Cultural Diversity and Organizational Culture - Literature review Example

Cultural Diversity and Organizational Culture of of Contents Contents 2 INTRODUCTION 3 CULTURAL DIVERSITY & ORGANIZATIONAL CULTURE 4 METHODOLOGIES OF SCHOLARLY WORKS 7 THEORIES OF ARTICLES 9 APPLICATION OF THE THEORIES 12 CONCLUSION 13 Bibliography 15 INTRODUCTION Theorization is an important aspect of research. To the layman, a theory is formulated after research is conducted and to adds up to existing knowledge (Modrik, 2010). This is deduced from the main findings of a given study. Theories help to understand phenomenon and provide explanations of a given situation or condition that exists in the society. Theories provide the framework within which future research can be conducted and analyzed in the future. This is because theories form authoritative conclusions and knowledge that can be used as the basis to conduct future studies within the framework of the subject or topic under review. This study will involve the analysis of the key theories and constructs into scholarly works that relates to the relationship between cultural diversity and organizational culture. The following pointers will be highlighted throughout the studies: 1. A critical review of scholarly articles that provide an insight into the relationship between cultural diversity and organizational culture; 2. An evaluation of the key theories on cultural diversity and organizational culture identified in the studies; 3. A practical application of the key theories and concepts in the contemporary work environment. CULTURAL DIVERSITY & ORGANIZATIONAL CULTURE Cultural diversity is an important and vital aspect of organizations today. This is because there is a general trend towards inclusion in the organizations around the country and issues perceived to be racist are treated with the highest levels of criticism and hostility. Cultural diversity is seen as a method of promoting inclusion in an organization and diversifying the processes and systems used by an organization to ensure that people from all different backgrounds get represented in an organization (Laleye, 2012). Culture is the way a group of people live and this is represented by the outward expression of their different processes and preferences for various things (Kelley & Fitzsimons, 2010). According to one definition “culture consists of shared beliefs, values and attitudes that guide the behaviors of group members in a given location.” (Kelley & Fitzsimons, 2010, p. 151). Culture and diversity are important aspects of the society. According to Hoftstede, culture is the software of the mind that guides the way people behave and react to certain things and situations (Hofstede, 2010). This is a standardized definition which explains the role and importance of culture in a given society and community. This involves the different processes and aspects of a given place and location and it affects the way people behave and carry out their activities and processes. Culture therefore forms a framework within which people act and behave in relation to their upbringing and other innate qualities that are representative of the group they belong to. Different people have different cultures and different social and cultural trends and processes (Al Haj & Mielke, 2011). This implies that culture plays a role in defining the identity of people and identifying their preferences in certain activities and processes. Culture is important and it is imperative for managers and organizations to gain some degree of sensitivity to the culture and inherent make-up of people. This is because culture is formulated by the unconscious elements and aspects of the environment within which a person grows and this leads to values and they manifest in the thoughts and actions of a person (Heidtmann, 2012). This implies that there variation of culture and backgrounds could range in proportion to the number of people within the community. And this means that any attempt to take up one culture as the compulsory and the only acceptable culture is likely to lead to issues and problems. This is because there will be tensions and disagreements and this could cause conflicts and other disagreement. It is based on the fact that variations and differences could lead to problem that there is a case for the creation of a diverse work environment in order to eliminate tensions and disagreements. In order to promote diversity and eliminate cultural tensions, there is the need for a paradigm shift in the culture of the organization in order to accommodate the different cultural needs and cultural expectations of people within a given society or community. Organizational culture can be seen as a sub-culture that is created within a corporate entity and this is done in such a way and manner that reflects the traditions and accepted practices within the organization (Schein, 2012). Organizational culture is therefore the direct effect of the cultural practices and processes adopted within an organization. And it forms the atmosphere within which the organization operates and this influences the way things are done within the organization (Schein, 2012). Organizational culture refers to the things that are accepted as values, norms, attitudes and behavior patterns that are dominant in a given organization (Herzog & Leker, 2012). These are the basic assumptions, values and norms that exist within an organization. Organizational culture forms the basis and background of the way things are done and this varies with the nature and main practices of people in the organization. Some scholars view organizational culture as the social consensus that is generally accepted within an organization because of the processes and activities that people get involved in to attain the main ends of the organization (Dwivedi, 2012). Organizational culture is therefore a system and a process within which an organization creates its own sub-culture in order to make things easier. These processes make it easier and more convenient to deal with issue and matters in order to resolve the issues of the firm and also provide results. Organizational culture will work best and without tensions if it embraces different persons of different cultural and social backgrounds. This is because cultural diversity in today’s world provides a background and foundation to compel organizations and corporate entities with the impetus to examine and review things from a broad framework and kaleidoscope. Thus, cultural diversity in the organizational culture is a system of getting an organization to embrace persons of different backgrounds in order to provide the framework and process for dealing with issues and matters. The essence of cultural diversity in the workplace is to ensure that people from all backgrounds are included in the organization. This is done in a way and manner that will ensure that the organization operates as an ethical organization. On the other hand, being culturally diverse is a way an organization can comply with the relevant race and other inclusion laws that are imperative for all organizations. Hence, an organization that is carrying out various elements and processes in organizational diversity will be meeting its ethical and legal obligations. Thus, there is a general trend for scholars and other researchers to look at the process of diversity and how it is being practiced in various organizations around the world. These organizations and entities have different ethics and standards that have different processes and activities meant to achieve results in the area of maintaining cultural diversity in the workplace. Therefore, the rest of the paper will focus on recent studies and analysis that have been conducted in diversity issues and matters. The essence of this paper is to examine the research methods that were employed and how it was applied to organizations and its implications to firms around the world. METHODOLOGIES OF SCHOLARLY WORKS In order to conduct the research and evaluate recent research works and its implication for diversity in the workplace, the research hereafter will critique five recent articles in the area of diversity and organizational culture. This included articles that were published in five years or less. The first section of this study will analyze the methodology that was used by the various authors of the articles that culminated in the findings discussed in this paper. Sawyer and Thoroughgood examined some aspects and dimensions of diversity in the society and how it affects and influences corporate culture and its related components. They tried to analyze and evaluate the impact and processes of a firm and organization analyzing the elements of cultural challenges around it. To this end, they sought to identify the most dominant processes and activities that a firm needs to be sensitive to on an international or global level as well as the macro or local level (Sawyer & Thoroughgood, 2012). They therefore use a cross-sectional approach to study the methods firms use to evaluate the external environment to find the main challenges and modify the firm to meet their HR and diversity needs. The findings show that there are two main classes of issues that a firm needs to be sensitive to and this include the macro-level and the micro-level. These are major processes and major systems that must be used and evaluated and analyzed in order to come up with the dominant processes. Past, present and future cross-cultural issues and matters are the focal points of the study of Ferdman and Sagiv. The study concedes that the main issues of organizational significance changes with time and with the circumstances of the business environment. Due to this, the concerns for cultural diversity and cultural sensitivity for firms have evolved over the years in accordance with the changes in the business environment. Hence, the paper uses a critical and systematic approach to conduct a literature review on studies in cross-cultural management. This culminates in the identification of key issues of significance that existed in some jurisdictions in the past and the issues that are of significance importance in today’s world as well as matters that are likely to be of importance in the future (Ferdman & Sagiv, 2012). Cole and Salimath use a theoretical approach to identify three main hypotheses that are tested in their study. The first hypothesis sought to explain stakeholder perspective and its impact on diversity sensitivity and the second hypothesis explains that proactive responses are used as the main approaches to dealing with stakeholder needs and expectations (Cole & Salimath, 2013). The third hypothesis identifies that the pressure exerted by stakeholders puts pressure on the organization and its leaders to come up with better and swifter methods and approaches to dealing with diversity issues and matters. The study utilizes various explanations and other literature reviews and processes in order to find solutions and answers to the questions. The methodology used is fundamentally theoretical since it utilizes other published sources and documents to explain the positions taken by different authorities in the industry. This enabled the researchers to come up with logical explanations in order to prove and/or disprove the various hypotheses. Carter Boyd (2012) was interested in conducting research into organizational culture and diversity issues in the US military. In the study, diversity issues in the conventional American work environment in relation to veterans was discussed and this evaluated how the workplace adjusted and dealt with the applications and hiring of these veterans (Carter-Boyd, 2012). The researcher interviewed numerous veterans in relation to their experiences and how they perceived the hiring processes and systems that were employed in hiring them into the civil services. Various forms of questioning was employed and this provided a strong and significant system of providing answers to the fundamental research questions and requirements. Finally, Singh and Selvarajan (2013) conducted a literature review in relation to the spillover of community expectations into the work environment. In a build up of the research process, the authors identified that ethics are mainly brought into an organization as a result of the organization’s connection to the external environment within which it operates (Singh & Selvarajan, 2013). In order to operationalize the study, the researchers examined how race matters in the standardized society spills over into organizations and how this influences organizations’ diversity and inclusion systems. The research studies 165 employees in America’s Midwestern Region. THEORIES OF ARTICLES The research came up with numerous results and findings that had major implications and elements and aspects of the core findings and processes. The first study identified that in order to deal with all the diversification needs and expectations, a firm has the obligation to identify pressing and direct requirements from macro-level requirements and expectations as well as local and immediate or pressing requirements that is imposed by the immediate society (Sawyer & Thoroughgood, 2012). There are some international considerations like the LGBT debate and other forms of discrimination matters that are not universal. Hence, in a nation and community where it is not pressing, the firm will need to come up with some kind of approach and systems in dealing with these issues as a macro level requirement. On the other hand, pressure and other local ethical requirement must be placed at the fore-front of a firm’s planning and operational system and processes. The second study identifies that it is possible for cross-cultural matters and cross-cultural studies to be examined and studied in relation to psychological matters and processes in order to come up with different solutions and answers to various elements and aspects of diversity (Ferdman & Sagiv, 2012). The research identifies that the society and community keeps changing. Therefore, to ensure that an organization catches up with the changes in the cultural management issues in the external environment, there is the need for the organization to examine psychological trends and processes in order to identify the most relevant issues and try to adjust its position to deal with issues and matters in the organization. Cole and Salimath put forward a proposal in such a way and manner that implies that the work terrain implies that a firm will need to strive for convergence with the external environment. To this end, a firm has no choice but to respond to stakeholder needs and stakeholder expectations as it applies to the external environment (Cole & Salimath, 2013). This is because stakeholders currently have some kind of power and influence over an organization. Hence, their views, perceptions and demands are important and a firm will need to put in place measures to ensure that they proactively identify changes in stakeholder expectations relating to how to treat people and put in place measures and appropriate processes and procedures to deal with this. This means there must be a proactive system that will be put in place to ensure that managers and top staff members are able to evaluate things and analyze situations in order to find what is expected of the firm. From this, changes can be made and the firm can improve to meet the public’s demands and expectations. Another theory put forward by the researchers indicated that there are some laws that constraint entities, especially federal firms that seek to hire military veterans as a convention (Carter-Boyd, 2012). This is because it is a generally acceptable principle that veterans must be given preference in federal organizations. However, in some cases, the federal organizations are constrained by laws in their bid to favor these veterans and follow conventions. This implies that there is a situation where conventions might coincide with the laws. In such a situation, it is best for the government or a higher authority to intervene and exert some kind of influence in order to find a way of dealing with issues that relates to a clash in rules and systems. These processes will eliminate questionable hiring and labor practices in order to promote a better and more conducive work environment. The last research studied re-emphasized the fact that diversity is influenced by the external environment (Singh & Selvarajan, 2013). This implies that the firm is influenced strongly by what the external environment defines to be important and vital in helping firms to deal with issues and matters. Hence, a firm will have no other choice but to ensure that they deal with the demands of the external environment in order to update their diversity practices and include all relevant needs that they ought to be sensitive to. APPLICATION OF THE THEORIES This section will include a synthesis of the processes and systems for dealing with cultural diversity issues and needs. This section of the research will compare and contrast the different approaches and methods used by the various researchers to define the methods and systems of dealing with an effective and diverse workforce. What is apparent from the studies conducted by the scholars reviewed is that the external environment defines what is important in the area of diversity and dealing with human resources in an organization. This is because the external environment is currently empowered by democratic practices and other forms of transparency which is promoted by the advanced technology and improved media sensitivity (Herzog & Leker, 2012; Schein, 2012). Hence, there is the need for a firm to have a proactive learning system that will deduce changes in the legal and ethical framework of a given country or community (Sawyer & Thoroughgood, 2012). This will provide guidance and directions for the different staff members to find better ways and improved methods of dealing with issues and matters in the organization. Stakeholder needs and expectations are important and vital in dealing with firms’ diversity planning and policy framework (Kelley & Fitzsimons, 2010). This is because the stakeholders’ requirements and needs are empowered by the need for transparency and improved sensitivity to social needs and expectations. This implies that diversity rules and regulations are influenced by stakeholders so again, a firm will need to be sensitive to external demands and external expectations that are imposed from outside the firm. In formulating external systems and processes, there is the need for a firm to find the immediate needs and put in place strict rules to deal with them (Cole & Salimath, 2013; Al Haj & Mielke, 2011). At the same time, the firm must find other international and far-reaching needs that will be important and vital in formulating diversity rules and regulations. This is because some local rules and regulations are important and pressing. Hence, those must be instituted comprehensively and also instituted in a way and manner that will cover all relevant issues and matters. On the other hand, there must be other systems and processes that will provide a framework for the gradual improvement and enhancement of the methods and systems according to international practices (Schein, 2012). However, this must be applied as and how it is expected. A firm will have to find a middle-way in conflicting matters and situations in order to find the best processes and systems for creating and instituting ethical systems and structures. There is also the need for the blending of cross-cultural management practices and systems with other psychological methods. This will enable the firm to identify the important and vital elements and aspects of the society and how people think and analyze important processes and systems. Finally, it is imperative for a firm to examine situations and processes where convention and the law clashes. In such situations, the firm will have to find ways of resolving the issue. If this is not possible in the short-run, there is the need for the firm to call upon a higher authority to examine the situation and come up with a s better solution of dealing with the issues and matters at hand. CONCLUSION Culture refers to the dominant factors and dominant processes that determine the conduct of a given people. Culture is diverse and hence there are different approaches and methods of dealing with issues and matters and this varies from person to person. Culture is important in defining the needs and expectations of people in a given society. Empirical studies indicate that diversity is an important aspect and element of the society now. And it is powered and furthered by key stakeholders in an organization. Therefore, a firm will have to be sensitive to stakeholder needs and demands in order to find out the best ways and approaches of dealing with issues and matters. Diversity rules change with the external environment. Hence, a firm will have to find ways and means of creating improved and enhanced methods and approaches to dealing with issues. Another empirical study recommends that a firm ought to be sensitive to cross-cultural management issues and factors as well as psychological factors. This provides the firm with the elements of interest in the external environment. This guides the processes and methods that will be put in place by the firm and from this; there could be adjustment in the diversity process. Finally, there are some macro-level ethical considerations that a firm must be sensitive to. This is followed by the elements and aspects of the micro-level. Thus, managers need to find a balance between these two extremes in order to find solutions and answers to questions and issues. Bibliography Al Haj, M., & Mielke, R. (2011). Cultural Diversity and the Empowerment of Diversity. New York: Berghahn Books. Carter-Boyd, B. L. (2012). Transition from Military to Federal Civil Service Employment. UMI Dissertation Publishing , 1 - 194. Cole, B. M., & Salimath, M. S. (2013). Diversity Identity Management: An Organizational Perspective. Journal of Business Ethics , 151 - 161. Dwivedi, R. K. (2012). Organizational Culture and Performance. Delhi: MD Publishing. Ferdman, B. M., & Sagiv, L. (2012). Diversity in Organizations and Cross-Cultural Work Psychology: What if they were More Connected. Industrial and Organizational Psychology , 323 - 345. Heidtmann, D. (2012). International Strategic Alliances and Cultural Diversity. Berlin: Diplomica Verlag. Herzog, P., & Leker, J. (2012). Open and Closed Innovations: Different Cultures for Different Strategies. New York: Springer. Hofstede, G. (2010). Software of the Mind. New York: FT Press. Kelley, L. M., & Fitzsimons, V. M. (2010). Understanding Cultural Diversity. New York: Jones and Bartlett. Laleye, I. P. (2012). Culture: Merchandize or an Ideal Value. In CounterPoint, Cultural Diversity (pp. 54 - 72). New York: CounterPoint. Modrik, P. A. (2010). Research Methods and Theory Formulation. London: Routledge. Sawyer, K., & Thoroughgood, C. (2012). Culture doesnt just intersect with Diversity: Culture Defines Diversity. Industrial and Organizational Psychology , 346 - 372. Schein, E. H. (2012). Organizational Culture and Leadership. Hoboken, NJ: John Wiley and Sons. Singh, B., & Selvarajan, T. T. (2013). Is it Spillover or Compensation? Effects of Community on Organizational Diversity Climate on Race Differentiated Employee Intent to Stay. Journal of Business Ethics , 259 - 269. Read More