Factors Necessary for a Successful Multicultural Workplace - Essay Example

Evaluate the factors necessary for a successful multicultural workplace 03 April 2009 “Culture can be defined as the coherent, shared view of a group of people about lifes concerns that ranks what is important, furnishes attitudes about what things are appropriate and dictates behaviour”(Beamer and Varner 2001) Modern world, with its increasingly global workspaces and multicultural work forces, faces a huge challenge in managing and retaining such a workforce. That the workforces are getting increasingly global, is a given. How can we create a successful working environment comprising of a set of employees hailing from diverse cultures and backgrounds? How can we enable excellence at work and leverage on the diversity of culture, given the practical challenges brought about by human differences? While there are multiple factors which influence, impinge upon and determine the extent of success of any workplace, here we examine only those factors that have a bearing on the cultural aspect of the divergence. We also examine the challenges specific to a multicultural workforce and examine the factors that are necessary to make a success of the business operations in such an environment. Business is about people. A well-adjusted and satisfied workforce is the corner-stone of a successful business. A business or a transaction is largely, if not wholly, dependent on communication, which, as we will examine more closely later on, is almost inseparable from the underlying culture of the people involved. This is why it is of essence to understand this fact and hence expend effort towards creating a work culture that utilizes and thrives on the divergence of its workforce rather than allow the differences to create problems leading to an ineffective working environment. Culture – a closer look Culture in inherent. We live it, breathe it, represent it, but take it for granted. We are almost always affected by the underlying influence of culture but most of the time not conscious of it. Culture not only dictates how we live and behave, it also intrinsically determines the patterns of our reaction to people from other cultures. So what is culture then? Summarizing the many, varied and meaningful definitions, culture can be understood to be the window through which we view the outside world. It is the looking glass which colours what we see around us. It is the primary determining factor on how we speak, behave, work, grow and react to the world around. In the context of business, culture determines our practices and business communication. Business does not occur in vacuum. Nor is the business context, neutral. Business styles and communications, market and money, needs and expectations are all closely linked to the cultural context of a given plan. This makes understanding the significance of culture and learning to work with divergent cultures, that much more key to business success. Cultural blunders have cost some companies dearly. Let us take an example. Lincoln Electric, although a very successful business in the United States, had many challenges abroad. The executive approach in conducting business which had been so successful in the United States was a mistake in the context of a different set up. Conversely, McDonalds which has adapted a business model that emphasizes focus on local needs has managed to achieve success despite operations in divergent environments. This clearly proves the significance of cultural context in a given business. Culture determines what is important in a persons life. It shapes the individuals values, attitudes, and behaviour. Understanding another culture although very difficult and requires considerable openness of mind and much effort, pays rich dividends in the long run. Factors representative of culture and their bearing in a workplace Communication style is probably the biggest hallmark of a particular culture. The way we communicate is largely determined by where we come from. Accents, styles, dialects, sensibilities all form a key part of the manner in which information is conveyed, received and processed. An individual style can make or break a business deal simply because of perceptions and first impressions. Since it is impossible to know a person well within the short period of time carrying out a business or a workplace transaction, most of our perceptions and opinions are based on the initial impression we receive via the communication styles. Another important aspect of communication is the non-verbal and behavioral part of the communication. This again is based on the culture of a person. Race, religion, nationality and language are all key attributes of a culture. People from the same culture in all likelihood, share not just the aforementioned factors, but also visual symbols, political history and ideologies. The sense of kinship towards members from ones own culture and that of wariness to another culture has basis in this shared set of factors. The political status of a nation can have a bearing on how a person from that nation is perceived and treated in a workplace. The accuracy and history of prejudices that exist about a given race, can help or hinder the person from functioning within a multicultural group. Barriers to Intercultural Adjustments General issues of intergroup communications like outgroup co-variation effect and ingroup favouritism can cause great barriers to smooth functioning of a diverse employee in his/her workplace environment. High distrust of someone perceived as an outsider by the dominant group can cause lack of acceptance. This also leads to a loss of objectivity in professional interaction which in turn causes defensive behaviour. This is never any good in any setup that requires a successful interaction among groups of people. These factors also could lead to more serious issues like discrimination and suppression of a diverse employee by the dominant group member, especially if holding a superior position in the organization. People that have developed jaundiced opinions can spread the same and if they are in positions of influence, it can cause much hardship for the diverse employee. A narrow outlook can be detrimental to career growth and hence lead to frustration as well. Stereotyping creates another issue in a multicultural workforce. It is not necessary that everyone belonging to a certain group conforms to the stereotyped image held by others. It is all the more harmful if these stereotypes are inaccurate, owing to the lack of knowledge and understanding. A successful workplace comprises of employees who do not base their opinions on existing stereotypes, but make their judgments based on open and honest appraisal of their colleagues. Nothing is to be gained by groupism except a false sense of similarity among its members, and a sense of camaraderie arising out of a shared sense of hostility towards non-members. So a successful workplace is that which encourages and thrives in diversity. The well adjusted employees of such a workplace have the ability to celebrate their own uniqueness while appreciating each others diversity. Prejudice is a harmful trait and when left unchecked can cause great damage. In the modern world prejudice is not deemed as “politically correct”. So the instances where it is overtly and explicitly expressed have no doubt reduced, but have unfortunately been replaced by the subtler forms of negative expressions. While progressive people often seem to be “fashionably” open and liberal in their views, the deep rooted prejudices they hold in their minds are expressed as negative micro messages. Such micro messages cause much anguish in the recipients psyche and breeds a chain reaction of negative feelings and emotions. Being on the receiving end of negative micro messages can make a person totally de-motivated, unproductive and undervalued. The employee may show absenteeism or even quit eventually. Differences in styles of communications, ambiguity, lack of social awareness of other cultures or sub cultures, lopsided organization policies all create huge barriers to smooth interaction among the members of the workforce. The result is confusion, unpleasantness, game-playing and generally difficult situations which drain much of the energy that could be otherwise channelized towards excelling at work. An unhappy employee is a liability to the organization while a well adjusted, satisfied employee is a great asset. Assumptions of superiority, Ethnocentrism and Assumption of Universality are other important factors that contribute to the challenges of a multicultural workplace. Propositions for creating a successful workplace Interaction Adjustment can be defined as the ability of an employee to successfully interact both formally and informally with members of the organization. A successful interaction would mean a “Win-Win” outcome for all the participating members. In this section, we focus on enabling a high level of adjustment which is key to the success of a workplace. Culture is the primary variable that determines the extent to which a person is accepted and welcomed into a new society. Prejudice towards a race, country, language or religion, all of which are closely linked to or representative of a persons culture can prevent successful integration. So what can we do to aid interaction adjustment and promote integration? The Process of “Intake” An organization should carefully design its mode of intake. The selection and interview process should be designed to help choose the right members with the right attitude besides the technical skills required. Care should be taken to ensure a healthy, heterogeneous mix of cultures, whereby it is easier for everyone to find someone of their type to look up to. Having mentors can offer social and moral support to an employee and avoid feelings of isolation and persecution. Mentor ship programmes can also actively aid faster integration. Induction and diversity training When an employee is inducted into a multicultural workplace, he/she should be sensitized to the potential challenges that may be faced. Having this awareness is half the battle won. Empowering individuals with information on what to expect, how to cope , how to seek help and how to communicate in the initial phases of adjustment can go a long way in managing the challenges brought about by diversity. Most of the interpersonal problems are due to lack of the socio-cultural awareness of the causal factors. Beginning an employees tenure with such orientation programmes can certainly help jump start the process of interaction adjustment. Periodic and aggressive diversity training programmes help fortify the initial orientation programmes and should be designed to suit employees who already know each other for some time, have worked together and have seen both the positive and negative fallouts of diversity. The emphasis of such programmes must be open and clear communication, in a non-judgmental, moderated environment. The goal should be to see each others point of view and gain a sense of empathy for one another. It is also beneficial to have means and methods of helping an employee through all the stages of culture shock so that the ultimate phase of “integration” is reached faster and can be sustained with minimal negative fallouts. Organizations and even national programmes can help in this matter and how hospitable and courteous the people of a certain culture directly influences the ease with which a new entrant moves through the phases of culture shock – namely euphoria, disillusionment and adjustment to reach the stable state of integration. Activities Outside-Of-Work An organization that designs or promotes activities outside-of-work like sports and games, excursions, community service, cultural programmes and team outings creates a great platform for free interaction among its employees. Since these activities can be great ice-breakers, they help people from diverse backgrounds to come together, understand each other better as individuals rather than resorting to stereotypes and mental labeling. Time spent together in shared interests can create a neutral platform which belongs to no culture, and yet encompass cultures. Fun knows no boundaries and is the best way to bond people. Allowing interactions on a human basis, outside of workplace hierarchies can also help ease the stress whereby adjustment is promoted. Organization Policies Human resource Policies provide more alternatives to promote interaction adjustment of a diverse workforce. When the organization policies for compensation and promotion are equitable and are seen by employees as fair and impartial, the workplace can be rid of unhealthy competition, wariness, distrust towards members of other cultures and defensive behaviour to a large extent, if not totally. Every culture has its own inherent strengths and weaknesses. Jobs designed to play to the individuals strengths rather than weaknesses can not only improve the individuals sense of importance and hence productivity, but also allow the members of the other cultures to see the positive fallouts of having a colleague of a diverse culture in the right position. Besides, a good job fit can help each individual to feel less threatened and more valued for his/her own uniqueness thereby reducing unnecessary game-playing and hostility . Flexible hours can provide respite to people that want and need such an arrangement to be able to satisfy their cultural and social pursuits. Community activities which help an individual feel connected to his/her own culture and roots, and provide a sense of identity require time and space. An organization that provides this to an employee secures loyalty and trust in return, the positive outcomes of which are universally known and acknowledged. Well adjusted employees are less likely to leave which lead to reduced turn around. As an employee spends more time in his/her tenure, the ability and inclination to adjust to fellow employees increases automatically. A longer tenure nudges the workforce towards investing more effort into being more tolerant and open towards team-mates hailing from different cultures. Besides, creating space and time for individuals cultural needs, leads to a well rounded and balanced lifestyle which in turn leads to the same zone of increased tolerance as mentioned above. Linguistic Factors Let us not forget that the most important aspect of human communication is a language. While having a common language can create a good channel for effective communication, making an effort to learn each others language can go a long way in promoting camaraderie and sense of appreciation. When a n individual from a foreign culture speaks in the colloquial English (called “Singlish”) to a native Singaporean, adding a “la” at the end of his/her sentence, produces an instance sense of kinship and warmth. A visiting Japanese CEO joining hands and saying “Namaste” to his Indian counterparts, invokes an instant feeling of appreciation for his/her efforts. While these small gestures can serve as icebreakers, going one step further and knowing how to converse in another language creates greater success in every business or workplace. Organizations can sponsor language classes in the primary languages of the workforce, or even conduct corporate trainings outside office hours and encourage people to learn a new language. Training employees in business communications and in soft skills like negotiations, conflict handling and common professional etiquette and courtesy can avoid a lot of ambiguity caused by different styles of speaking or writing. Having a common set of etiquettes also minimizes uncertainty in communication and reduces negative perceptions. Showing how one persons speech can offend another person from a different culture helps sensitize people to such diversities. The next time a British colleague tells an Asian counterpart that it is a “shame” that she could not join the team for the lunch that day, the lady will not be offended about the term used. (In some Asian cultures the word “shame” means a matter of embarrassment or losing face). In all likelihood, she would probably smile in understanding, or if she does not understand the term in its context, may even ask him for a clarification before getting offended – since she now knows that such a possibility exists. This kind of sensitization cannot be underestimated and any effort spent in this regard can surely reap rich rewards. Personality Factors Cognitive factors, experience in a multicultural environment, behavioural factors and personality of an individual are the psychological aspects that have a direct bearing on how much of interaction adjustment can be achieved and how soon. A diverse employee can utilize individual skills and experience to make transition into a new culture a smoother experience. Providing training and opportunities to employees for personality development can go a long way in making multicultural workforce a strength rather than a weakness. Other factors There are many other situational factors that drive interaction adjustment. The extent to which the stereotypes in the minds of a dominant culture are accurate, determine the level of hostility or negativity shown by the group to a diverse employee. Ethnocentrism by an employee could prevent him/her from making an effort to change the behaviour to become more “acceptable” to another culture. The depth and breadth of the factors used by the people from the dominant culture to assess the diverse individual will largely impact the sense of welcome and acceptance felt by him/her. All of these can be managed by multiple approaches. A successful multicultural organization chooses the right leader to steer in the right direction. The amount of openness shown by the person at the top can directly influence the behaviour patterns of those in the layers of management. If an American Manager is able to respect and empathize the need to take time off by his Mexican colleague, then he can subtly influence the reactions of others under his management and lead by example. If a German Manager makes subtle jokes about the Australian colleagues need to take an extended time off during Christmas season, without understanding the national culture behind this pattern, she will not only offend the colleague but also set a bad example for what is “acceptable behaviour” in a multicultural workplace. The initial interactions of a newcomer largely determines how soon he/she adjusts to a diverse environment. If the initial interaction with a member of a different culture is pleasant, it is likely that the person will develop healthy and positive approach towards the group. The same effect is true of a negative start. It s therefore important to have the right people with the right mindset and approach in such key positions. Creating sufficient neutralizing factors also helps in interaction adjustment. For instance, an organization that develops and sustains a unique work culture can break many barriers among members of its workforce. GE is known for its open style communication. The team members are allowed to freely question their leaders in an open forum, no holds barred. This is not treated as offensive, nor does it result in cultural hostility. It is approached as a common policy for the organization. An American Multinational Company may opt to celebrate Christmas as well as Hanukkah. In Singapore, the Chinese New Year is a National holiday. So is the “Hari Raya Pusa” from the Malay culture. A meritocratic reward system can be adapted to promote transparency and impartial incentives. This can reduce the possibility of anyone questioning why anyone else was awarded or rewarded. When transparency if practiced, it is easy to see consistency in policies, and hence misconceptions and negative attitudes can be curbed to some extent. The responsibility of creating a successful and smooth workplace does not rest solely with the organization. It is also the onus of every member of the workforce to ensure as far as possible that he/she remains open to fellow people and their sensibilities and cultures. It is not that hard when one tries. In the modern world with shrinking, traveling is a far easier thing to do than in the bygone millennium. A well traveled person brings more openness to his/her workplace. When one travels, one learns about other cut lures. It is far easier for a Canadian businessman to accept that the fate of his business deal is largely dependent on his acceptance of endless cups of coffee from his vendors in Kuwait, if he has actually been to the place a few times before and imbibed some of the culture. A Japanese entrepreneur may be able to see why his Pakistani contacts vanish several times a day from the workplace if he only knew how important it is for a Moslem to pray five times a day (Namaz), facing the direction of Mecca. The French engineer might not mistrust his Indian counterpart who looks down when he speaks to him in deference if he has met a few other Indians and knows that this is a mark of respect. A Scottish gent may no longer feel uncomfortable by the fact that he cannot cross his legs in Buddhist Thailand or point the soles of his feet towards anyone there, if he has tasted the wonderful Thai cuisine and enjoyed his stay in the Thai beaches of Pattaya. What this means is that we must reduce the anxiety of seeing or knowing unfamiliar or “different” ways of life. If we can keep our minds open to exciting possibilities of knowing and experiencing life in its varied facets, the diversity of our colleagues can become acceptable, even enjoyable. Many organizations today spend on travel primarily for the purpose of providing face time and familiarity between geographically separated workforces. The need to keep everyone on the same page, working for the same goal and business bottom line, is next to impossible if there is bickering and bad blood caused by narrow mindedness. Living and working for a period of time in a foreign country can thaw one to diversity like nothing can. The modern multicultural companies have recognized this and are ensuring that they earmark travel in their budgets. Conclusion Understanding front-stage culture can be fairly easy. For example, it is easy for an Australian to bow to a Japanese man to show respect during introductions, since he perhaps knows about the culture from experience or from a book. A Punjabi cab driver in London may happily thank a Chinese traveler with a bow and a “Xie Xie” (for thanks in Mandarin). These are easy to pick up and follow via observation. But to really develop an insight into the back-stage culture different from ones own, takes more effort on an individuals part. However, this is not impossible. The number of practical issues that such an understanding can resolve, leading to an effective and productive workplace ambience, makes the effort worth the while. References 1. Guirdham, Maureen.”Chapter 5, Communicating across cultures at Work. New York: Palgrave Macmillan. 2005 2. Beamer, Linda and Varner, Iris. “Chapter 1, Intercultural Communication in the Global Workplace. Boston: McGraw Hill. Dec 2001(2nd edition) 3. Mamman, Aminu. “A diverse employee in a changing workplace”.1996 (Volume 17) Read More