Analysis of Three Non-Western Cultures on Diversity Leadership

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Globalization, and the need for an improved economic integration, has led to increased cultural diversity of organisations’ fundamental values and also among individual employees of an organization. Globalization can be defined as a process by which national and regional economies, cultures and societies become integrated through a world network of trade, communications, transportation and immigration (Beck, 2000). For organisations to succeed in the increasingly competitive global stage there must be diversity leadership; a change is necessary from the traditional leadership values and norms. This is because to manage diversity is more than just acknowledging the difference in people. The concept of diversity therefore
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Power delegation as a result is top to bottom. There is also high level of involvement of managers in the personal lives of their subordinates. The implications of this, is that family interest and continuity of the business became important as compared to western style where it was least important, also promotions at workplace is based on loyalty and years of experience where in western management, it is based on what an individual will offer and deliver positively to the organisation. Indian cultural values promote relationships in workplace, as such relationships are valued in the Indian management style setting, and this makes rules, procedures and guidelines to be bent as when required whereas western management style and cultures do not allow this type of unique flexibility. This type of management style will struggle in the face of competition because employees are not rewarded based on their performance and what they can offer to the organization as performance appraisal was seen as something not meaningful rather they are rewarded based on loyalty to the employers.
The most distinctive cultural factors to influence the traditional Indian management style were fatalism, submissiveness, clan orientation and power consciousness(Nigam and Zhang, 2011). In India,
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