This paper under the headline 'Managing Cultural Diversity in the Workplace Environment of Singapore" focuses on the fact that diversity management is one of the core strategies used by organisations to enhance performance and sustain competitiveness in global markets. …
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Cultural diversity refers to people belonging to diverse cultures working in one organisation, which is rampant in Singapore because of its history of immigrants and also due to its growing economic prospects. The present discourse focuses on the way Singapore manages its cultural diversity. The topic explores various government initiatives as well as organisational policies towards diversity management in this region. During the process, a critical view of the policies and practices and their impact on other aspects of organisational performance would be placed to assess the effectiveness of the policies and practices. Moreover, possible recommendations to tackle these challenges would be suggested based on organisational practices.
2. Background: While the effects of globalization have been so profound that all organisations have to adapt to the changes, diversity is one of the strategies adopted for sustainability and performance. This reflects in their policies and practices with respect to human resources management. Though the western countries adopted this route much earlier, it is a relatively newer concept in most of the Eastern nations (Mor-Barack, 2005). This does not mean that the Eastern nations did not employ people from different cultures and ethnic groups; but just that the organisations have started adopting policies and practices to encourage and, to an extent, suit multicultural and diverse populations during last few decades. The most important requirement for managing diversity comes from the equal rights act and policies congruent with this act, which creates a favourable social, legal, and organisational environment to all groups of people. Secondly, organisational policies and practices that encourage and support a diversified workforce.
3. Rationale: Globalization has provided extraordinary benefits to organisations, which has enticed many organisations to enter the global market. This has further increased the numbers of people from different backgrounds, cultures, races, and ethnic groups to work together at different locations. On the other hand, organisations in some sectors are known to have moved to other places in order to flourish because the legislation there was more conducive to their strategies; for example, Singapore has relaxed legislation related to bio research, unlike in the Western countries. Many Western bioresearch organisations shifted their base to Singapore (Huat, 2011). Much before such movements, Singapore is known for cultural diversity because it was established because of immigrants from different parts of the world, which created a plural and highly diverse and ethnic society (Chen-Tung, Ong & Chen, 1980).
With such high cultural diversity, Singapore is one of the most advanced and flourished nations in the Asia-Pacific region. Many reasons make Singapore as the focus of discussion related to the management of cultural diversity in organisations. The immense industrial growth in Singapore suggests that workplace diversity, specifically cultural diversity, is being managed effectively; this fact is further reinforced by the immense movement that is continuing, and potential that still exists in this part of the world. Secondly, Singapore hosts a variety of cultural mix, which makes it even more difficult for diversity management for organisations if they have to cater to the cultural differences of all groups that are a part of them. At least these two critical reasons are enough to explore diversity management principles and policies in organisations there.
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..., more cooperative behaviour results in homogenous groups compared to significantly diversified teams. Heterogeneous teams groups undermine in-group identification because of the considerable differences creating disunity and conflicts. Policy oriented analysis of managingworkplacediversity and conflict Managing work place diversity remains one of the most challenging operations in the current business environment but it is in the best interests of an organisation to implement an appropriate policy. Managingdiversity in the current workplace setting intends to create an enabling...
...? ManagingWorkplaceDiversity Table of Contents Introduction 3 Conceptual Framework of the 4 WorkplaceDiversity 4 ManagingWorkplaceDiversity 6 Policy-oriented analysis of the theme 10 Research Findings and Analysis 10 Impact of CulturalDiversity on individuals and organizations 11 Tools for the improvement of the diversity climate 12 Implementation of workplacediversity programs 13 Recommendation and Conclusion 15 Reference 17 Appendix 19 Questionnaire 19 Introduction Demographic changes and emergence of global market have increased tolerance for differences in society. Along with this, certain programs especially initiated by governments of nations have played an important role in enhancing the importance of diversity... in the...
...?ManagingWorkplaceDiversity Table of Contents Table of Contents Introduction 2 Definition of WorkplaceDiversity 2 Issues Surrounding WorkplaceDiversity 3 Resolving Workplace Issues 4 Importance of WorkplaceDiversity within Organizations 5 Changing Workplace Scenarios in the wake of Racial Discriminations 6 Role of the Government 7 Role of the Management 8 Role of the Supervisors 9 Hofstede’s Theory in the Related Contexts 10 Role of Managers and Leaders within Hofstede’s Dictum 11 Role of Management...
...? ManagingDiversity in the Workplace Introduction Managingdiversity at workplace is very much important as the world has already entered into a globalization phase. The growing demand for globalization requires more of communication among the people. The interaction can take place between people belonging to different culture, beliefs and background. People coming from different communities no longer work in a single market force but presently they work in a worldwide economy. Therefore, it is required for the organizations to create and maximize more of diversity as this can lead to more of profit...
...and in this case, the hotel industry. Culturaldiversity in an organisation that wishes to emerge the top in its operations is taken to be multi-culturalism which is that aims at embracing and valuing the different cultures. Diversity has become a business necessity and not a legal or moral issue as the case was decades back. In this respect it has become a necessity that organisations take advantage of the diversecultural backgrounds of its workforce in competing in the today’s rather global business arena. The hospitality industry has not been left behind in this aspect of managing...
...Running head: culturaldiversity in SingaporeManagingculturaldiversity in the workplaceenvironment of Singapore Number: :
Date and Time:
Table of Contents
1. Introduction 3
2. Background 3
3. Rationale 4
4. Findings 5
5. Advantages and Challenges 8
6. Conclusions 10
Diversitymanagement is one of the core strategies used by organisations to enhance performance and sustain competitiveness in global markets. Diversity in organisations can be in the form...
... ManagingWorkplaceDiversity Chapter 4 If I am part of a multiracial team consisting of employees who come late to themeetings or appear to be anti-social, I would intentionally take the initiative of bridging the gap. I would advise them that even if the company tolerates diversity, punctuality and active participation in the meetings are important values that should be possessed by everyone. Besides, I would inform them to adjust because the company policies require everyone to be punctual and be ready to actively participate in all the meetings. Their ideas are also important to the organization.
2. If the organization has a community fundraiser, we would definitely elect a person from that very particular community to lead... the...
... life is far from it. In some companies, black employees are still discriminated. Their promotions are close to impossible and by such acts, it is clear the practice is far from what the book purports about equal opportunities.
In question 12, I had thought that since there are regulations governing employer and employee relationship, then the employees are fairly treated. I had also thought history had no part in how people treat each other. However, it is clear that history sometimes significantly influence how people treat each other. A bad history of a corrupt workplaceculture seems to be carried forward for generations through an organization.... Chapter 10 Cruise Tom, 1962-present was diagnosed dyslexic when he was seven years. 2....
...in the workplace and doing nothing against it or having practices that do not regard the religious beliefs of a worker translates to religious discrimination.
Thought: People should often give personal experiences to help in relating to real life situations.
The class has been great, all through. Most of the assignments and exercise activities enabled us to grasp the ideas and concepts more clearly. As such, I believe that all of us have been brought up in an environment where we have experienced diversity issues in play. I would suggest that people give more personal experiences in the class where such issues arose as a result of workplace...
...diversity in the hospitality industry
Most organizations in the hospitality industry have seen the benefits of managingdiversity at the workplace and the practice is on the rise (Baum 2006) Work diversity brings a pool of knowledge from individuals with differentbackgrounds, which has become essentialin bringing new ideas and innovation at the workplace and other environments. Similarly, a diversified workforce has various values and beliefs, which are essential in making the organization venture into different regions through its diverse workforce (Kossek&Lobel 2006). Besides, there are many benefits...
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