Managing Culturally DiverseEssay title: Managing Culturally DiverseRunning head: Managing Cultural DiversityManaging Culturally DiverseWork Groups within an OrganizationNatasha AviesTroy State UniversityDr. Earl IngramNovember 28, 2004AbstractCultural diversity has become widespread within many organizations today. The work groups in these organizations are increasingly being staffed by culturally diverse employees. The cultural differences exhibited in the groups can enhance or weaken the function of the work group, especially in a predominantly homogenous environment. These multicultural work groups present challenges to the organization and to the managers that must reduce these challenges in order to achieve the desired success of the organization. The biggest obstacle with cultural diversity in the work groups is the managers’ lack of knowledge of how to lead a culturally diverse work group or team. This paper will focus on the disadvantages associated with culturally diverse work groups, and how managers can counteract those disadvantages to make culturally diverse work groups more effective within the organization. This paper will discuss the traps managers should avoid when leading a diverse team; how to develop group synergy among group members; and how to use the diverse groups to attain competitive advantages. This paper will also discuss the advantages the organization can attain once the managers have been educated on leading a diverse work group and the possible training programs available.
Managing Culturally Diverse Work Groups within an OrganizationDiversity is comprised of many characteristics: internally and externally. Internally, diversity includes characteristics such as age, gender, sexual orientation, ethnicity, race, and physical ability. External characteristics define our lives and the things we value. They include religion, geographic location, income, personal and recreational habits, education, appearance, and marital status. All of these characteristics work together to define who we are as people, and the affect we have on others. These culturally diverse individuals are the builders of organizations. Inside these organizations, culturally diverse work groups and teams are formed.
Diversity of People & Teams:
A group of people who have diverse identities needs to support each other in the relationship, and with each other. This needs to be seen as both a “community” work group, and as the community’s official and community representative.
Diversity of People & Teams:
An organization or individual with diversity needs not only to provide and help people with diverse identities. There has to be an objective basis to define what it means to be a non-binary/non-binary person (BPH) at its membership level, and an organization or individual within its mission to address these issues.
Diversity of Work & Organizations:
A diversity of work and organizations is an opportunity to be part of diverse people’s lives, work, and the community. While membership is a natural progression in any organization, a BPH has to be able to relate to others to fully understand the process they put in to being a member or to provide critical support/reward for people who are working with different identities. This needs to be a dynamic activity and one that is a reflection of the community. A diversity of work can include the following:
Work Organizations For Gender & Sexual Orientation Diversity of Work of Gender & Sexual Orientation (GSE) is the collective name a work organization uses to refer to members of its own community. It’s about “doing everything right” for marginalized people through the work of diversity of work. The Work Organizations for Gender & Sexual Orientation (GSE) is a collective name for all groups to be created and managed by the LGBTQI community under its umbrella. The GSE is designed to grow together (the “team”). The GSE aims to help identify and understand people of color, gender non-conforming people, queer or bi. This is often done through the practice of collective work, in the workplace. It is also part of efforts to create inclusive, diverse, and supportive communities throughout the nation and the world. This includes working with LGBTQI organizations that have partnerships with employers or private equity financing. We can also work through group work to develop and maintain relationships with GSE to enhance the lives of LGBTQI and LGBTI people. A group on the GSE team was established by the Women’s History Program in 2014 to educate the public about issues related to community and transgender rights. GSE also has a diversity and inclusion program, The Bisexual Diversity Center, where many members find the idea of openly bisexual people and that bisexuality is part of their daily lives beneficial, as well as encouraging and nurturing a community that is welcoming and inclusive. An organization that participates in GSE does not have to acknowledge the existence and history of homosexuality through “the work,” but rather the inclusion and recognition that homosexuality is a human right. A group based on the idea of building inclusive communities is sometimes called “Trans
Diversity of People & Teams:
A group of people who have diverse identities needs to support each other in the relationship, and with each other. This needs to be seen as both a “community” work group, and as the community’s official and community representative.
Diversity of People & Teams:
An organization or individual with diversity needs not only to provide and help people with diverse identities. There has to be an objective basis to define what it means to be a non-binary/non-binary person (BPH) at its membership level, and an organization or individual within its mission to address these issues.
Diversity of Work & Organizations:
A diversity of work and organizations is an opportunity to be part of diverse people’s lives, work, and the community. While membership is a natural progression in any organization, a BPH has to be able to relate to others to fully understand the process they put in to being a member or to provide critical support/reward for people who are working with different identities. This needs to be a dynamic activity and one that is a reflection of the community. A diversity of work can include the following:
Work Organizations For Gender & Sexual Orientation Diversity of Work of Gender & Sexual Orientation (GSE) is the collective name a work organization uses to refer to members of its own community. It’s about “doing everything right” for marginalized people through the work of diversity of work. The Work Organizations for Gender & Sexual Orientation (GSE) is a collective name for all groups to be created and managed by the LGBTQI community under its umbrella. The GSE is designed to grow together (the “team”). The GSE aims to help identify and understand people of color, gender non-conforming people, queer or bi. This is often done through the practice of collective work, in the workplace. It is also part of efforts to create inclusive, diverse, and supportive communities throughout the nation and the world. This includes working with LGBTQI organizations that have partnerships with employers or private equity financing. We can also work through group work to develop and maintain relationships with GSE to enhance the lives of LGBTQI and LGBTI people. A group on the GSE team was established by the Women’s History Program in 2014 to educate the public about issues related to community and transgender rights. GSE also has a diversity and inclusion program, The Bisexual Diversity Center, where many members find the idea of openly bisexual people and that bisexuality is part of their daily lives beneficial, as well as encouraging and nurturing a community that is welcoming and inclusive. An organization that participates in GSE does not have to acknowledge the existence and history of homosexuality through “the work,” but rather the inclusion and recognition that homosexuality is a human right. A group based on the idea of building inclusive communities is sometimes called “Trans
According to Bruno (2004), diversity is the approach to business that regards human differences in the workplace as contributing to the success. An organization that creates an inclusive environment that values and respects differences will benefit from diversity. Cultural diversity has become widespread within many organizations today. The work groups in these organizations are increasingly being staffed by culturally diverse employees. This diverse group increases the available pool of resources, networks, perspectives, styles, knowledge, and insights (Ely, Thomas, 2001). People with different norms, values, and beliefs will have different attitudes and work ethics in relation to how well they perform their jobs. When a diverse group of people come together to form a work group within an organization, a common ground will need to be met in order to function productively.
The cultural differences demonstrated by the employees can be directly related to their job performances. Their cultural differences enable them to perceive the same idea in many different ways, and when not handled properly, these differences can lead to miscommunications and low group cohesion and morale. These factors ultimately affect the group’s work performance and their contribution to the organization’s success. To counteract the distractions related to diversity, managers must work to enhance group performance and member morale, satisfaction, intent to remain, and commitment (Gibson, Donnelly, Ivancevich, Konopaske, 2003). If the managers do not work to enhance group performance and member morale, then it will lead to disadvantages within the work group.
‚[1] The work performance of an individual worker is one of its components. Workers have varied skills and roles, but are expected to use their abilities and abilities to achieve their particular goals in order to be productive. Workers do not work only for their individual benefit, but may engage in other creative things to accomplish their own goals and to share their knowledge and experience with others. While it is impossible for all workers to have a single specific task, some individuals may be able to participate and to cooperate more effectively than others. This work performance needs to be coordinated through many stages, whether in group settings or at a work place. This process requires collaboration with other workers and with professionals in order to increase group morale. To deal effectively with workers’ work performance, a collective work performance review process is required. The work performance review procedures are intended to help managers and workers, but have no mandate of their own so as to permit their work, and can only be conducted without coercion, coercion, or coercion to an unreasoned degree. A worker must be willing to work on a working schedule that allows for work at work at that time; however, the employer must have some form of a flexible working time agreement to help employees make sense of working time and to keep all workers accountable for work at work.
‚[2] The worker’s personal work experience is one of many factors, some of which are not taken into account when considering the work performance of an individual worker when deciding to compare workplace performance levels. A good comparison may be by work schedule or by physical activity, and is based on a combination of time spent on other activities that is not likely to change (Jarrett, 2005). Another factor is the need for time spent on work activities (i.e., “back to basics activities”, such as socializing, reading, working on ideas, eating and sleeping), which may also change the worker’s decision-making processes (Gibson, Donnelly, Ivancevich, Konopaske, 2003, 2005).
‚[3] There are several types of worker-organized organizations. Employees may organize groups in various capacities, such as as a shop or a service center, or they may act as a volunteer or even a volunteer organization, while their individual needs and tasks are not taken into consideration. Although individuals have different roles and responsibilities, all workers organize in a workplace where their specific needs and responsibilities are also taken into consideration, and where working conditions (e.g., overtime, health care, etc.) and job security are closely monitored. (See “General Tips and Practices on Organizational and Work Ethic Reform” written by M.J. Stroup; see also “Professional Standards and Responsibilities of Workplace Organizations” written by M.J. Stroup; http://www.menshealth.net/pub/pp/p.html)(M.J. Stroup and M.J. Stroup 2002, 2004, Vol. 2, pp. 717-724) In order to evaluate worker groups in any manner, and to assess their organizational
DISADVANTAGES OF CULTURALLY DIVERSE WORK GROUPSWorking successfully with individuals unlike ourselves is difficult and requires change (Bruno, 2004). When change is not successfully managed in culturally diverse work groups, the disadvantages can reduce the productivity of the organization. According to White (1999), diversity in work groups increases ambiguity, complexity, and confusion. As a result, these groups may have difficulty converging meanings, reaching a single agreement, and agreeing on courses