Managing a Culturally-Diverse Professional Workforce - Essay Example

Managing a Culturally-diverse Professional Workforce With the expansion of international trade, globalization of markets and trade, e-commerce, and cross border alliances, organizations have to deal squarely with issues that rise as a direct result of the existence of workforce diversity (Deresk, 2008). In fact, major changes in intercultural diversity management and international customer services have been witnessed following the globalization of organizational economies and the formation of cross-border joint ventures among other factors. One emerging issue in organizational management is whether managers in their respective capacities ought to acknowledge the different national cultures represented in the organization, or should they treat all colleagues equally. This paper seeks to analyze workforce diversity and how business managers ought to deal with issues related to multiculturalism. Diversity in society According to the United Nation’s Universal Declaration on Cultural Diversity, cultural diversity in human society is as important as biodiversity is for nature. In agreement, many an anthropologist believes that cultural diversity in society is an important element if humanity must, in the long term, survive (Ellis, 2006). Today, more than ever, the human resource function plays an integral part in the organization. The human resource function ensures that the business meets its strategic goals by making sure that only the right people, from a huge pool of diversity, are recruited and employed (Cox & Blake, 1991). Generally, workplace diversity includes but is not limited to ancestry, gender, religious beliefs, race, age, ethnicity, physical abilities/qualities, educational background, geographic location, military experience, marital status, parental status, work experience, income, sexual orientation, conception of morality, and the way people relate with their environments. The Multicultural Workforce and its Benefits Multiculturalism or cultural diversity in the modern society is common – in fact, almost unavoidable according to Linhardt (1997). Ideally, multiculturalism is founded on the belief that cultural differences ought not be ignored or discarded, but should instead be valued, maintained and preserved. In other words, workplace diversity has much to do with the creation of an environment that is inclusive – one that respects and embraces personal differences and provides opportunity for employees to work at their full potential. A multicultural workplace or environment has several strengths and is similarly accompanied by numerous challenges. The New South Wales Government (2008) states that cultural diversity promotes workplace equity while also enhancing agency success and staff skills. When an agency values cultural competencies as a valuable asset, service delivery improves as employees can better understand and skillfully communicate with customers with diverse backgrounds. On the other hand, issues related to segregation and discrimination could easily come to the fore in an ethnically or racially diverse workforce. These challenges can of course be addressed through the institution and implementation of relevant policies and laws. This fact is expressly seen in the operations of organizations that enjoy a global presence such as the Coca-Cola Company. The Coca-Cola Company has embraced and continues to appreciate diversity; both in the workplace and in the marketplace (Rohmetra, 2005). Through its diversity workplace and marketplace strategies, the company has developed several successful programs and support systems to ensure that in the midst of diversity, talents and skills are recognized, appreciated and rewarded. As a matter of fact, a community will better relate and identify with an organization or agency that embraces cultural diversity (Linhardt, 1997). Further, a culturally-diverse human resourse, when exposed to new ideas, is more responsive and will come up with innovative ways of solving problems. Managers and workforce diversity In an effort to create within the organization a culture that welcomes and supports diversity, a manager must first be able to recognize and appreciate their personal attitudes towards other people’s cultures and how these attitudes are manifested (Bush, Rose, Gilbert & Ingram, 2001). This is important since such attitudes could have an impact on their behaviors at the workplace. Also helpful is to know and understand the dominant culture and what it may assume true or false for other cultures. In effect this calls for the recognition of the fact that one group’s norm could ultimately be another’s taboo. Human beings tend to categorize people and things – often out of functional necessity. However, stereotyping and overuse of categories may lead people to ignore or disrespect personal differences even in a single-ethnic workforce (Larkey, 1996). It is therefore important that managers learn and appreciate traditional styles of communication and customs that are helpful in relating to members of the workforce. Cox and Blake (1991) expressly state that irrespective of the personal attributes, work-related abilities and cultural groups that exist in an organization’s workforce, managers’ skills influence whether they are effectively and productively used. While this is held, it is also notable that personal behavioral responses and traits are not associated significantly with a person’s nationality. What this means is that many characteristics vary among individuals more than they do between groups. While cultural influences may play a part in employee performance, personal traits, values and ability matter more (Deresk, 2008). In this respect, some experts believe that managers should concern themselves more with employees’ individual performances and characteristics during decision making. In their argument, attempts to subscribe to guidelines purporting to describe comprehensively the enormous field of human behavior, traits and tendencies based on race and ethnicity will no doubt lead to gross disappointment (Seck, Finch, Mor-Barak & Poverny, 1993). Intercultural communication However complex a business entity is, one basic principle for their success is effective communication according to Ellis (2006). Businesses that operate beyond the borders of a nation must establish and uphold effective intercultural communication between its workers. In respect of this, managers need to be courteous and respectful of employees’ cultural differences and accord special treatment arising from them within reasonable limits. This goes a long way in breeding a culture of civility and openness. At the same time, managers must be tolerant whenever mistakes occur or working practices change as a result of employees’ cultural differences. Further, understanding the laws governing workplace diversity is vital to solving problems or issues that rise out of cultural differences. Yet again, they must be flexible enough to accommodate diversity while also maintaining good practice. Instead of presenting information in words, for example, illustrations may be used to explain safety and health issues. Conclusion While cultural influences may play a part in employee performance, personal traits, values and ability matter more. On the other hand, stereotyping and overuse of categories may lead people to ignore or disrespect personal differences even in a single-ethnic workforce. This of course worsens in a multi-cultural working environment. Irrespective of the personal attributes, work-related abilities and cultural groups that exist in an organization’s workforce, managers’ skills influence whether they are effectively and productively used. In several ways, therefore, effectiveness in the workplace depends on how the organization skillfully balances its management of diversity. It is also worth noting that attempts to subscribe to guidelines purporting to describe comprehensively the enormous field of human behavior, traits and tendencies based on race and ethnicity will no doubt lead to gross disappointment. Indeed it would quite be impractical trying to note the entire workforce’s nationality with an aim of provisioning for their minutest interests. Managers should therefore concern themselves with employees’ individual performance and characteristics during decision making while not forgetting to be courteous and respectful enough to accord special treatment to diverse groups within reasonable limits. In other words, businesses that have a multicultural workforce must establish and uphold effective intercultural communication between its workers, catering for their diverse needs in a reasonable manner. References Bush V, Rose G, Gilbert F & Ingram T. (2001). Managing cultural diversity - Journal of the Academy of Marketing Science - Springer Cox T & Blake S (1991). Managing cultural diversity: Implications for organizational competitiveness. The Executive. Deresk, H. (2008). International management: Managing across borders and cultures (6th ed). Pearson Prentice Hall. Ellis C. (2006). Diverse approaches to managing diversity. Human Resource Management. Volume 33 Issue 1, Pp 80 – 108 Larkey L (1996). Towards a theory of communicative interactions in culturally diverse workgroups. Academy of Management Review. Linhardt B. K. (1997). Hiring and Managing a culturally diverse workforce. Human Resource Management. Volume 6, Number II. New South Wales Government Department of Premier. (2008). What are the benefits of workplace diversity. http://www.eeo.nsw.gov.au/guides/diversity_delivers/what_is_diversity/what_are_the_benefits_of_a_culturally_diverse_workplace Rohmetra N. (2005). Human resource development challenges and opportunities. Anmol Publications PVT LTD. Seck E, Finch W, Mor-Barak M & Poverny L (1993). Managing a diverse workforce - Administration in Social Work. Informaworld. UNESCO (2001). Universal Declaration on Cultural Diversity. November 2nd 2001. Read More