Business Expansion in Indonesia

In recent years, diversity and inclusion have emerged as an essential business practice. Why are diversity and inclusion so critical to organizations nowadays? Do they really help organizations achieve better results? Why is it a unique issue in the 21st century workplace? To answer these questions, organizations should look into factors such as globalization. Globalization increases interactions around the world and diversifies the profile of the workforce, which also contributes to the changing composition of the current workforce. While globalization offers extensive opportunities for organizations, it also imposes many challenges that require new responses. Organizations are not only looking for ways to effectively manage a diverse workforce but also to leverage it to achieve better outcomes.

Those that go into the business world quickly recognize that each work environment they find themselves in can be total different from another. This can especially be said even of environments within the United States, from region to region. There is definitely a disparity of workplace environments from country to country. Not only can culture drive a varied atmosphere, but the diversity of the personnel making up that environment can equally create a challenge that a leader must be prepared to manage. Recognizing that special care needs to be placed on communication and perception skills is crucial in our present professional domain. Managers of today need to employee tools from the psychological and sociological field to be successful. Having a deep understanding in the differences in culture and diversity in the workplace is critical, especially when debating about accepting a position overseas or assigning an employee to an embedded position abroad. With a broad knowledge of cultural differences and diversity, success as a manager and the stability of a positive work environment can be achieved and maintained without unnecessary effort and focus.

Diversity acknowledge that people are differ in many ways, such as age, gender, social status, disability, sexual orientation, religion, ethnicity and culture (Kossek, Lobel & Brown, 2005). Nowadays, diversity has increasingly become the most valuable aspect of HRM areas. Develop countries such as Australia and New Zealand hold multicultural workforce as one of the most important dimension of diversity, where there are a large number of international migrants with different cultural backgrounds (Shen, Chanda, D’Netto & Monga, 2009). Studies from McLeod, Lobel and Cox (1996) and Wilson & Iles (1999) point out that a diverse workforce has a better-quality solution to brainstorming task, display more cooperative behaviour, and can raise organizational efficiency, effectiveness and profitability. Hence, utilization of diversity allows organization to increase the organization cooperative behaviour and competitive advantage (Cassell 1996). However, in groups where people from different cultural and ethnic background are working together, differences may occur in management styles, attitude towards hierarchy, approaches to group work, and ways of expressing

Globalization has transformed society and has had its impact on diversity from the president of the free world, Barack Obama, changing the look of leadership from a middle aged white male to anyone can be president of the United States. Since the world has become intergrated, every business must embrace diversity in the workforce because it represents their customers and suppliers. “A diverse body of

Organizations, the world over, are embracing innovation in order to stay competitive by putting into action organizational management that includes, among others, culture, workforce diversity, and diversity management (Marsella, 2009). Although not much has been written about the interconnection of managing diversity (cultural, and workforce included) and organizational competitiveness (Cox & Blake, 1991), the contemporary way of conducting business calls for a large globally diverse workforce from various cultures, backdrops, beliefs, and ethnicities (Mazur, 2010). However, there are challenges associated with organizational management pertaining to culture, diversity workforce, and diversity management that conflict, or are at odd with national employment laws, as well as international labor law. This article deliberates over legal considerations while taking pertinent organizational managerial practices on culture, workforce diversity, and diversity management.

Today’s management in the workforce is composed of all types of people verses thirty years ago when white males held a majority of upper-management positions in companies. These positions are now held by a mixture of ethnic back grounds and women who hold just as many if not more management positions then men. Just by looking at the changes in management demographics shows how important it is for people to understand cultural competency in the workplace. Dr. Roosevelt Thomas Jr. (1999) stated, “Diversity is the collective mixture of whomever we have in our workforce characterized by their differences and similarities” (p.11). Managers and supervisors must understand the characteristics of a diversity mature individual; they also need to be

Broad definitions seek insertion, but do not allow for identification of the differences between functional and social diversity. These differences make the organization confused and leave it in unclear state, as a result most diversity management program adopted fails due to lack of reliability in the definition of diversity. The impacts of diversity in the workplace can be both positive or negative. Some negative effects include dysfunctional conflicts, lost productivity, and difficulty to achieve synergy in group settings. Positive effects include a strong knowledge and skills base created by a variety of cultural experiences, an in-house resource of cultural trainers and informers, and greater readiness to expand the business international and globally. For the most part, the effects of cultural diversity in the workplace depend on how well they are being managed by the organizational leaders. With the right strategic planning and commitment, top management can enhance the positive effects and reduce the unfavorable effects of cultural diversity in the workplace. After analyzing many research work and business report on this topic, we found out that diversity have no absolute effect and can only be judged by the way it’s implemented. It need joint and integrated effort starting from the top management to the non-managerial levels, supervisors should lead employees the right way, coordinate and stay available to any conflict or diversity problem. After doing all your best you can eventually judge the diversity plan and evaluate how successful was it, because no generalization can be

The journal presented this week discusses the newly diversified workplace. Global companies are no longer the only entities with multicultural workforces. Encouraging diversity within teams or departments requires experienced leaders who can harmonize the cultures present.

The topics that may be relevant to cultural or workplace diversity in Global Issues in Context refer to the infinite differences in cultural diversity that give us some peek into the different working of other people and may inform us of how to better understand them in order to better our working and social relationship with them. An understanding, too, of global health conditions is also relevant to cultural issues as is different cultural practices in economic related matters, the different forms of government, and the different way that people across the globe live, conduct their lives, and interact in a social manner.

In today’s society, with various changes occurring in demographics because of globaliza- tion it is important to focus on a more diverse workplace. Managing a more diverse workplace may cause challenges. However it will benefit the company

In today’s society there are many culturally diverse people in the workforce. Most organizations can no longer make the assumption that every employee has similar beliefs or expectations. When entering into the global marketplace, people are considered one of the most valuable resources to an organization’s success. A well-managed culturally diverse workforce has the potential to thrive if managed correctly; or if mismanaged, there can be devastating negative attributes. With great expectations, culturally diverse employees can foster positive outcomes in the workplace. A company’s acknowledgement to embrace diversity and change, and implement the value of management techniques are

The integration of numerous nations worldwide has drastically impacted the global community and the countless businesses within it. Consequently, the recent shift towards globalization has led to a more diverse society. Diversity is a core element for successful businesses as it enables individuals, with different views and backgrounds, to work towards a common goal. Businesses who lack a diverse workforce are bound to face difficulty in a society where global corporations thrive off the creative minds of their diversified knowledge workers. There are four significant justifications as to why businesses should hire individuals who vary in race, ethnicity, gender, age, religion, physical abilities and socio-economic status. Firstly, it has

Organizations have been becoming increasingly diverse in terms of gender, race, ethnicity, and nationality. This diversity brings substantial potential benefits such as better decision making, greater creativity and innovation, and more successful marketing to different types of customers. But, increasing cultural differences within a workforce also bring potential costs in higher turnovers, interpersonal conflicts, and communicational breakdowns. The utilities of diversity training and the essential managerial skills required for effectively managing diversity will also be discussed.

In response to the growing diversity in the workforce around the world, many companies have instituted specific policies and programs to enhance recruitment, inclusion, promotion, and retention of employees who are different from the privileged echelons of society. The privileged groups may vary from one country to the next. The workforce of the world is a dynamic environment, and in order for this dynamism to be put to use for the benefit of organizations, they must develop an effective strategy for managing diversity. Global Diversity Management refers to the voluntary organizational actions that are designed to create greater inclusion of employees from various backgrounds into the formal and informal organizational

Many opportunities are associated with a culturally diverse workplace and global expansion may have potential to provide just such a diverse work group. Cross-culturalism in business can provide leaders and employees with a wonderful opportunity to work with people from different backgrounds and cultures. In addition, “the more opportunities for business leaders to interact with people from different cultures, the more likely they will be to have positive attitudes from different cultures and identify, learn and apply diverse culturally-appropriate business behaviors” (Caligiuri & Tarique, 2012, p. 614). Culturally diverse environments offer a multitude of benefits including “the variety of perspectives, skills and personal attributes” (Matveeve & Nelson, 2004, p. 254). Moreover, multicultural teams have potential to “generate more ideas of higher quality in brainstorming tasks” (Matveeve &