Overseeing Cultural Diversity At The Workplace

The continuous growth in global business interactions and partnerships constitute the necessity for business partners to understand the cultural differences in society. This growth has led to increased competition and customer expectations which drives the need for innovation from a variety of human resources (Saray, Patache, Ceran (2017). The importance of understanding the international business culture and how to properly communicate is extremely crucial to form a strong relationship. The driving force behind human behavior is culture (Moran, Abramson, and Moran, 2014, pp.11). Behaviors, attitudes, productivity, and morals are all driven by culture (Moran, Abramson, and Moran, 2014, pp.11). The ability to recognize the cultural differences, emphasize employees’ roles, drive empowerment and make the necessary accommodations is a key measure to achieving strategic goals (Saray, Patace, Ceran (2017).

In companies or corporations the global landscape now reflects diversity in the employees found in the workplace. Employees come from different backgrounds, geographic or global areas, ethnic and cultural origins, and have unique skills and talents. Individuals must work together and merge skills and manage diversity effectively in the workplace. Our thoughts, actions, and very beliefs are shaped by our culture. These things are ingrained and remain unshakeable until, faced with someone who is of another faith or belief system with a different way of doing things than individuals are familiar with.

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.

As a business manager in human relations you must understand the differences in cultures. The labor force in today’s society in the United States workforce is getting more racially and ethnically diverse, as the number of women are also increasing. Companies use human resources management to gain a competitive advantage. Companies can no longer take the traditional approach of depending on white males to form the core of the workforce. In today’s society managers must look broadly to use talent wherever it could be found. Managing diversity is a huge issue in today’s society because each culture has a different way to be handled. If managers can be effective at managing diversity in different cultures, they will have an easier time

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

If an organization is serious about leading and managing a diverse workplace, they must prepare a plan of managing cultural diversity not only for the current status of the diversity in their organization but also for the very starting point of accommodating new employees with different cultural backgrounds. It is all about the preparation for recruiting different cultural backgrounds.

Welcome to this year’s national convention! I would like to thank all of you for coming tonight, but I would especially like to thank Professor Akers for organizing and planning this event. Tonight, we will be discussing communication and behavior issues in leading a diverse work culture. Did you know that non-white workers now make up nearly one-third of the labor force (Burns, 2012)? Statistics too boring to keep your attention? How about this: “Racially diverse teams outperform their non-diverse counterparts by 35 percent (Woolf, 2017). Do I have your attention know? As you can see, diversity in the workplace doesn’t have to be a requirement just to meet government regulations and ethical expectations. There are tremendous implications for your business. Unfortunately, there are several issues possible plaguing and inhibiting your business in regard to diversity. We will discuss the most predominate issue, communication and communication behaviors.

Individuals come from a variety of places in the world to join the workforce in America; consequently, it is now vital for employers to acquire the necessary skills to manage multicultural interactions and issues among employees (Chrobot-Mason, 2012). Being culturally competent is also necessary when providing clients with services; cultural diversity is one of the guiding workforce principles (Benavides, 2007).

Intent vs. Perception. Antoinette Mayer worked for DigiSys, a multimillion dollar technology company where many of the company’s senior managers were retired military officers. Jay Strong, her boss, became very friendly in an awkward way with Mayer one day where his conversation moved from business topics to more personal conversation. As time progressed, he got “warmer” towards Mayer; seemed to encounter her more in the company cafeteria and requested more of her time under the pretense of gathering updates. After many encounters like this, she decided to do something about it so she went to the Human Resources vice president for assistance. He told her that he didn’t think she had much of a case. The company was full of military

The topic that I’m choosing is Chapter 17, “Managing a Diverse Workforce.” Although there is an improvement in the diversity in the workforce, there is still room for change. Businesses have made many changes to help enforce the laws that were passed regarding diversity in the workforce. Women have been integrated into the workforce and there also have been many immigrants from other countries that have been given a new start to the workforce in the United States. Laws of equal opportunity have been made to help increase the workforce diversity. The goal for full equality of women and persons of color in the workplace has not been fully met; however, the United States’ workforce has made a lot of progress.

This paper will include a statement policy that will summarize diversity as a ethical imperative. There will be a secular and biblical policy that explains diversity as a ethical imperative. Diversity is important in an organization and in order to sustain a ethical culture, it is in the company’s best interest to create a diverse workplace. In addition to the statement policy, this paper will consist of what the majority decides is important in reference to diversity in an organization and will mention the benefits of embracing diversity. In order to draw the most important resources and skills of the workforce a organization needs to expand their outlook and use creative strategies to be successful. This paper explains why it is in a organization’s best interest to create a diverse culture in the workplace.

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

Diversity of an organization’s workforce and its efforts of taking affirmative steps to attract, develop, and retain diverse employees has become an essential component to business success. To influence managers to utilize every resource when attempting to enhance the cultural diversity in the work place as a “dynamic atmosphere of collaboration”.

This paper is a report on cross-cultural management, with the issues related to cross-cultural management being discussed in the paper. Additionally, the report has produced the future way of cross-cultural management, including how it can be improved in offices relying much on this strategic approach.

Diversity is an aspect of life that is almost inevitable, especially in the workplace it is growing by the numbers as years are going by. As we go on with our daily lives, people of different cultures that differ from what was once considered the typical American lifestyle more and more surround us. There are countless ways that diversity has impacted our lifestyle, by introducing the old lifestyle of living with different foods, music, and social activities that allow us to have an idea to explore how life in other countries live. Businesses are also noticing the necessity and the importance of diversity. Many have already started investing in diversity and inclusion as part of their overall management