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Wale explains that China is a culturally diverse country with a number of minority cultures. The country has further been experiencing a growing trend in its tourism with cultural diversity that is being invested in, as a source of tourists’ attraction. With more exploration into minority subcultures, China has been able to attract a large number of tourists. The Bia people, for instance, form a basis of tourist attraction through their cultural art products and cultural festivals.
The Dia, like other cultures such as the Mosou, also enriches the Chinese tourism industry by adding to diverse cultural values. However, tourism management is significantly decentralized to the different cultural groups, and governmental institutions together with the private sector have been keen on stimulating efforts to promote culture-based tourism. This means that cultural diversity has been embraced in the country and used to promote tourism (Wale, 2011, p. 57- 68). Managing cultural diversity diversity is a common occurrence in every society.
In the United States, for example, immigration has infiltrated the job market with a diverse mix of people from different countries and cultures. This has created barriers to communication and operations in organizations. In order to harmonize potential threats of cultural differences, the American Management Association proposes a management approach that identifies different cultures in an organization. This can be achieved through statistical surveys within organizations. The identified cultures should then be publicized and embraced in the organization (AMA, 2006, P. 1). This theory of managing diversity is consistent with Greek’s approach to managing cultural diversity in its tourism.
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