...Outcomes of a Cultural Diverse Workforce on leadership Eligio Solis Southern New Hampshire University Abstract This paper explores three articles that reports on results for research on the positive and negative outcomes for leadership when working whit diverse workforce. These articles explore different perspectives of diverse workforce and its challenges. These challenges are mainly affected by the different types of culture and personalities that employees bring to organization mainly affecting its leaders. Outcomes of a Cultural Diverse Workforce Diversity is becoming more common among organizations and its rapid growth especially in the United States, is creating challenges across the globe. Diversity is not just defined for the different type of cultures that there is within an organization, there are other definitions to diversity. You can also find diversity in organization from the gender of a person, the sexual preference, religion, nationality, age and color. Diversity refers to an individual differences, that are within each person and creating some challenges for the organizations. Research shows that a diverse workplace can challenge the leader’s skills, attract top performers and eventually making corporations more global competitive by adapting to new culture and having more proficient leaders. Diversity is becoming more common among organizations and it is rapidly growing in this business. Diversity is refers to the differences between individuals...
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...Final Research Paper-Multicultural Workforce COMM/215 December 1, 2014 Introduction-Worldwide Telecommunications Company Globalization is a process of interaction and integration among the people, companies, and governments of different nations. It is driven by international trade and investment and aided by information technology (The Levin Institute, 2014). Indeed, globalization has made our world smaller. As the markets for products, services, labor, and capital increasingly integrate worldwide, we are witnessing the increasing economic, cultural, demographic, political, and environmental interdependence of different locations around the world (Elfrink, 2014). In his book The World Is Flat, Thomas Friedman perfectly captured the essence of today’s new era of globalization. By flat, Friedman meant that the world is connected. The lowering of trade and political barriers, and the exponential technical advances of the digital revolution have made it possible to do business or almost anything else, instantaneously with billions of other people across the planet (Friedman 2005). However, with a more global business environment comes a host of new challenges including managing a multicultural workforce comprised of people with widely differing backgrounds. In a multicultural environment, where the meanings of various behaviors and practices are as diverse as the people demonstrating them, incorrect assumptions could easily lead to miscommunication (Lankard, 1994). The...
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...Guidelines on Multicultural Education, Training, Research, Practice, and Organizational Change for Psychologists American Psychological Association Approved as APA Policy by the APA Council of Representatives, August, 2002 Copyright, American Psychological Association, 2002 Author Note: This document was approved as policy of the American Psychological Association (APA) by the APA Council of Representatives in August, 2002. This document was drafted by a joint Task Force of APA Divisions 17 (Counseling Psychology) and 45 (The Society for the Psychological Study of Ethnic Minority Issues). These guidelines have been in the process of development for 22 years, so many individuals and groups require acknowledgement. The Divisions 17/45 writing team for the present document included Nadya Fouad, PhD, Co-Chair, Patricia Arredondo, EdD, Co-Chair, Michael D’Andrea, EdD and Allen Ivey, EdD. These guidelines build on work related to multicultural counseling competencies by Division 17 (Sue et al., 1982) and the Association of Multicultural Counseling and Development (Arredondo et al., 1996; Sue, Arredondo, & McDavis, 1992). The Task Force acknowledges Allen Ivey, EdD, Thomas Parham, PhD, and Derald Wing Sue, PhD for their leadership related to the work on competencies. The Divisions 17/45 writing team for these guidelines was assisted in reviewing the relevant literature by Rod Goodyear, PhD, Jeffrey S. Mio, PhD, Ruperto (Toti) Perez, PhD, William Parham, PhD, and Derald Wing Sue...
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...How a Multicultural Workforce Might Affect Teamwork and Communications in Large Companies Bethany Ward, Nicole Ortiz, Brandi Cook Learning Team B University of Phoenix COMM/215 Linda Lawliss February 5, 2007 Large companies find a multicultural workforce essential because they have to do business effectively with many diverse cultures in order to be successful. Unique skills and/or lower costs become more accessible to companies when they broaden their work forces. However, in working with different cultures and backgrounds, many companies face difficulties and challenges they must overcome. Managing a diverse workforce is an important task for today’s corporations. The idea of a diverse workforce is not a new concept. “According to The History Channel, in the 1850’s, Chinese and Irish laborers were brought over to lay the tracks for the transcontinental railroad, which raised anger of those who had arrived a hundred years earlier”. (Cartby, 2006). No matter how angry people may get over diversity and new workers coming to America in search of a better life, it’s not going to go away. Ethnic backgrounds are just one dynamic of a diverse workforce. According to the Workforce 2000 study funded by the U.S. Department of Labor: “Immigrants, women and people of color accounted for 85 percent of the net growth in the labor force throughout the 1990’s”. (Cartby, 2006). This study proves the workforce of the future is going to become even more diverse...
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...The current issue and full text archive of this journal is available at www.emeraldinsight.com/1755-4217.htm Managing bilingual employees: communication strategies for hospitality managers Mary Dawson, Juan M. Madera and Jack A. Neal C.N. Hilton College, University of Houston, Houston, Texas, USA Abstract Purpose – One out of four foodservice employees speaks a foreign language at home. Furthermore, 37 percent of those employees speak limited English. Given this, hospitality managers must find ways to effectively communicate with their employees. This paper seeks to address these issues. Design/methodology/approach – The methodology employed a perspective-taking manipulation. Participants were placed in the role of an individual that does not speak the native language that is used in the workplace. Groups were measured on performance, quality, and accuracy. Groups were video-taped to measure frequency of non-verbal behaviors. Participants were surveyed to measure their levels of positivity. Findings – The results of this study identified effective non-verbal communication strategies for managers (combination of gestures, demonstrating, and pointing). When the leader used these strategies, the groups were able to complete the recipes faster. Managers who spoke another language expressed a more positive behavior towards the group. The group also expressed more positive behaviors towards each other when they had a second language leader. Research limitations/implications – A...
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...Multicultural Workforce In the past American business experienced few examples of multicultural workforce. Due to globalization large companies and small businesses are experiencing a growing multicultural workforce. These cultural changes are contributing to business success and at the same time affecting teamwork and communication. A multicultural workforce is one in which a company’s workers come from various ethnic, racial, religious, and gender backgrounds. In the past business leaders in the United States had limited experience working with a multicultural workforce and little was written or taught on the subject. However, today’s business owners, managers and corporate executives recognize that culturally diverse workforces contribute to success. A diverse multicultural workforce boosts a company’s success by bringing new ideas and ways to enhance decision making, creativity and innovation, marketing to foreign and ethnic minority communities, and distribution of economic opportunity. Researchers believe that most cultural challenges arise from three basic cultural preferences; how individuals approach work, how individuals share information, and how individuals view time. The researchers believe these three preferences have an enormous impact on teamwork effectiveness. However, cultural differences can be a factor contributing to increased costs when higher turnover rates, increased interpersonal conflict and communication breakdowns occur...
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...Opportunities Galactic Therapies Incorporated (GTI) has been expanding on a global level and therefore has developed a very diverse, multicultural workforce. The new dynamics of this globally diverse workforce has helped to expand their ability to innovate and expand their operations, but this growth has not come without difficulties. With the new diverse workforce GTI has encountered issues related to communication and teamwork between the workers from different corners of the globe. The board of directors has asked Team Alpha Consulting to research the problems, evaluate how other companies are handling similar issues, and provide a report that will help to integrate this diverse workforce with GTI’s ever-expanding global force. Managing a multicultural workforce requires a clear understanding of the different cultures involved and how the cultural differences require different management styles. During our research we have found two primary ways to expand a company’s workforce globally. The first option is to hire an outsourcing company that will provide its own workers and will manage most of the relationships with the hiring company via liaisons. Outsourcing companies prefer to minimize direct contact of their employees aside from their own management staff. In this scenario it is prudent for the hiring company to employ managers who have a working background with the different cultures the company is attempting to outsource with. If multiple outsourcing companies are involved...
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...experiences of employees from non – English speaking backgrounds differ from other workers? How can, and should, should actor respond to this? How are these differences manifested, and responded to, in your own workplace? The workplace experiences of employees from Non–English Speaking Backgrounds (NESB) differ from other workers for a number of reasons. Employment opportunity is a primary reason why individuals emigrate to other countries (de Castro et al. 2006). While employment in a host country has benefits, immigrants often face considerable challenges as they learn and adjust to the norms and values of the host culture. In particular, immigrant workers may face the ‘‘double jeopardy’’ of dealing with stressors related to both working in a new country as well as to living in a new society (de Castro, Gilbert & Takeuchi 2008). Like other European countries, Australia is also a very attractive destination for migrant workers. Migrants have been part of Australian society and the Australian workforce since colonisation began in 1788. However the migrant population at the time was of a predominantly European background. It was from the mid-nineteen century when Chinese, Pacific Islander, Lebanese, Afghan, Indian and European migrants arrived and settled in Australia. Due to the gradual liberalisation of Australian immigration policies, the ethnic composition of Australian migrants has shifted significantly, bringing in migrants from Southern Europe, Middle East, Asia...
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...Multicultural Collaboration | Main Section | Contributed by Tim BrownleeEdited by Jerry Schultz and Phil Rabinowitz | What is "multicultural collaboration"? Why is multicultural collaboration important? When should you commit to multicultural collaboration? What are some guidelines for multicultural collaboration? How do you build a multicultural collaboration? As our society becomes more culturally diverse, organizations are understanding the need to work with other organizations in order to "turn up the sound," so their voices are heard and their issues will be addressed. This means that individuals and institutions can no longer deny the sometimes uncomfortable realities of cultural diversity. Organizers and activists are realizing that we have to come to grips with our multicultural society, or we won't get anything done. But how do we do that? One Wisconsin labor activist says, "We want to include communities of color, but we just don't know where to begin. We hold open meetings, but no people of color even show up." A neighborhood organization member in South Los Angeles, says, "Last year, we decided to move toward organizing in the Latino community for the simple reason that we have a lot of new immigrants from Central America in the neighborhoods. We wanted to make an authentic multicultural organization, but we learned an important lesson -- it doesn't just happen." Many organizers have begun to come to grips with diversity issues, even though they may not...
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...committee or if the human resource area developed a group to set up a survey. This survey could help understand the current climate and where best to start developing a diversity plan. Timeline: Your Diversity Plan must include a timeline of execution and measurement, in addition to the other components of the plan. You must designate a specific time to implement the plan, how often you will check in to see how each of the metrics it is targeting are doing, even a plan for gathering feedback and making necessary changes. Without a timeline, it is easy to lose track of your Plan and to start heading toward failure. (Ten common components of a diversity plan, n.d.) The same committee must set up a timeline. The time line must consist of trainings, measurable successes, cultural events and more surveys to conclude results. The committee must also make sure that Sherwood management is implementing the timeline and leadership by example. Advisors: Every good Diversity Plan must include the expertise of those who have done it before, or who have first-hand and successful past experience with the issues you are trying to...
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...University of Nevada, Las Vegas December 2008 2 ABSTRACT Managing Cultural Diversity in Hospitality Industry By Yi Gong Gail Sammons, Committee Chair Professor of Hotel Management University of Nevada, Las Vegas Cultural diversity has become a major issue in the hospitality industry of the United States. This paper focuses on analyzing the change faces and current status of the cultural diversity in the hospitality workplaces, discussing the opportunities, benefits and challenges from the culturally diverse workforce, and providing practical recommendations that might help human resource managers to successfully dear with cultural diversity issues. Based on the analysis of cultural diversity, this paper creates a cultural diversity training...
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...century, work place diversity has become reality. With globalization taking place, diversification is the changing labor force in U.S. Increased emigration has mirrored into the workforce. According to Census Bureau data, immigrant workers made up 42 percent of the growth of the labor force in 2012 (Cohen, n.d). Managers now recognize that cultural diversity in the workplace is a challenge that must be addressed to lead an effective team. A culturally diverse workforce has many competitive advantages. Frist, by capturing cultural diversity, the company will gain an added value and competitive advantage over companies that have ignored this challenge (Gwynne, 2009). People despite their cultural upbringing, feel valued. By tapping into the human value of each individual, managers will gain an increased commitment and productivity, strengthen work relationships and retain the best employees. The second, benefit is business growth. Targeted audiences in a global market, come from multicultural backgrounds. Members with different multicultural background will bring ethnic authenticity (Gwynne, 2009). This means language skills, knowledge of business network and cultural sensitivity from their home countries. This is an added asset that the company can use to gain a competitive advantage into targeting a new audience. A third advantage to a multicultural team is the potential to gain new a consumer base at home. A perfect example of this is Avon Company. Once an unprofitable...
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...EFFECTIVE MANAGEMENT OF MULTICULTURAL TEAM Abstract Multicultural teams have become more common in recent years, and contemporary international management literature has identified that the management of multicultural teams is an important aspect of human resource management. This paper has focused on the positive effects of using multicultural teams. Using data from 20 interviews in Mwanza Tanzania, the results show that management within multicultural team environments can be effective when project managers demonstrate an awareness of cultural variation. Participants further highlighted that, one of the critical components of building multicultural teams is the creation and development of effective cross cultural collectivism, trust, communication and empathy in leadership NAME: SARAH CHRISTOPHER KITELEJA 11/23/2012 EMPOWER STUDENT 2012 COUNTRY: MWANZA- TANZANIA A. Table of Contents 1. INTRODUCTION3 1.2 Objective of diploma paper3 1.3 Significant of the study3 2. BACKGROUND OF THE PROBLEM3-4 3. MANAGEMENT OF MULTICUTURAL TEAM…………………………………………………………………………………...4 3.1 Type of multicultural team & its diversity 4 3.2 Condition for higher performance4-5 3.3 management of Multicultural team……………………………………………………………………………..6-7 3.4 management of Multicultural team…………………………………………………………………………..7-9 4. THE USE OF DMIS IN MANAGEMENT OF MULTICUTURAL TEAM…………………………………………..10-12 5. CHALLENGES IN MANAGING MULTICULTURAL TEAM……………………………………………………………13-14 6. RECOMME...
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...Businesses face internal and external factors on a daily basis. They also face various aspects of internal and external factors to become successful. Internal and external forces as well as trends continually create a foundation for a business. The actions taken on these forces dictate the success or failure of an organization. A SWOTT analysis of an organization assists the organization in defining the potential and risks for a business. Acknowledging and acting on the potential or risks will also decide the future of an organization. H & R Block, Inc. faces several internal and external forces and trends that affect its business. The intent of this paper is to develop a synopsis of the forces, which affect H&R Block, how the company adapts to change, the supply chain of the company, and any issues or opportunities. Legal and regulatory practices are external forces, which are both a strength and weakness for H&R Block. The Internal Revenue Services (IRS) develops regulator factors that tax preparers must comply with. Recent developments include the elimination of the debt indicator information, which provides tax preparation firms and financial institution with advance notice if a taxpayer has any leans against his or her tax refund. The elimination of this tool will create a downfall for both the lenders and individuals. The elimination of this tool will hinder the lenders, as they will not be able to determine the client’s worthiness, resulting in lower approval rates, and...
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...1. INTRODUCTION Multicultural teams have become very common in recent years. With cross border mobility becoming much easier the number of people moving from one country to another has grown significantly. This has also led to more people from different cultural and ethnic backgrounds intermarrying. Their children could be born and grow up in different countries and have hybrid cultural identities. Globalization and the advances in communication and transportation technology have reduced trade barriers and increased interaction among people. Multicultural teams have become more common in our organizations, and contemporary international management literature has identified that the management of multicultural teams is an important aspect of human resource management. Recent studies have focussed on the positive effects of using multicultural teams, for example, Earleyand Mosakowski (2000) stated that multicultural teams are used because they are perceived to out-perform monoculture teams, especially when performance requires multiple skills and judgement. However, there has been little research into construction-specific multicultural teams, and many construction organisations, although expanding into global operations do not fully appreciate the implications and are often unable to respond to cultural factors affecting their project teams. 1.1 Objective of the diploma paper • To explain challenges faced by Multicultural team and how to manage them • To give recommendations on...
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