What should be the future of 'diversity-management' - Essay Example

? What should be the future of 'diversity-management'? Introduction The importance of diversity management is an integrative part of modern management. Global tendencies in the world lead to overall balancing of various people. Successful cooperation of people with diverse cultural and religious background, from different societies should be mediated by managers. Unfortunately, there is an efficient gap between theoretical and practical approaches to diverse management. Propagation of human freedom and equality of human rights and processes of democratization is not always followed by managers. There is a lack of professional knowledge about diverse management. Therefore it is relevant to develop theoretical and practical bases of diverse management in the future. “Culture is the totality of values, beliefs, and behaviors common to a large group of people. A culture may include shared language and folklore, communication styles, and ideas and thinking patterns—the “truths” accepted by members of the group. Members of a culture have similar expectations of life” (Cross, p. 48). People are different and they tend to interpret any behavior through the prism of their own values. Literature review Currently, the influence of diverse management on relations inside the organizations is vividly discussed. Thus, in the article by Dameron and Joffre “The good and the bad: the impact of diversity management on co-operative relationships” (2007) practical aspect of diversity management is discussed. There is given a dualistic approach to the discussion about cultural diversity at the workplace. There are two kinds of co-operation: “community based co-operation”, caused by human necessity to belong, and “complementary co-operation” (Dameron and Joffre, 2007). Strategic development of human resources is created in terms of diverse management. The authors of the articles claim that individual’s development happens in terms of diverse management. It is important to discuss the influence of diverse management on the development of an individual employee and then on the human resources of the company. Thus, diverse management is a perfect background for interaction of employees in the business world among them and with their employers (Burke and Cooper, 2005). A separation of diversity management from the issue of diversity in the world is a modern tendency. What is the reason for this separation and what is the perspective of further development of this field? Every organization pays a great attention to the development of diversity management and it can be said that every organization follows national tendencies of culture development. In case of future development of diversity management, organizations and companies will benefit from cooperation with foreign partners in the international arena. Currently, there is even a greater progress in the field of diversity management. Diversity management is a motive force of modern businesses. In case an organization is successful, it operates in the international arena. Moreover, it is a common tendency in many organizations to hire employees and managers from different nations. From the article considered above, cultural diversity is titled as “a zone of uncertainty from which one can profit” (Dameron and Joffre). This concept was borrowed from Crozier and Friedberg (1977). These authors considered cultural diversity to be a ‘goal-oriented collective action’ (Crozier and Friedberg, 1977). Thus, Crozier and Friedberg (1977) considered cultural diversity in relation to a certain organization, but currently this concept is considered from a broader perspective. Other authors who discuss diversity management, are Ronald J. Burke and Cary L. Cooper in the book “Reinventing Human Resources Management: Challenges and New Directions” (2005). These authors underline the importance of a shift of consideration about diversity management from an organizational context to a more global context. Dameron and Joffre underline that diverse management is the right way to successful business doing. For example, there is a possibility of social split in an organization and a limitation of ‘culturally diverse representatives and the majority’ occurs (Dameron and Joffre, 2007). Henderson (1994) considers diversity management in his book “Cultural Diversity in the Workplace: Issues and Strategies” and gives not only positive assessment of diverse management. He thinks that diverse management has some drawbacks. The author underlines that diverse management is beneficial for the organization in case different strategies and tactics are involved. In other words, it is impossible to create a favorable organizational culture involving only one strategy. Diverse cultural background of employees from different nations requires development of different management strategies and tactics directed on satisfying of diverse needs of employees. On the example of multinationals, it is easy to see that that these organizations benefit from diverse management. For example, France Telecom Mobile and Orange UK’s integration team hire employees from different nations in order to enrich organizational culture and establish internal and external relationships in the company. Another theoretical background of diverse management is covered by Dunning “International Production and Multinational Enterprise” (1981) who underlines the importance of diverse management as an effective trigger of company’s successful activities. For internal structure of the company, diverse management is the right way to facilitate cooperation among culturally diverse employees. As it was already noted above, Dameron and Joffre refer cooperation in a culturally diverse organization to “communication in ‘multi-unit’, ‘multifunctional institutions’” (Dameron and Joffre). Therefore, managers coordinate employees (Ivancevich & Gilbert, 2000). Thus, such companies have privileges in comparison with organizations that do not have employees with diverse cultural background. A culturally diverse working team performs in the creative atmosphere where innovations are supported and initiatives are of high respect. Nevertheless, a culturally diverse environment may endanger individual’s identification or sub-group identity in terms of multi-cultural team (Dameron, Joffre). Dameron and Joffre are focused on approaches directed on facilitating sub-group identity’s development. With this regard, it is necessary to intensify cooperation among members of an organization. From a practical perspective, there are numerous qualitative studies of diverse management. Thus, Dameron and Joffre belong to the authors put diverse management into an innovative perspective. On the basis of 350 interviews the authors found a tendency that diversity management is often misinterpreted by employees and considered to be a preventive factor for their cooperation and not a facilitator. The main controversies in the process of cooperation occur on the basis of cultural diversities. None of the respondents defined cultural diversity as the way to creativity or a new way to opportunity. In order to deal with controversies caused by cultural diversities, the authors suggest development of ‘explicit stereotypes’ (reflecting cultural peculiarities of a diverse group). Thus, a diverse group could have a chance to reflect their views explicitly and independently and at the same time it would avoid ‘mirror effects’ (Dameron and Joffre, 2007). Consequently, there will be an independent opportunity to preserve peculiarities of a culturally diverse sub-group in the organization and facilitate their cooperation with the rest of employees. Diversity management and its main challenges Cultural identity conflicts are usually called intractable, and thus they are not possible to be resolved through the traditional approaches. The frames of the individual identity are extremely influenced by the cultural identity and cultural surrounding. The differences in culture often become the ground for the cultural conflict, as the difference in cultural ideas and preferences may be taken by the other side as not simply an outrageous idea, but ridiculous and unreal understanding of the world. For the better cultural communication it may be suggested, that the attitudes towards other cultures should be more tolerate. The cultural ideas and beliefs expressed by the representatives of the other culture should not be taken as unreal or unacceptable. Differences in culture between people will always exist, and thus for the more effective communication it is essential to understand and accept the significance of the traditions, which are valued by the other culture, as well as try to better explain the traditions into which the newcomer would wish to assimilate. However, and what is more important, it is not allowed to break the cultural identity of the person; the difference in cultural views does not mean they are wrong. The issue of cultural identity was always urgent, and with the growing opportunities for migration, this issue will not soon lose the necessity of being discussed. However, it is important to understand one thing in relation to cultural conflicts: the differences between cultures should not and won’t be erased; they should be treated with tolerance. Basic approaches to diversity management There are some concepts and approaches used to investigate the nature of this phenomenon. They are as follows: regional comparison, holocultural analysis, controlled comparison, and coding. Regional comparison was worked out by Driver and Kroeber. This approach lies in determination of cultural classification and then making assumptions about the processes of interconnection in the limits of one region of culture. Holocultural analysis is also called worldwide cross-cultural analysis. He was worked out by Tylor, Sumner, Keller and Murdock. Levinson describes it as a study “designed to test or develop a proposition through the statistical analysis of data on a sample of ten or more nonliterate societies from three or more geographical regions of the world” ( p.33). Within this concept cultural features are observed apart from cultural background in general, and then are compared with features of distinct cultures to find common features and differences in culture in its global sense. (Hoerder) Controlled comparison is applied to comparative studies of small size. One of the scientists, who worked out this approach, Eggan, assumed that “the combination of the anthropological concepts of ethnology with structure and function, allowing the researcher to pose more specific questions on a broader range of subjects” (qtd in Hoerder, p.36). Coding approach includes collecting information from two various sources – ethnographic sources and reports of HRAF files, or taking for consideration coded information from ethnographic sources, previously coded, or from other studies (Hoerder). To make detailed picture of the observed phenomenon it’s necessary to give some details related to basic notions, related to the conception of cross cultural contact. The first of them is “within-society contact”. This term is used to describe relations that exist between ethnic groups in the society of multiple cultures. Prosperous and developed countries with multiple cultures represented may include various ethnic groups that are integrated into social pattern with the help of special institutions and arrangements that promote shared viewpoints and shape common feeling of being a united nation. USA is the example of such country. Since the early times of its history, a diversity of nations and cultures were introduced to the society. Under such social conditions people face with others, who may have quite different color skin, traditions, viewpoints and religion. In modern advanced societies with developed methods of providing successful inter-cultural contact, this process makes the lives of native population richer (Furnham, 1986). The other term demanding detailed observation is “cultural shock”. Within the last 50 years, the number of travels abroad significantly increased. There are multiple reasons for it, including development of fast means of transport, like jumbo jet. In addition to speed, these new means of traveling made traveling abroad cheaper, easier, and, in turn, more available for many people. Global changes in economy also made this process faster. The process of globalization is much spoken about today, and this process refers to entertainment and education equally as to commerce and industry. The notion of cultural shock was first used by Kalervo Oberg, anthropologist, who applied it to describe people’s reaction to strange surroundings. The other scientists, that continued to study this condition, offer not to understand it literally: “that it reflects some of the feelings and experiences of travelers who suddenly find themselves in new, strange, or unfamiliar places. The unknown can be an uncomfortable and at times terrifying experience” (Furnham, 1986). In the cultural dimension several theories have been created to explain the differences between the personalities in the cross cultural aspect. Considering these theories critically, it should be assumed that they have not been created without any reason, and there have existed solid grounds to assume that depending on what culture of origin is the source of social patterns for the personality, it is possible to define the basic criteria of personality characteristics. For example, the theory created by Hoerder states that 'the cultures endow individuals with different principles that influence behavior.' The author of this theory argued that one of the cultural dimensions is always measured through the line of individualism versus collectivism, and these traits should be included into the set of basic characteristics peculiar of the personality in the cross cultural perspective. Cultural shock as a challenge There are some hypotheses regarded as the causes of culture shock condition. One of key findings in studies of social psychology was the fact that people are attracted by the people similar to them, and those who have little resemblance to us, call less degree of inclination. The notion of similarity is complicated, as there are many factors, determining resemblance. According to the results of the researches, human perception of each other has the major importance here. In other words, “individuals are more likely to seek out, enjoy, understand, want to work and play with, trust, vote for, and marry others with whom they share characteristics they regard as important” It should be noted that people address perceived similarity, rather than actual. This perceived similarity derives from definite features, like skin color, clothes, accent or any other visible elements. There is a special term meaning attraction of people that have similar mind, “in-group bias”. The theory which this term is related to, is based upon the evidence that feeling of similarity, caused by another individual is reassuring. There are multiple choices that the surrounding world suggests to people. There are no strict schemes of behavior in this or that situation, and this is unpleasant for the individual. As the result, this individual starts to find proof to his actions in people around. This process of seeking for behavioral pattern in other people is called “consensual validation”. This process leads to mutual feeling of satisfaction with the behavior of the self, that the person experiences. The dissimilar individual, on the contrary, destroys personal feeling of security (Ward, C., Bochner, S., & Furnham). The researches showed that with increasing cultural distance between two individuals, the probability of establishing harmonious relationship between them decreases. This effect was true for various categories of sojourners, for instance, students who came from abroad, guest-workers, tourists. It was noted that they revealed a less degree of successful activity compared to their habitual surroundings. Besides, culture distance affected communication, and this is also an important issue (Ward, C., Bochner, S., & Furnham). The third hypothesis concerning factors producing cultural shock is entitled as “differences in core values”. It is known that interrelations between the representatives of the societies, representing opposition on core values are often hostile. Example here may be the opposition of the western and eastern world regarding the question of women’s role in the society. This problem leads to multiple conflicts between the representatives of Middle East and the West (Ward, C., Bochner, S., & Furnham). As for successful strategies of overcoming condition of cultural shock and establishing successful inter-cultural contact, the psychologists’ advise the following: it’s necessary to remember some important issues while living in strange environment. It’s necessary that the person keep its identity integrated. This person should think over positive moments of being in strange surroundings. This person should also be aware that the time for adaptation is needed, and patience will make this term shorter. Some time for relaxation is also necessary. It’s necessary to be open to constructivism and dialogue. Flexibility will be helpful in any situation that may occur. Sometimes some kind of hobby or habitual activity as swimming or skating may be helpful to improve emotional condition of sojoumer. It will be useful and helpful if the person tries to learn more about new culture – and it is better done with the help of native speakers. Learning the language and participating in some community activities make the process of adaptation easier and painless (Hoerder). Diversity's Positive Impact A newest study by Elizabeth Mannix and Margaret A. Neale talks about the influence of diversity on staff presentation. "In a recent article disentangling what researchers have learned over the past 50 years, Margaret A. Neale finds that diversity across dimensions, such as functional expertise, education, or personality, can increase performance by enhancing creativity or group problem-solving. In contrast, more visible diversity, such as race, gender, or age, can have negative effects on a group—at least initially" (Mannix 2005). In general, an article reveals that the conflict based on staff diversity is usually resolved better than those with more likeness. According to the author, significant variety represents better prospective for inspired resolution. Then again, each person has an exclusive viewpoint to present. “The actual solution to using diversity is "traditions", both individual and staff. Insecure opinionated people find it difficult to openly contribute. And more importantly, a group atmosphere of mistrust will kill creativity” (Mannix 2005). Main solutions Diversity impacts people who work in an organization that consists of a large diverse group. According to Daft (2004), “managing diversity is more than simply acknowledging differences in people. It involves recognizing the value of differences, combating discrimination, and promoting inclusiveness. Today's work force is becoming dramatically more diverse. Corporate leaders realize that creating an effective work place requires a commitment to increased mutual respect and appreciation among employees” (p. 471). As far as we can see, in the modern scientific paradigm of diversity management, the authors pay attention to practical and theoretical aspects of this field. Current studies (e.g. the study by Dameron and Joffre) cover many practical aspects unlike previous studies that were focused on theory. Though the authors applied a qualitative method to the study of diverse management in French and British multinationals, it was found out that diverse management in these organizations is on the road of its development and negative attitude to a culturally diverse working atmosphere prevails in multinationals. Therefore there is a need to conduct more practical studies on diversity management focused on its facilitating aspect of cooperation among employees in international organizations. Diverse management should be a means for development of a creative atmosphere full of possibilities for a sound cooperation among different employees. Conclusion All the methods, mentioned above will be useful for any person, visiting foreign country, regardless of the purpose. It’s evident that successful integration into strange society depends mainly on the type of human personality. Sociable and flexible persons are more likely to integrate into new society without much effort. They may instinctively use the methods described above. But introvert identities will also have success if they study these methods and use them. As the researches and theoretical conceptions demonstrate, the notion of cultural shock doesn’t necessarily mean something negative, this condition always has positive features in it, and successful adaptation in new society depends mainly upon the person and his desire to become a part of new social pattern. References Burke, R. J. & Cooper, C. L. 2005, Reinventing Human Resources Management: Challenges and New Directions. Routledge; Cross, Elsie. Y 2000, “Managing Diversity – The Courage to Lead.” Publisher: Quorum Books. Westport, CT; Daft, Richard. L 2004, “Management.” 7th Edition. Mason, OH: Thomson Corporation, South-Western; Dameron, S. & Joffre, O 2007, The good and the bad: the impact of diversity management on co-operative relationships. Int. J. of Human Resource Management, 18(11), pp. 2037–2056; Dunning, J. H. 1981, International Production and Multinational Enterprise. London: Allen and Unwin; Henderson, G 1994, Cultural Diversity in the Workplace: Issues and Strategies. Praeger Publishers; Hoerder, D 2002, Cultures in Contact: World Migrations in the Second Millennium. Durham, NC: Duke University Press; Ivancevich, J. A. & Gilbert, J. 2000, Diversity Management: Time for A New Approach. Public Personnel Management, 29, pp. 34-45; Furnham, A., and Bochner, S 1986, (Reprinted 1989, 1990, 1994). Culture shock: Psychological reactions to unfamiliar environments. London: Methuen; Levinson, D. 1977. A Guide to Social Theory: Worldwide Cross-Cultural Tests. volume I - Introduction, New Haven, Connecticut, Human Relations Area Files; Ward, C., Bochner, S., & Furnham, A 2001, The psychology of culture shock. Second edition. Hove, UK: Routledge; Budhwar, Pawan 2001, Human Resource Management in Developing Countries. London: Routledge. Chiavenato, Idalberto 2001, “Advances and Challenges in Human Resource Management in the New Millennium”. Public Personnel Management, vol. 30, pp. 17-25. Iii, Edward E. Lawler 2003, Creating a Strategic Human Resources Organization: An Assessment of Trends and New Directions. Stanford, CA: Stanford University Press. Kim, Pan Suk. 1999. “Globalization of Human Resource Management: A Cross-Cultural Perspective for the Public Sector”. Public Personnel Management, vol. 28, pp. 27-37 Rowden, Robert W 1999, “Potential Roles of the Human Resource Management Professional in the Strategic Planning Process”. SAM Advanced Management Journal, vol. 64, pp. 22-28. Sims, Ronald R 2002, Organizational Success through Effective Human Resources Management. Westport, CT: Quorum Books. Spring, Joel 1998, Education and the Rise of the Global Economy. Albany, NY: State University of New York Press. Elizabeth Mannix and Margaret A. Neal 2005, What Differences Make a Difference?" Psychological Science in the Public Interest, Vol. 6, No. 2. Read More