This report proposes to recommend solutions for La Napoli to handle the issue of cultural diversity being currently faced. It would draw upon the theories of culture as well as leadership theories to provide the best possible suggestion to overcome the problem. …
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This study looks into globalization that has accelerated the process of growth in the hospitality industry and relaxation of immigration policies have helped overcome skill shortages in the sector. However, while labour migration helps the local economy, the managers in the hospitality sector face the challenge of managing the workforce diversity because of high level of labour mobility across nations. La Napoli appears to lack the right leadership in handling the issue of cultural diversity. Diversity manifests in visible and non-visible differences which could include race, ethnicity, nationality, language or even religion in addition to personality and work style. Elements such as age, gender, sexual orientation, race and physical traits are the core elements that form the primary dimensions. These do not change over time as they are inborn and also interdependent. Managers would perceive the world through these elements and if the primary differences between individual are high, it becomes difficult to establish an environment of mutual trust and confidence. Culture clash and conflicts become common place having a negative impact on human relationships. Cultural differences impact the need for love, belongingness and the esteem needs of individuals, which thereby contradicts Maslow’s theory of Hierarchy of needs which states that an individual moves to higher levels of needs only when the physiological needs are satisfied. Even very subtle differences can impact outcomes, decisions and thereby organizational effectiveness. (Korac-Kakabdse & Kouzmin, 1999). Cultural imprints are deeply rooted and embedded, and cultural forces drive behaviour. By being aware of these conscious forces the leader might be able to better handle the forces and enhance positive behaviour. Each culture has its own recurring pattern which becomes so embedded in the system that individuals remain invisible to the pattern (Rapaille, 1999). Since these patterns are deeply imprinted, the moment a different culture appears, there is resistance or non-acceptance. Power usually radiates from the centre (Kane-Urrabazo, 2006). Hofstede’s dimensions of culture provide a deeper understanding of how people from different cultural backgrounds interact. For instance people from low power distance culture communicate more effectively while those from high uncertainty avoidance culture do not like delegating work (Testa, 2004). It is thus important that the manager/leader understands the different cultural archetypes, the unconscious forces that shape culture. Food is an area where cultural forces have a great impact. This is evident in the case of La Napoli where the local culture in food consumption had not been evaluated. People prefer
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It was believed, especially for married women, that the woman’s place is the home. They were meant to contribute to the progeny of men by bearing their children. Traditional values demand that women nurture their families and care for all the home needs, thereby not giving them the time nor opportunity to seek work outside the home.
What is Cultural Diversity?
Cultural diversity refers to a situation where people belonging to different cultural backgrounds, religions and ethnicities are living together. In other words diversity can be referred to the differences of demographic characteristics of individuals and a variety of qualities possessed by several things, concepts and practices of community members.
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