Cross Cultural Management For Success And Sustainability

Workplace Diversity and Its Impact

Discuss about the Cross Cultural Management for Success and Sustainability.

Workplace diversity is an important aspect that influences the success and sustainability of an organization. As we know, the multinational organizations support the norm of cultural and religious diversity (Barak 2013). Such organizations witness a conglomeration of races and commingling of diverse culture. Therefore, people associated with such organizations earn more accolades. It helps to accentuate the morale and motivation of the employees. The workplace diversity gives the employees a scope to enhance their potentialities and capabilities. The multinational organizations maintain a multi-cultural façade that helps the organization to maximize their profit. The multinational organizations such as TCS, Infosys, Wipro and many more reveal workplace diversity. Such organizations permeate the whole landscape of the universe. The employees associated with such organizations hail from different segments of the society and the community (Nica 2013).

Cultural diversity entails the divergence, as far as the composition of members of an organization is concerned. The experts believe that the composition of members includes varied factors such as race, gender, ethnicity and religion or age.  At the same time, it helps the employees to acknowledge the significance of the organization and the productivity (Glenn et al. 2016). The employees comprehend the importance of the situation and understand each other in terms of inception and cultural differences. The employees associated with the multinational organizations meld and assimilate the cultural attributes.

The experts make an attempt to define the scope and extent of Cultural diversity. As we know, a typical organization comprises a wide array of people that involves cultural and personal differences. A small and personalized business instills the norm of cultural and religious diversity among its employees. Such organizations aim to spawn symbiotic respect for the different cultures. At the same time, such organizations allow the employees to accomplish their goals. Acknowledgement of diverse cultures is important, inasmuch it profoundly influences the organizational behaviour. Therefore, it leaves a deep impression on the performance and the vision of the organization. The business of varied sizes depicts the cultural agglomeration of the organization. In order to accomplish the company goals, the employees should understand the work cultural diversity of a certain organization, be it international or domestic (Alvesson 2012).

The experts claim that the ‘transformative behaviour’ influences the work culture and environment of the organization. The character of dialogues and diversity extent in an organization deeply impact the paradigm of behaviour. The business should form an exquisite culture that would improve the cultural mélange and augment the performance of every individual. The essential qualities of cultural diversity necessitate the risk and problems of organization (Afzal et al. 2013) The businesses of varied dimensions receive commendable exposure from various segments of the population, owing to the facet of multiculturalism. 

Scope and Extent of Cultural Diversity

The scholars claim that the heterogeneity of culture is encapsulated in the comprehension of various people in the organization. The important feedback, teamwork and other group activities buttress the factor of the organization. The interpersonal communication forms an integral part of the organization. It is said that the individuals would converse and understand the essence of the culture. Therefore, an attempt is made to accommodate the cultural and organizational character in an organization. The experts make an attempt to define the scope and extent of Cultural diversity. As we know, a typical organization comprises a wide array of people that involves cultural and personal differences. A small and personalized business instills the norm of cultural and religious diversity among its employees. Such organizations aim to spawn symbiotic respect for the different cultures. At the same time, such organizations allow the employees to accomplish their goals (Prato 2016).

The scholars opine that the environment is hailed as an important source of influence on the making of the behaviour of an individual. In the recent time, the researchers have endeavoured to explain and demonstrate the influence of the culture of an organization. It evaluates the impact of the culture of an organization on the behavioural strategy of employees. The experts opine that the culture functions as a unified influence on people of diverse background. The scholars like Bodley (2013) reflect on the variegated definition of cultural components that influence the workplace. Globalization is as much a process of hetrogenization as of homogenization, and often it reiterates historically determined pre-existing power relations. This is demonstrated particularly by the marked presence of Japanese brands in the post-colonial geography of East Asia. Japanese brands like Sony, Hitachi or Toyota profoundly influence the Tech market and bear a global stamp. Likewise, Parisian cosmetics like L’Oreal or German brands like Adidas capture the global market. In the current age of globalization the effect of imperialism is nuanced by the exercise of hegemony by indirect apparatus of control. Here, we see, an array of World brands and companies deserves special mention. 

In the age of globalization, the aspects of multiculturalism and cultural inclusiveness are the main indicators of the workplace diversity.Both development and globalization can be construed as different faces of the same dynamics, arising out of a project of world domination and long-standing efforts of the United States to exercise hegemony over the whole system. Economic modernization entails the passage from the first to the second paradigm, from the dominance of agriculture to industry. Modernization is tantamount to industrialization. While moving from second to the third paradigm, from domination of industry to services and information, from modernization to post-modernization or informatization. With the herald of industrial revolution in England, agriculture was transformed. When agriculture came under the domination of the industry, it yielded to the financial and commercial pressures of industry and agricultural production was industrialized. Therefore, industrialization in Britain set the glimmering stage of modernization and acted as a prelude of capitalist imperialism. Britain was an imperial actor in the developing and under-developed countries of Asia and Africa. In the developing and under-developed countries of Asia and Africa, the domestic handicraft industries remained at the jaws of destruction.

Transformative Behavior and Workplace Culture

In the current age of globalization, the mode of production drifts from industry to services and manipulation of information.  Industry does not disappear from the picture, but there is a dramatic shift in ‘paradigm’ from secondary (industry) to tertiary (services) sector. The process of modernization implies migration of labour from agriculture (primary) to mining and industry (secondary), and the process of post-modernization or informatization indicates a drift in paradigm from industry (secondary) to services (tertiary). This shift in paradigm is reflected in the dominant capitalist countries, i.e. in the transformative economy of the United States of America.

A small and personalized business instills the norm of cultural and religious diversity among its employees. Such organizations aim to spawn symbiotic respect for the different cultures. At the same time, such organizations allow the employees to accomplish their goals. Acknowledgement of diverse cultures is important, inasmuch it profoundly influences the organizational behaviour. Therefore, it leaves a deep impression on the performance and the vision of the organization. The business of varied sizes depicts the cultural agglomeration of the organization. In order to accomplish the company goals, the employees should understand the work cultural diversity of a certain organization, be it international or domestic (Alvesson 2012).

In the current context, the United States plays the most decisive role in fanning the flame of globalization under the sophisticated garb of imperialism. America is heralded as the pioneer in moulding cultural and economic imperialism. There is no overt political confrontation with the American Raj, which has a repressed political undertone. The majority of the population of the Eastern landmass succumbed to the economic and cultural pressure of the first world the country i.e. the United States, but one thing is absent here i.e. ‘chain’. The People of the developing and under-developed countries are not bounded by chains. They are free to assert political independence and can also embark on policies (Samovar et al. 2015) However, ‘Americanization’ deeply impacts the developing and under-developed countries of Asia and Africa. It began to camouflage cultural particulars/ specificities of those countries. As a matter of fact, it precipitates ‘acculturation’ or underscores cultural and economic superiority of America.

The experts make an attempt to define the scope and extent of Cultural diversity. As we know, a typical organization comprises a wide array of people that involves cultural and personal differences. A small and personalized business instills the norm of cultural and religious diversity among its employees (Okoro 2012). Such organizations aim to spawn symbiotic respect for the different cultures. At the same time, such organizations allow the employees to accomplish their goals (Florida 2014). Acknowledgement of diverse cultures is important, inasmuch it profoundly influences the organizational behaviour. Therefore, it leaves a deep impression on the performance and the vision of the organization. The business of varied sizes depicts the cultural agglomeration of the organization. In order to accomplish the company goals, the employees should understand the work cultural diversity of a certain organization, be it international or domestic.

Influence of Culture on Behavior and the Workplace

The experts claim that the ‘transformative behaviour’ influences the work culture and environment of the organization. The character of dialogues and diversity extent in an organization deeply impact the paradigm of behaviour. The business should form an exquisite culture that would improve the cultural mélange and augment the performance of every individual (Hay and Marsh 2016).  The essential qualities of cultural diversity necessitate the risk and problems of organization. The businesses of varied dimensions receive commendable exposure from various segments of the population, owing to the facet of multiculturalism.

Cultural diversity entails the divergence, as far as the composition of members of an organization is concerned. The experts believe that the composition of members includes  varied factors such as race, gender, ethnicity and religion or age. The positive impact of cultural diversity influences the members of the organization to work on relationships (Sorrells 2015). At the same time, it helps the employees to acknowledge the significance of the organization and the productivity. The employees comprehend the importance of the situation and understand each other in terms of inception and cultural differences. The employees associated with the multinational organizations meld and assimilate the cultural attributes (Parrotta et al. 2014).

Summing up, Workplace diversity is an important aspect that influences the success and sustainability of an organization. As we know, the multinational organizations support the norm of cultural and religious diversity. Such organizations witness a conglomeration of races and commingling of diverse culture. Therefore, people associated with such organizations earn more accolades (Rowntree et al. 2013). It helps to accentuate the morale and motivation of the employees. The workplace diversity gives the employees a scope to enhance their potentialities and capabilities. The multinational organizations maintain a multi-cultural façade that helps the organization to maximize their profit (Podsiadlowski et al. 2013). The multinational organizations such as TCS, Infosys, Wipro and many more reveal workplace diversity. Such organizations permeate the whole landscape of the universe. The employees associated with such organizations hail from different segments of the society and the community (Jonsen et al. 2013). Therefore, research says that work cultural diversity guides the trajectory of employment sustainability.

Reference

Barak, M.E.M., 2013. Managing diversity: Toward a globally inclusive workplace. Sage Publications.

Nica, E., 2013. Organizational culture in the public sector. Economics, Management and Financial Markets, 8(2), p.179.

Glenn, E.N., Chang, G. and Forcey, L.R. eds., 2016. Mothering: Ideology, experience, and agency. Routledge.

Alvesson, M., 2012. Understanding organizational culture. Sage.

Afzal, F., Mahmood, K., Samreen, F., Asim, M. and Sajid, M., 2013. Comparison of Workforce Diversity in Public and Private Business Organizations.

Prato, G.B. ed., 2016. Beyond multiculturalism: views from anthropology. Routledge.

Samovar, L.A., Porter, R.E., McDaniel, E.R. and Roy, C.S., 2015. Communication between cultures. Nelson Education.

Okoro, E.A. and Washington, M.C., 2012. Workforce diversity and organizational communication: Analysis of human capital performance and productivity. Journal of Diversity Management (Online), 7(1), p.57.

Florida, R., 2014. The Rise of the Creative Class–Revisited: Revised and Expanded. Basic books.

Sorrells, K., 2015. Intercultural communication: Globalization and social justice. Sage publications.

Hay, C. and Marsh, D. eds., 2016. Demystifying globalization. Springer.

Parrotta, P., Pozzoli, D. and Pytlikova, M., 2014. The nexus between labor diversity and firm’s innovation. Journal of Population Economics, 27(2), pp.303-364.

Rowntree, L., Lewis, M., Price, M. and Wyckoff, W., 2013. Globalization and diversity: geography of a changing world. Pearson Higher Ed.

Podsiadlowski, A., Gröschke, D., Kogler, M., Springer, C. and Van Der Zee, K., 2013. Managing a culturally diverse workforce: Diversity perspectives in organizations. International Journal of Intercultural Relations, 37(2), pp.159-175.

Jonsen, K., Tatli, A., Özbilgin, M.F. and Bell, M.P., 2013. The tragedy of the uncommons: Reframing workforce diversity. Human Relations, 66(2), pp.271-294.