Cultural Diversity management – Business Ethics and CSR [Author] [Institution] Table of Contents Introduction Diversity management and Intercultural Understanding Managing Diversity in Globalization Era – Focus upon CRS and Business Ethics Conclusion Introduction Diversity is a term that refers to all the ways in which people differ…
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In today’s world most of the organizations give preference to collaborative work group that would be diverse in nature and comprise of men and women belonging from different cultures, ethnic groups and educational background because in the era of globalization it has become imperative for the firms to develop team of workers consisting of people of different cultures and races (Cox and Taylor, 2011, p35; Guest and Shacklock, 2011, p728). Management of workplace diversity is an important issue and success of organizations depends upon deep understandings of workgroup diversity implication on the behaviours and performance of the workers (Ingo and Koslowski, 2011, p91). The firms have to show the cultural intelligence and understanding of cultural diversity to adequately manage their cross border business operations and it is almost impossible to successfully manage international business without the practice of diversity management while focusing upon the issues of business ethics and corporate social responsibility (Martin, 2011, p336). Diversity management is about creating a work environment that draws people from a broad social spectrum – one that appoints on merit regardless of gender, sexuality, age, colour, class and disability or any other difference (Keay, 2011, p76). It is very important for the organizations to audit the different aspects of recruitment process in an organization to know that the recruitment process is based on talents not on the racial, gender and cultural differences (John et al, 2011, p101; Simeon, 2011, p65; Giovanni, 2011, p157). Diversity management and Intercultural Understanding Workplace diversity can be understand and managed through different importance elements like gender, culture, skills, educational backgrounds and physical and mental capabilities of the employees (Berit and Klaus, 2011, p21; Dean and Keith, 2011, p32). All of these issues possess great importance in the context of diversity management at workplace because the organizations of the modern globalized era are supposed to deal with the employees regardless of their gender and cultural, social and ethnic backgrounds (Winch, 2011, p76; Pilhofer, 2011, p17). Diversity management required intelligent use of intercultural communication that is basically human activity that took place when the senders and receivers of the message belong to different cultures. The degree and forms of intercultural communication has changed along with time and at present many fields like media, business, education, scientific research and education are crammed with unparalleled intercultural interaction between people belonging to different ethnic, cultural and linguistic backgrounds (Zack, 2011, p143). The theorists have presented numerous theoretical frameworks to assist effectively confronting the situations in multicultural group setting by employing the phenomenon of intercultural communication for better diversity management practice (Ely et al, 2011, p229; Billy, 2011, p93). These theories act as guideline to reduce misunderstanding and enhance the effectiveness of diverse cultural group work and cross border collaboration. Hall (1959) presented the conceptual framework for intercultural communication for the very first time in “
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