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Conceptual Framework

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Theoretical or Conceptual Framework
Cultural Diversity within the 21st Century Workplace and Its Effect on Globalization

Conceptual Framework This qualitative phenomenological study was based on the aspects of the conceptual framework which incorporates two areas of knowledge, inclusive of (a) cultural diversity, which details the relationship between ethnic background, racism, sexism, and class oppression (Finch-Lee & Mabey, 2010) and (b) the glass ceiling theory, which applies to the affect on various cultural backgrounds and the advancement of future globalization (Kefela, 2010). This framework will provide an empirical structure that will serve as an analysis for the understanding of perceived cultural dimension as seen by a diverse knowledge-based workplace within the 21st century. The purpose of this study was to investigate the relationship between ethnic or racial diversity as it relates to the 21st century organizational workplace and the outcome on future globalization. Opportunities to advance within the 21st century workplace for qualified employees of various cultural background has presented to being more difficult and often those who progress are less experienced and are the majority counterparts within the organization (Kefela 2010). Traditionally, managerial practices and problems have been articulated and documented from the White man’s perspective (Billing, 2011). Perceived cultural dimension consists on how employee view the current organizational culture as well as how they perceive the culture that should be in the future (Finch-Lee & Mabey, 2010). The concepts of perceived cultural dimensions with the concentration on class oppression and sexism, while ignoring racism serves to perpetuate discrimination against many groups within the workplace (Berry & Franks, 2010). Researchers have conducted studies on cultural diversity within the workplace and have examined the effects of gender and race on career advancements and have found that many who are not the majority within a given workplace had the perception of inclusion and exclusion as a continuum to the degree in which individuals feel that they are negatively classified of a critical organizational process that prohibited their ability to participate in, advance in, and influence the decision making process (Kefela, 2010). Kefela (2010) concluded that a negative status within an organization affects social networks, which ultimately influences upward mobility. Utilizing the aspect of cultural diversity to conduct the research provided the framework for an analysis that is beneficial and comprehensive for studying diversity of race or class. Despite the increase of diverse ethnic backgrounds within upper management positions, the number of minorities remains limited (Billing, 2011). The issue of minority representation within the top corporate pyramid has gained significant attention, as coined by the term glass ceiling (Bendl & Schmidt, 2010). Glass ceiling is referred to as the barriers that are encountered by both ethnic minorities and women that are on the path to executive leadership (Bendl & Schmidt, 2010). This subtle and prevailing hindrance of qualified ethnic minorities and women from advancing to upper level positions, are roadblocks that have yet to become unrestricted (Berry & Franks, 2010). By approaching this research from the perspective of the glass ceiling will offer a holistic review of this phenomenon of discrimination and inequality as it relates to the cultural diversity and perspectives in the corporate culture, which ultimately serves to drive the hiring, promotion, retention, and training practices of the 21st century organization and the future on globalization.

References
Bendl, R., & Schmidt, A. (2010). From ‘glass ceilings’ to ‘firewalls’ – different metaphors for describing discrimination. Gender, Work & Organization, 17(5), 612-634. doi:10.111/j.1468-0432.2010.00520x
Berry, P., & Franks, T. J. (2010). Women in the corporate world of business: Looking at the glass ceiling. Contemporary Issues in Education Research, 3(2), 1-9. doi:10.1080/15528030.2011.588087
Billing, Y. (2011). Are minorities in management victims of the phantom of the majority norm? Gender, Work & Organization, 18(3), 298-317. doi:10.1111/j.1468-032.2010.00546
Finch-Lees, T., & Mabey, C. (2010). Management and leadership development. Academy of Management Learning & Education, 9(3), 145-152. doi:10.1177/135050761004100506003
Kefela, G. (2010). Understanding organizational culture and leadership: Enhance efficiency and productivity. PM World Today, 12(5), 1-14. doi:10.5897/AJBM10.1158

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