Communication Issues in Business - Essay Example

?Communication in Business Table of Contents Executive Summary…………………………………………………………………3 Terms of Reference………………………………………………………………….4 Overview of the Situation……………………………………………………………4 Analysis of the Situation…………………………………………………………....6 Solutions and Recommendations…………………………………………………...7 The Five Cultural Dimensions……………………………………………...7 Management Styles……………………………………….………………..10 Application………………………………………………………………...10 Forecasts and Outcomes……………………………………………………13 References……………………………………………………………………………14 Executive Summary Stereotyping and prejudice are forms of discrimination. Hurst (2007) stated, “One reason for stereotypes is the lack of personal, concrete familiarity that individuals have with persons in other racial or ethnic groups. Lack of familiarity encourages the lumping together of unknown individuals.” In the case of stereotyping, individuals are put into groups that make them appear to have similar distinctions that give them an identity. Such groups could be identified by race, age, gender, and educational attainment to name a few. These forms of discrimination are evident in the workforce various organizations. Moreover, changing times have caused the amplification of some forms of discrimination, while other forms have subsided. However, despite the lowered levels of certain forms of discrimination, employees are still significantly affected by it. Discrimination has caused decreased moral, poor job satisfaction, and increased employee turnover. Furthermore, discrimination not only affects the employees, it ultimately causes poor overall performance of an organization. It is important for an organization to ensure the welfare of its workforce in order to ascertain that the organization would be able to perform competitively and effectively. The client, which is a logistics company based in Kuwait, has problems in stereotyping and prejudice in the workplace. The group suggest the use of Geert Hostede's five cultural dimensions in assessing the issues of the organization. In addition, various management styles could also be considered in order to help eliminate or at least minimize the issue of discrimination within the workplace. The following sections would provide justification for the chosen cultural theory and management styles, while aligning it with the aim of solving the issue of stereotyping and prejudice in the workplace of the logistics company. Terms of Reference The group is composed of consulants from an HR consulting company which has been contracted to identify ways of improving the organizational cutlure of a culturally diverse company company. One of the primary issues that was brought up is stereoptyping and discrimination. This paper will tackle these issues in greater depth. The client is a large scale company that offers logistics services from specific drop-off and pick-up stations to any point in the world. Main offices are located in Kuwait, Qatar, and the United Arab Emirates. The company offers sea, land, and air freight services. Among the aims of the company are to provide excellent services through cost and schedule control, efficiency and safety of operations. Moreover, the logistics company achieves profitability through solid dedication to catering to the needs of their customers and through the development of its employees. The client handles more than 750 employees. With a relatively large workforce, diversity among the employees is absolute. The company recorded employee citizenship to range from local recruits to American and European executives. In addition, employees differ in educational attainment. They may range from high school graduates, to Masters Degree holders. Moreover, racial diversity also entails religious diversity. Catholics, Christians, and Muslims work for the said logistics company. Overview of the Situation In the scientific sense, discrimination is the cognitive and sensory capability to perceive intricate details that differentiate objects, subjects, concepts, and patterns. Meanwhile, in sociology, discrimination is the prejudicial treatment of an individual, which is based purely on where they fit in society or their membership in a particular group or category (Rcragun, Deborahcragun, and Piotrus, 2009). Moreover, discrimination involves specific behaviour towards members of another group, such as excluding, limiting, and restricting individuals of the opportunities that other groups enjoy (UNICEF, 2010). Discrimination may occur in various forms which may attack differences in race or ethnicity, age, and gender, education, employment, disabilities, and religion to name a few. All of the said forms of discrimination could appear in the workplace since these involve individuals and their relationships. It is also important to note that discrimination within the workplace not only affects the employees, but it also causes the organization to suffer in performance. Stereotyping is a form of discrimination that occurs when an individual thinks under inflexible categories that are commonly related to displacement which is a psychological mechanism. Displacement happens when an individual feels anger towards entities that are not the source of such feelings. People often blame individuals, scapegoats in this context, for such problems, when in fact the said individuals do not cause the problem. This generally happens when two deprived ethnic groups compete for economic rewards. The seemingly weaker group becomes the target for elimination. Oftentimes, the weaker group may eventually be eliminated due to pressure and negative treatment from the stronger group. In the case of the client, the great diversity of the workforce has lead to several discrimination issues that made the company performance to suffer. Handling over 750 employees, it has become a necessity for the company to determine the specific weaknesses of the workforce and find a solution for it. The racial, educational, religious, gender and age differences of the employees have caused disagreements, lowered motivation, and poor work satisfaction. Analysis of the Situation Various nations are stereotyped in different ways. For instance, Arab nations are feared for their holy wars (Qumsiyeh, 2000). Numerous religion-related violence cases are attributed to Muslim rebels and terrorists. Among of which are suicide bombing attacks on western territory, individuals, and buildings. Moreover, westerners, specifically journalists, are often kidnapped by Muslim rebels. Such violent acts have resulted to a negative image of the Muslim people. However, before any generalized discrimination could be made, it is important for people to understand the facts and reasons why such things occur. Arabs have suffered due to the actions of ill-educated rebels, which is unfair for innocent Muslims. It is important for the organization to address this issue, especially since the company is based in an Arab country. Gender discrimination has been a significant issue within the society. Oftentimes, women are deprived of various services and opportunities that men commonly enjoy (Wilson, 2003). Even though physical differences are evident, there are only a handful psychological distinctions that separate men from women (Hyde, 2005). Women should have the equal opportunities for professional development (Ridley-Duff, 2008). Today, a number of successful professional women were able to lead organizations into positive overall performance. The client has to have a better understanding of gender discrimination within the organization. Moreover, women are able to perform certain tasks and responsibilities much better than men. Ageism is considered to be the most common form of discrimination in the workplace (BBC News, 2006). In general, employees who are younger have less work experience. They are often given less benefits and lower pays as compared to employees who have a long history of work experience. Superiors would often entrust tasks to more experienced individuals, who are commonly the seniors (Kramarae, and Spender, 2000). Educational attainment has also become a discimination in recruitment practices and the workplace. Generally, employers would prioritize applicants who have better credentials. This includes applicants from well-known universities. Even more, employers prefer applicants who were able to finish university degrees, much more masters degree holders. Educational attainment signifies socioeconomic status (Parker, 2008). Institutionalized discrimination is also evident in certain organizations. Companies may have discrimination issues within its management, recruitment, and business practices (Cedar Grove Institute for Sustainable Communities, 2008). However, certain organizations are unaware of their subconscious discrimination practices. It is necessary for the client to determine whether the organization itself has discrimination practices. Solutions and Recommendations The Five Cultural Dimensions Geert Hostede stated, “Culture is more often a source of conflict than of synergy. Cultural differences are a nuisance at best and often a disaster." It is an inevitable fact that cultural differences among the workforce could tear down an organization. Recruiting competent employees and managing them are not enough to make a company successful. Assessing the cultural issues within the workforce is essential in making operations smooth flowing (Hostede, 2001). The group suggests the integration of Geert Hostede’s cultural dimensions in assessing the cultural condition of the client, specifically in solving its discrimination issues. Through repeated studies with constant findings, Geert Hostede was able to come up with five cultural dimensions: power distance index, individualism, masculinity, uncertainty avoidance index, and long term orientation (Hostede, 2005). These dimensions aid in understanding and assessing the cultures of various countries and social communities, which would ultimately help in making an organization more effective, productive, and efficient. Various societies are unequal, yet certain societies are more unequal. Power distance index measures how individuals respond to power and authority (Hostede, 2005). This determines the extent on which the less powerful or weaker members of an institution perceive and expect that power is unequally distributed through the workforce. This index ascertains the levels of inequality as defined and elaborated by the subordinates of the institution. Moreover, inequality is suggested to be accepted by the followers, just as leaders enjoy it. In countries where power distances are at high levels, lower members of the organization are likely to be afraid of their superiors. Furthermore, superiors tend to be exercise paternalistic and autocratic management styles over the workforce. On the other hand, nations with low levels of power distance, employees are more likely to speak up and challenge their superiors. In this case, bosses tend to employ the consultative management style. Individualism is the level in which individuals are placed into groups. In this sense, a society is perceived to have weak ties between individuals. Only family members are expected to have strong relationships, not the general members of the society. In case of the collectivist society, individuals have strong relationships with one another, where groups become the extension of the family (Hostede, 2005). Individualistic societies expect individuals to look out for themselves. Personal time and freedom are given value in strengthening an individual. On the contrary, collectivist societies have communities that look out for an individual. Groups help support and motivate and individual to strive for what would do them good. Training, physical conditioning, and skills are essential for the growth of an individual. Masculinity refers to the distribution of tasks among the two genders. Various studies conducted by IBM have found that women are given less importance in the workplace, as compared to men. Moreover, different societies have different expectations among the genders (Ridley-Duff, 2008). Men are expected to be assertive, while women should be caring. With these expectations, specific societal roles are given to men and women (Hostede, 2005). The uncertainty avoidance index measures the tolerance of a society for uncertainty and ambiguity, or an individual’s search for truth (Hostede, 2005). It refers to how culture is able to influence its members to feel comfortable or uncomfortable in ambiguous or unstructured conditions. In general, unstructured situations are surprising, unknown, and novel. Cultures that try to avoid uncertainty impose strict laws, safety, and security measures. Individuals living in such societies are more emotional and have strong will although they are prone to turn down opportunities for new experiences. On the other hand, cultures that accept uncertainty are more lenient and impose lesser rules. They enjoy having new experiences and do not rely on their environment to affect and express their emotions. Long-term orientation, alongside short-term orientation, was found in a research conducted on students from 23 countries around the world (Hostede, 2001). It refers to virtue regardless of truth. Long-term orientation involves values such as thrift and perseverance, while short-term orientation values are respect for tradition, fulfilling obligations, and preservation of reputation. Both positive and negative values that are associated to this dimension are also found in the philosophies of Confucius, the most influential Chinese philosopher. Management Styles An autocratic management style is dictatorial, where decisions are made almost regardless of the interest of the subordinates. In this management style, decisions and outcomes are likely to reflect the thoughts and personality of the manager. However, subordinates may become too dependent on their leaders, thereby putting supervision into a necessity. The paternalistic style of management is generally dictatorial, but gives much consideration to the welfare and interests of the employees and the organization (Suber, 1999). This management style could make up for the lack of subordinate motivation in an autocratic management. Although the managers employ much power, feedbacks from the subordinates encourage to maintain power balance and morale among the workforce. A benefit from a paternalistic management is that it lowers workforce turnover rates while increasing employee retention, although subordinates may still tend to depend too much on their leaders. Application The said cultural dimensions could be used to assess the differences of various cultures in order to eliminate or minimize societal issues in the workplace, specifically discrimination. The analysis of the findings from the five cultural dimension assessments could be of great value to the client. Moreover, discrimination within the workforce could be lowered or even eliminated. Results from the power distance index could be used to make the workforce feel equal. Thus, the organization could develop programs and management strategies that could help make superiors and subordinates feel more open to work harmoniously without worrying too much about differences in job position and educational attainment (International Labour Organization, 2003). Since the reputation of an organization could rely on its managers, it is necessary for companies to address power distribution issues. The findings from the individualism dimension could address how individuals are grouped together and how they interact with one another. Programs could be developed to encourage interaction among the employees with the aim of making them understand and accept their differences. Such acceptance would enable the establishment of good working relationships. If not eliminated, the effects of stereotypical mentalities could be minimized. Acceptance of differences is essential in making individuals come together to work as one. The masculinity dimension could certainly be used to address gender discrimination. Changing times have caused cultures to shift into accepting women in otherwise, manly roles and responsibilities. In fact, studies have found that although there are physical differences, there are little difference among men and women psychologically (Hyde, 2005). In the uncertainty avoidance index, results must help determine how to solve issues among close-minded individuals. Working in a large-scale company entails working with a diverse pool of employees. It is an almost absolute requirement for individuals to be open to the differences one may have with the colleagues. In addition, such action is necessary in order to establish good working relationships with the workforce. Furthermore, close-minded individuals would often avoid much communication and interaction with colleagues who are considered unusual or different (McSweeney, 2002). Long-term orientation analysis would help determine how well-motivated and loyal the workforce is. This is essential in understanding how to retain employees, especially those who are highly qualified for their position. Furthermore, understandings from this dimension would aid in the development of better management practices that would help retain employees and increase their job satisfaction. Locke (as cited in Brief and Weiss 2001) defined job satisfaction as achieving a pleasurable emotional state that results in the appreciation or appraisal of the job. Under this dimension, the client would be aided in developing management strategies that would address discrimination issues while aligning such strategies with the aim of giving employees a pleasurable work experience. This move would also decrease employee turnover rates, while increasing employee retention. The client must ensure that its members are given equal opportunities for personal and professional development without significant negative effects cause by discrimination (Rabe, 2001). Proper management practices are essential for the success of an organization (Ailon, 2008). The management is responsible in leading the subordinates into good working relationships. Moreover, the management has the task to develop strategies that would help eliminate discrimination problems among the workforce (Ailon, 2008). Superiors must also be able to recognize and reward subordinates who have been performing considerably well (Craig, 2009). Rewarding employees would be helpful in increasing the retention rates of the organization's workforce. Forecasts and Outcomes With the years of dedicated research carried out by Geert Hostede, the group expects that the five cultural dimensions would help pinpoint the specific cultural weaknesses of the workforce (Hostede, 2005). The identified weak points would then be further analyzed in order to come up with solutions that would help eliminate or at least minimize the issues, specifically discrimination. Moreover, each of the five cultural dimensions are able to address at least one form of discrimination in the workplace. This indicates that analysis through the five dimensions would efficiently determine discrimination issues that are existing in the workplace. As discussed in the earlier paragraphs, Geert Hostede's five cultural dimensions would help address discrimination issues in the form of racism, ageism, gender discrimination, educational attainment discrimination, employment discrminiation, and institutionalized discrimination. The client is expected to acknowledge the existence of discrimination within the workplace, and if necessary, within the management itself. Together with Hostede's cultural dimension, various management styles could also be considered in eliminating or minimizing discrimnation within the workplace. All in all, the five cultural dimensions and the consideration of management styles should be significantly helpful in solving the issue of stereotyping and prejudice in the workplace. References Ailon, G., 2008. Mirror, mirror on the wall: Culture's consequences in a value test of its own design. The Academy of Management Review, 33(4), pp. 885-904. BBC News. 2006. Quick guide: Age discrimination. Brief, A. P., & Weiss, H. M., 2001. Organizational behavior: affect in the workplace. Annual Review of Psychology, 53, 279-307. Cedar Grove Institute for Sustainable Communities, 2008. Fighting Institutionalized Discrimination and Exclusion of Minorities. 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Routledge International Encyclopedia of Women: Global Women's Issues and Knowledge. Routledge. p. 29. McSweeney, B., 2002. Hofstede's Model Of National Cultural Differences And Their Consequences: A Triumph Of Faith - A Failure Of Analysis. Human Relations 55 (1): pp. 89–118. Parker, S. 2008. Profiles in education. Durham Herald. Qumsiyeh, M. 2000.100 years of anti-Arab and anti-Muslim stereotyping, The Prism, [Online] Available at [Accessed January 13, 2011]. Rabe, J. 2001. Equality, affirmative action, and justice. Books on Demand, p. 83. Rcragun, B, Deborahcragun, S, Piotrus, R, 2009. Introduction to Sociology. 7th edition. New York: W. W. Norton & Company Inc. Ridley-Duff, R., 2008. Gendering, Courtship and Pay Equity: Developing Attraction Theory to Understand Work-Life Balance and Entrepreneurial Behaviour, 31st ISBE Conference. Belfast, 5–7 November [Online] Available at [Accessed January 13, 2011] Suber, P., 1999. Paternalism. Philosophy of Law: An Encyclopedia, 2, pp. 632–635. UNICEF, 2010. Discrimination. [Online] Available at [Accessed January 13, 2011]. Wilson, F., 2003. Organizational behaviour and gender. 2nd edition. Aldershot: Ashgate. Read More