Cultural Differences Of The Workforce

competence is an imperative aspect that practicing social workers need to employ when providing treatment to clients. Daniel’s treatment provider has to maintain cultural sensitivity when assisting him with obtaining a higher quality of life. Daniel’s ethnicity, age, sex, class, and veteran status require that the treatment provider have knowledge regarding Daniel’s diverse cultural background. Treatment providers that are working with specific populations such as the military must acquire knowledge surrounding the experiences of military personnel, families and children (Cederbaum et al., 2014).

When becoming a social work major, culture and diversity were themes expressed in each and every class. A good social worker must have the ability to be diverse. Therefore, cultural competence became a central theme. With that being stated, it is important to define exactly what cultural competence is. The National Education Association (NEA) defines cultural competence as having an awareness of one’s own cultural identity and views about difference, and the ability to learn and build on the varying cultural and community norms of students and their families. Cultural competence is a characteristic that is in great demand in social services and child welfare practices. More and more classrooms, doctor offices, etc. are becoming diverse.

Every country differs in culture which has been there for centuries. The international market is growing rapidly, with more and more multinational organisations entering new markets each day. In this assignment I will evaluate how the difference in cultures affects the performance of international businesses.

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

This first data set is from the Department of Labor Statistics. It provides data on ethnic and gender representation in the workforce by occupational category. It is in this data that the first conclusions can be drawn from analysis. The first conclusion that's because it's blatantly obvious an analysis is that white males dominate the professional Workforce comma especially in the case of professions that are above average salaries. Secondly, is that in several cases as is the case with women in Social Services, education, and health care, Hispanic workers in maintenance and grounds operations, and Asians in computer and mathematical occupations, are dominated by minority groups stereotypically associated with those professions.

Making business abroad can be risky, but it can also be profitable for a company as well; thus the necessity to study in deep the country where the company will bring the business to. International companies are faced with many cultural challenges, when doing business across and inside of different borders. Identifying the significant cultural issues involved when evaluating the attractiveness of a particular location as a place for doing business can be crucial for a business. Aspects to consider when studying culture in a new place

Cultural differences between countries have strong effects on individual personality and behavior, as well as on organizational culture (Hofstede 2001). These differences can be a significant barrier for an international business leader. Failure to understand and adapt to these differences may

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

Mismanaging cultural differences can render otherwise successful managers and organisations ineffective when working across cultures. As stated byOsland (1990, p. 4) ``The single greatest barrier to business success is the one erected by culture''. Hofstede (1983) defines culture as "the mental programming of the mind which distinguishes the members of one human group from another" (Hofstede 1983 p. 25). Through the comparison of Chinese culture and Australian culture using Hofstedes five cross-cultural dimensions: power distance, uncertainty avoidance, masculinity, individualism, and long-term orientation an insightful view into the differences and similarities of the cultures can be obtained (Chong & Park 2003). Human Resource Management

Power distance is defined as ‘the extent to which the less powerful members of organizations and institutions accept and expect that power is distributed unequally’ (Hofstede 1991, p.28). Global brands, luxury items and expensive

2. When a company grows in size and makes the decision to expand internationally, it is vital for its image among current and future customers to complete projects effectively and on time. Furthermore, it is also likely that such an expansion would entail the representation of more than one culture among the workforce. Indeed, while many employees will be relocated from the home country, a further proportion will be hired from the host country. To facilitate the relations and

When a business decides to venture internationally into different countries with its products, services, and operations, it is very important that the company gains an understanding of how the culture of the different societies affects the values found in those societies. Geert Hofstede conducted one of the most famous and most used studies on how culture relates to values. Hofstede study enabled him to compare dimensions of culture across 40 countries. He originally isolated four dimensions of what he claimed summarized different cultures — power distance, uncertainty avoidance, individualism versus collectivism, and masculinity versus femininity (Hill, 2013, p.110). To cover aspects of values not discussed in the original paradigm Hofstede has since added two more dimensions — Confucianism or long-term orientation and indulgence versus self-restraint (Hofstede, n.d.). Because of the way Hofstede’s cultural dimensions are given an index score from 0-100, it is easy for a company to get a general comparison between the cultures they are expanding into and the culture they are already in.

INTERNATIONAL MANAGEMENT: CULTURE, STRATEGY, AND BEHAVIOR, EIGHTH EDITION Published by McGraw-Hill, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY 10020. Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved. Previous editions © 2009, 2006, and 2003. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited

Hofstede (1980, 2001) referred power distance as the extent to which the individuals, societies and nations accept the inequalities and power hierarchy as legitimate in institutions and organisations. Power distance can be considered as greatest challenge for multinational corporations because it can give significant impact to the employees and also the organisational performance.

Cultural Distance is presumably measured by “the extent to which different cultures are similar or different” (Shenkar, 2001). This construct is now widely used and applied to most business organisation disciplines, such as, management, finance, marketing, and accounting. However, to better explain the impact on global marketing operations, this essay will focus on the marketing segment of the discipline. The study of cultural distance has been used to innovate and transform organisations into foreign expansions and technology transfer (Gomez-Mejia & Palich, 1997). Besides, looking at culture by itself, it is a complicated term to understand. It is seen as a woolly concept , almost impossible to observe and ‘measure’ (Tayeb, 2000c); by then adding the measurement of “distance” between different cultures presents a greater challenge due to the fact that cultural behaviour is not the same across the world. A close attempt at measuring culture would be to break it down to components or dimensions.