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Will You Add? - Managing Cultural Diversity - A Key to Organizational Success
In the Star Wars movie's famous bar scene you knew, by appearance, what zany character was sitting beside you. Each character had a distinctive look. Yet in today's meetings you may have no idea the constellation of characters that you’re meeting with. That’s because their normal outward appearances belie often-troublesome behavior. Use this article as your guide to the crazy cast of characters you’re likely to encounter in your meetings. Whether or not you’re armed with a light saber, you’ll nevertheless be equipped to do battle with these oft
Hence the discussion suggests that it is imperative to realize that cultural diversity should be taken as a tool for better organizational progress rather than a managerial problem and if effectively managed, it can be a key to gain competitive edge and success
References
Bhatia, S., K., & Chaudary, P., ( 2003),’Managing Cultural Diversity in Globalization- Key to Business Success of Global Managers- Insights and Strategies’, New Delhi: Deep & Deep Publication Pvt Ltd
Cascio, W., F., (1995), ‘Managing Human Resources’ International Edition, US: McGraw Hill.
Cox, T. H., & Balke, S., (1991), ‘Managing Cultural Diversity:
Alex Tew’s Million Dollar Home Page was unique for probably a completely different reason than just making the million dollars. It has spawned an immense number of competitors and there are probably many more on the way. Googling presently returns 1.5 million search results for “pixel ads”.The problem is many of them are just clones-with nothing to distinguish them from the growing pack other than perhaps limited specialisation- e.g. pixel ads for Christians, countries, towns. Its made kind of easier as you can even download free scripts
On a broader perspective, cultural diversity can be manage through communicating (creating awareness among all employees about diverse values of peers through communication), cultivating ( facilitating acknowledgement, support and encouragement of any employee’ success by all other workers), and capitalizing (linking diversity to every business process and strategy such as succession planning, reengineering, employee development, performance management and review, and reward systems) strategies ( Cascio, 1995).
There are many different innovative ways that organizations have adopted to manage diversity. For instance Tabra Incorporation, a small manufacturer of jewellery and accessories in California comprised of modest workforce is composition of Third World immigrants from Cambodia, China, El Salvador, Ethiopia, India, Laos, Mexico, Thailand, Tibet Vietnam and other nations. To acknowledge importance of their cultural association, at least 10-12 different flags are always hanged from the ceiling of its main production facility which represents the countries of origin of the employees. The owner’s view point is ‘I would like for this to be a little United Nations everybody getting along and appreciating each other’s culture instead of just tolerating it’. (Bhatia & Chaudary, 2003)
If cultural diversity can be managed effectively, there is a potential to use diverse workforce for organizational benefits. Cox and Balke (1991) asserts that multi-culturism is directly linked to organizational success as
Effectively managed multi culture companies have cost effective competitive edge
It helps in promoting minority friendly reputation among prospective employees
Diverse cultural corporations help to get better customers which has a variety of people
Diverse group of employees are perceived to be more creative and efficient in problem solving as compared to homogenous group
Ability to manage cultural diversity increases adaptability and flexibility of an organization to environmental changes.
Many organizational examples can be taken in this regard. In Australia, for instance, Hotel Nikko in Sydney has unique edge that staff members in direct guest contact areas speak a total of 34 different languages. Similarly Qantas Flight Catering has sixty-six nationalities on staff, with various overseas-born chefs. So dedicated diverse ‘ethnic’ kitchens gave Qantas a huge competitive edge that offers food based on customer’s ethnic taste and requirements. Moreover Don’s Smallgoods through literacy, language and cultural trainings increased cross-cultural communication and increased profits while lowering costs at the same time. Similarly The Cheesecake Factory had put special effort to understand Japanese quality and packaging culture as Asian employees assist management to understand Asian tastes so that they can target exports to Asia (Nankervis et al, 2002)
Hence the discussion suggests that it is imperative to realize that cultural diversity should be taken as a tool for better organizational progress rather than a managerial problem and if effectively managed, it can be a key to gain competitive edge and success
References
Bhatia, S., K., & Chaudary, P., ( 2003),’Managing Cultural Diversity in Globalization- Key to Business Success of Global Managers- Insights and Strategies’, New Delhi: Deep & Deep Publication Pvt Ltd
Cascio, W., F., (1995), ‘Managing Human Resources’ International Edition, US: McGraw Hill.
Cox, T. H., & Balke, S., (1991), ‘Managing Cultural Diversity:
IntroductionAfter going to school to become a nurse, you will want to find a job. The interview process is a vital component in starting a career. A successful presentation will greatly improve your chances of being hired.It is important to become proficient in the interview process. Most times, your resume will get you the interview, and the interview will get you the job. The following article will address components of the interview process and provide tips and suggestions to facilitate your success.Before the interv
There are many different innovative ways that organizations have adopted to manage diversity. For instance Tabra Incorporation, a small manufacturer of jewellery and accessories in California comprised of modest workforce is composition of Third World immigrants from Cambodia, China, El Salvador, Ethiopia, India, Laos, Mexico, Thailand, Tibet Vietnam and other nations. To acknowledge importance of their cultural association, at least 10-12 different flags are always hanged from the ceiling of its main production facility which represents the countries of origin of the employees. The owner’s view point is ‘I would like for this to be a little United Nations everybody getting along and appreciating each other’s culture instead of just tolerating it’. (Bhatia & Chaudary, 2003)
If cultural diversity can be managed effectively, there is a potential to use diverse workforce for organizational benefits. Cox and Balke (1991) asserts that multi-culturism is directly linked to organizational success as
Effectively managed multi culture companies have cost effective competitive edge
It helps in promoting minority friendly reputation among prospective employees
Diverse cultural corporations help to get better customers which has a variety of people
Diverse group of employees are perceived to be more creative and efficient in problem solving as compared to homogenous group
Ability to manage cultural diversity increases adaptability and flexibility of an organization to environmental changes.
Many organizational examples can be taken in this regard. In Australia, for instance, Hotel Nikko in Sydney has unique edge that staff members in direct guest contact areas speak a total of 34 different languages. Similarly Qantas Flight Catering has sixty-six nationalities on staff, with various overseas-born chefs. So dedicated diverse ‘ethnic’ kitchens gave Qantas a huge competitive edge that offers food based on customer’s ethnic taste and requirements. Moreover Don’s Smallgoods through literacy, language and cultural trainings increased cross-cultural communication and increased profits while lowering costs at the same time. Similarly The Cheesecake Factory had put special effort to understand Japanese quality and packaging culture as Asian employees assist management to understand Asian tastes so that they can target exports to Asia (Nankervis et al, 2002)
Hence the discussion suggests that it is imperative to realize that cultural diversity should be taken as a tool for better organizational progress rather than a managerial problem and if effectively managed, it can be a key to gain competitive edge and success
References
Bhatia, S., K., & Chaudary, P., ( 2003),’Managing Cultural Diversity in Globalization- Key to Business Success of Global Managers- Insights and Strategies’, New Delhi: Deep & Deep Publication Pvt Ltd
Cascio, W., F., (1995), ‘Managing Human Resources’ International Edition, US: McGraw Hill.
Cox, T. H., & Balke, S., (1991), ‘Managing Cultural Diversity:
Is there something you've been meaning to do? If you're like me, you probably have a long "to-do" list, but have you noticed that some tasks come and go very quickly on that list while other things linger.Look at your list now. Is there anything you can cross off today because it is just not necessary anymore? Probably not. The long standing items on my list are usually large, time consuming projects or difficult tasks that I am unsure of the best way to complete.It is much easier to stick with what we know and more rewarding to c
If cultural diversity can be managed effectively, there is a potential to use diverse workforce for organizational benefits. Cox and Balke (1991) asserts that multi-culturism is directly linked to organizational success as
Effectively managed multi culture companies have cost effective competitive edge
It helps in promoting minority friendly reputation among prospective employees
Diverse cultural corporations help to get better customers which has a variety of people
Diverse group of employees are perceived to be more creative and efficient in problem solving as compared to homogenous group
Ability to manage cultural diversity increases adaptability and flexibility of an organization to environmental changes.
Many organizational examples can be taken in this regard. In Australia, for instance, Hotel Nikko in Sydney has unique edge that staff members in direct guest contact areas speak a total of 34 different languages. Similarly Qantas Flight Catering has sixty-six nationalities on staff, with various overseas-born chefs. So dedicated diverse ‘ethnic’ kitchens gave Qantas a huge competitive edge that offers food based on customer’s ethnic taste and requirements. Moreover Don’s Smallgoods through literacy, language and cultural trainings increased cross-cultural communication and increased profits while lowering costs at the same time. Similarly The Cheesecake Factory had put special effort to understand Japanese quality and packaging culture as Asian employees assist management to understand Asian tastes so that they can target exports to Asia (Nankervis et al, 2002)
Hence the discussion suggests that it is imperative to realize that cultural diversity should be taken as a tool for better organizational progress rather than a managerial problem and if effectively managed, it can be a key to gain competitive edge and success
References
Bhatia, S., K., & Chaudary, P., ( 2003),’Managing Cultural Diversity in Globalization- Key to Business Success of Global Managers- Insights and Strategies’, New Delhi: Deep & Deep Publication Pvt Ltd
Cascio, W., F., (1995), ‘Managing Human Resources’ International Edition, US: McGraw Hill.
Cox, T. H., & Balke, S., (1991), ‘Managing Cultural Diversity:
Chuck was the best of the twenty-four candidates. Still, he didn't have exactly what I was looking for and my instincts warned me of his unusual personality. Yet the skills required for the job were specialized and he had most of them, and I'd been interviewing for five months, and my boss wanted the position filled before the budget process started. No, he might not be perfect, but he would be ok.So I hired Chuck. As a new manager, it was a decision I came to regret. Chuck turned out to be a marginal performer, never grew into the job,
Many organizational examples can be taken in this regard. In Australia, for instance, Hotel Nikko in Sydney has unique edge that staff members in direct guest contact areas speak a total of 34 different languages. Similarly Qantas Flight Catering has sixty-six nationalities on staff, with various overseas-born chefs. So dedicated diverse ‘ethnic’ kitchens gave Qantas a huge competitive edge that offers food based on customer’s ethnic taste and requirements. Moreover Don’s Smallgoods through literacy, language and cultural trainings increased cross-cultural communication and increased profits while lowering costs at the same time. Similarly The Cheesecake Factory had put special effort to understand Japanese quality and packaging culture as Asian employees assist management to understand Asian tastes so that they can target exports to Asia (Nankervis et al, 2002)
Hence the discussion suggests that it is imperative to realize that cultural diversity should be taken as a tool for better organizational progress rather than a managerial problem and if effectively managed, it can be a key to gain competitive edge and success
References
Bhatia, S., K., & Chaudary, P., ( 2003),’Managing Cultural Diversity in Globalization- Key to Business Success of Global Managers- Insights and Strategies’, New Delhi: Deep & Deep Publication Pvt Ltd
Cascio, W., F., (1995), ‘Managing Human Resources’ International Edition, US: McGraw Hill.
Cox, T. H., & Balke, S., (1991), ‘Managing Cultural Diversity:
My years in radio taught me that the most effective means of ratings success is to speak to the audience you want instead of the audience you have. It can be a long process, and it takes patience to develop and grow your message before you see results. But repetition builds reputation, and it can work for any business model. Here are some things to keep in mind in building an effective campaign:Keep it simple, stupid. You can say more with less. Don't clutter your message with too many details. The more
Hence the discussion suggests that it is imperative to realize that cultural diversity should be taken as a tool for better organizational progress rather than a managerial problem and if effectively managed, it can be a key to gain competitive edge and success
References
Bhatia, S., K., & Chaudary, P., ( 2003),’Managing Cultural Diversity in Globalization- Key to Business Success of Global Managers- Insights and Strategies’, New Delhi: Deep & Deep Publication Pvt Ltd
Cascio, W., F., (1995), ‘Managing Human Resources’ International Edition, US: McGraw Hill.
Cox, T. H., & Balke, S., (1991), ‘Managing Cultural Diversity: Implications for Organizational Competitiveness’ Academy of Management Executive, Vol 5, Issue 3, August 1991
Nankervis, A. Compton, R., & Baird, M., (2002) ‘Strategic Human Resource Management’. 4th Edition. Victoria: Nelson Australia Pty Limited
Papers For You (2006) "P/HR/188. Views on diversity management", Available from Papers4you.com [19/06/2006]
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