancing the organization’s effectiveness
due to the fact that it establishes an atmosphere of even-handedness and
equality where all members of the organization are exposed to similar prospects
and confrontations. According to Gratton and Erikson (2007, p. 107) state that
the managers in the organization have to act as role models to their
subordinates; if the work force perceives the management to be working
harmoniously and collaboratively, there are high chances that the work force
will also try to get past the cultural frontiers that divide them and cooperate
with each other. In addition to this, the management of a culturally diverse
commercial institute needs to organize for seminars and coaching forums for its
administrators as well as workers, where necessary, to sensitize them on the
importance of establishing collaborative systems and working together to attain
the set organizational objectives. Establishing a sense of belonging and
community amongst the workers has also been known to lessen the detrimental
effects of cultural diversity in commercial organizations. The Australian
Multicultural Foundation (2010) claims that the management of the culturally
diverse institute should be committed to organizing informal gatherings where
the work force are provided with an opportunity to interact, get to know each
other and appreciate the differences that may exist between themselves. As
stated by Gratton and Erikson (2007) informal methods are one of the most
effective techniques in terms of speedily influencing the behavior of employees
Silk
et al (2000, p. 2) reveals that one of the most effective methods of dealing
effectively with cultural diversity in any commercial organization is making
sure that there are effective communication systems in the organization. As
illustrated by Maznevski (1994, p. 533) one of the most effective methods
through which cultural diversity at the work place can be effectively managed
is through the setting up of viable systems of communication in the
organization; communication refers to the manner in which meanings are conveyed
from one member of a work group to the other. Shaw (1995) asserts that apart
from increasing harmony and concord amongst all units of a commercial
institute, communication is invaluable in the process of resolving any
conflicts that may result from cultural diversity and related divergences. As a
result of cultural diversity’s propensity to adversely affect the configured
communication channel and systems in an organization, it becomes necessary for
an organization’s management to establish a common organizational culture in
which all members of the organization have some shared characteristics or
features to align to.
Another
way through which administrators at a commercial organization can manage
cultural diversity is by regulating the size of work teams that are formed in
the organization. While many contemporary commercial organizations are in favor
of larger teams of approximately 20-100 individuals, according to Gratton and
Erikson (2007, p. 105) larger sizes of work teams have a greater propensity for
increased cultural diversity and therefore conflict. Large teams are preferred
due to their ability to incorporate a greater number of relevant stakeholders
as well as enable the performance of a wider range of organizational tasks
Nevertheless, as the number of group members increases in work teams, so does
the level of cultural diversity; the levels of collaboration and harmony among
the group members tend to decrease with an increase in the group size. Finally,
as stated by Mazur (2010) the management of a culturally diverse organization
should ensure the existence of stringent laws and decrees that dissuade issues
such as favoritism, discrimination and prejudice which are commonly found in
cultural diverse work teams.
CONCLUSION
Diversity
is a feature that characterizes many of the contemporary commercial
organizations. Increased globalization and industrialization in the modern days
have led to transformations in the market place which are reflected by the
increasingly diverse nature of workers in many business institutes (Mazur,
2010). Cultural diversity refers to the work force being comprised of
individuals with different cultural backgrounds and orientations. According to
the Australian Multicultural Foundation (2010), the management of a culturally
diverse organization should be able to appreciate both the benefits and
challenges that characterize such a workforce. This is due to the fact that
cultural diversity is both a merit and a demerit; the involved management is
vested with the responsibility of ensuring that the available tools of
management are applied effectively in the management of cultural diversity.
Studies conducted on organizational cultural diversity in the future should be
inclined towards the disambiguation of the manner in which cultural diversity
can be manipulated to enhance performance of work teams.
References
Australian
Multicultural Foundation, 2010, Managing
Cultural Diversity: Training Program
Resource Manual,
Australian Multicultural Foundation and Robert Bean Consulting
Gratton, L.,
& Erickson, T, 2007, Eight Ways to
Build Collaborative Teams, Harvard Business
Review,
85(11): 100–109
Jehn, K A N, Gregory, B
N and Margaret, A, 1999, Why Difference
Makes a Difference: A Field
Study of Diversity, Conflict and
Performance in Work Groups, Administrative Science Quarterly,
Vol. 44, No. 4
Lane, H. W.,
Maznevski, M. L., Di Stefano, J. J., & Dietz, J, 2009, International Management
Behavior: Leading With A Global
Mindset, (6th ed.) Oxford: Blackwell Publishers
Maznevski, M. L,
1994, Understanding Our Differences:
Performance In Decision-Making
Groups With Diverse Members.Human
Relations, 47(5): 531–552
Mazur, B, 2010, Cultural Diversity in Organizational Theory
and Practice, Journal of
Intercultural
Management Vol. 2, No. 2, pp. 5-15
Stahl, G K,
Maznevski, Voigt, A and Jonsen, K, 2009, Unraveling
the Effects of Cultural
Diversity
in Teams: A Meta-Analysis of Research on Multicultural Work Groups,
Journal of International Business Studies, 1–20
Rijamampinina, R
and Carmichael, T, 2005, A Pragmatic and
Holistic Approach to Managing
Diversity,
Problems and Perspectives in
Management, 1, p. 109
Silk, C, Boyle,
R, bright, A, Bassett, M and Nicola, R, 2000, The case of Cultural Diversity in
Defense,
The Defense Equity Organization and The Australian
Defense Organization
Shaw,
J, 1995, Cultural Diversity at Work: Utilizing a Unique Australian Resource,
Business
And Professional Publishing, Sydney
Tajfel, H, 1982,
Social Psychology of Intergroup Relations,
Annual Review of Psychology, 33:
1–39
Williams, K. Y.
and O’Reilly, C. A, 1998, Demography and
Diversity in Organizations: A
Review
Of 40 Years of Research, In B. M. Staw & L. L.
Cummings (Eds), Research in Organizational Behavior, Vol. 20: 77–140
No comments:
Post a Comment