Note: Sample below may appear distorted but all corresponding word document files contain proper formattingExcerpt from Term Paper:
Human Resource Management Book Review:
The Management of a Multicultural Workforce
Tayeb, Monir H. (1996) The Management of a Multicultural Workforce. London, England: John Wiley & Sons.
Issues pertaining to diversity and cultural education that once used to be the sole province of major multinational corporations have now become central issues even in many small and medium-sized companies today. No company can take comfort in its currently enclosed organizational culture and simply assert that 'that is the way things are done,' as an answer to all questions of cultural difference and organizational diversity. Also, Monir Tayeb suggests in the text The Management of a Multicultural Workforce that it is not simply enough that a company pats itself on the back that it has a manifestly, culturally diverse workforce in its demographic makeup. Rather, such medium- and small-sized businesses as well as to multinational organizations must institute specific human resource management policies and standard operating procedures that strive to cope with the challenges as well as the positive transformations in the way that individuals do business today in a diverse marketplace and world. Such a tie-in to my own experience made the book more personally enriching to read, as well as added to the book's overall 'selling points' in terms of its diverse ranger of applicability.
The text is particularly relevant to human resources in today's environment, regardless of the size of the business. Since the book's publication in 1996, technology has made globalization an even more integral feature of almost all business environments and organizational cultures, as I have seen in my own place of employment. Formerly purely national businesses are now increasingly interconnected to businesses located in nations across the globe through the use of the Internet, World Wide Web, and through the use of wireless technology. Outsourcing is also a reality in many companies, rendering the workforce more diverse from a human resource manager's perspective. And of course, at the workplace itself, more and more foreign nationals as well as a greater range of culturally and geographically diverse peoples find themselves employed side by side, cubicle by cubicle. The rise of the European Economic Community and the creation of the euro as a currency of tremendous power and world value can only increase the need for globalization, and thus tolerance and diversity of a wider range of cultural practices in all business environments, whether they currently use the euro or not or are European-based or not.
The author's central thesis, affirmed by my own experience, is that individuals do not leave their cultures behind at home, or in the airport, no matter how hard employees may strive to do so, when they come to work in today's global workplace, or when they travel abroad to do business. Thus human resource departments within organizations y must deploy their company's diversity as a series of potential strengths, not as a series of weaknesses to be contended with by managers on a daily basis. The first part of Tayeb's text examines the significance of culture as a whole, in both private as well as public life. The author then discusses the ways in which culture influences organizational behavior and potential and actual shifts in the world in organizational behavior and culture, from more homogeneous cultural organizational models to more heterogeneous models.
For example, an organization's leadership style is affected by the cultures of its employees, the level of diversity of its employees, and also the nation it is located in -- a British branch may be very different than an American branch of a company, just as an American branch of a company located in an Asian population of San Francisco will differ in its culture and thus its organizational behavior than a similar branch located in African-American concentrated Atlanta in the Southern United States of America -- as well as the numerous British-based examples used by the London author.
Organizational leadership also affects organizational structure, of course -- and the multinational leadership of a firm, however diverse, will also have an influence upon the leadership chain of command, as well as the demographic composition of the employees themselves. The size as well as the reach and expanse of the firm across the globe will likewise affect the organization's daily and long-range decision-making processes, major organizational activities and the significance of societal culture within the environment that such crucial operations place. Small firms may reflect their company's local more perfectly than manifestly multinational firms. But Tayeb stresses that even the smallest of firms can still benefit from deploying cultural diversity in the workplace -- diversity increases the knowledge base and thus the overall market strength and leadership competency of any firm.
Tayeb also offers some interesting reformulations of what constitutes culture in general. Culture is not simply race or ethnicity; culture also ties into the different levels of education present at the firm and within an organization's evolving culture. Culture creates an organization, for instance the meritocracy and fast-paced atmosphere at many American-based firms, versus the more stagnant and hierarchical schema of some Japanese firms. But organizations themselves can also create cultures -- for instance, some organizations value social class and education more than others, or appearance more than others, facilitating the promotion and success of some employees of particular backgrounds and upbringings over others of different educational backgrounds and social stratum.
The validity of the text speaks to me not simply in the comprehensive and systematic data organized by its author, but also in the personal experience of many of its compiled anecdotes as well as its readers. The amorphous 'feel' of the firm culture that has its roots in the firm's nation, and the background of the firm's founders and current leaders is often difficult to put into words, but can seem like a palpable atmospheric presence to an empathetic manager, which I hope I am. To refer to national, international, and cultural climates is an excellent form of expression of the diversity of environments present for employees today, as well as the need for human resource management to be prepared to cope with inevitable clashes within such occasionally placid, occasionally warring environments when firms must deal with other firms, or different organizational branches deal with other organizational branches across cultures, states, and nations.
The two most critical issues tackled and defined by the book are expanding the notion of culture -- no one exists outside of a culture -- and also more practical and hands-on issues of how human resource managers can deal with globalization and diversity in different national frameworks. Often human resources is responsible for preparing employees to venture out into different areas of the world, when the company is expanding, for example, to nations of different socioeconomic status than the home company. Employees must be briefed for political or legal obstacles they may encounter, that might strike them initially as surprising or even unethical, if they are to do effective business with other companies abroad and so cultural misunderstandings do not jeopardize business.
Joint ventures are another area of frequent difficulty tackled by the text's author. Human resource management can play a critical area in creating bridges in such arenas. Interestingly enough, although texts such as Accountability in Human Resources Management by Jack J. Phillips stresses the need for human resources to provide justification for itself as a department in a 'bottom line' fashion that the author deems is most feasible and comprehensible to management, this text by Tayeb provides an even more critical fashion for human resources to remain respected in a functional organization that wishes to become more diverse. Without appropriate human resources intervention, diversity and cultural education may be understaffed and under-appreciated. Likewise, this text also provides an important cultural caveat for the text entitled The Team Trainer, Winning Tools and Tactics…[continue]
"Management Of A Multicultural Workforce" (2005, July 12) Retrieved October 22, 2016, from http://www.paperdue.com/essay/management-of-a-multicultural-workforce-66229
"Management Of A Multicultural Workforce" 12 July 2005. Web.22 October. 2016. <http://www.paperdue.com/essay/management-of-a-multicultural-workforce-66229>
"Management Of A Multicultural Workforce", 12 July 2005, Accessed.22 October. 2016, http://www.paperdue.com/essay/management-of-a-multicultural-workforce-66229
Multicultural Workforce Multiculturalism is rapidly becoming the norm in today's business climate. Globalization has forced companies to begin marketing worldwide and the result is that companies must diversify their workforce in order to successfully compete on the world stage. Companies such as McDonald's, Coca-Cola, Google, General Motors and many more have all entered the globalization era by diversifying and creating a multicultural workforce. A multicultural workforce can mean different things to different
Global organizations occasionally put forth great labors to administer their expatriate workers while on an overseas job, but show modest concern for their repatriation, which should at all times be part of the entire course (Trudel, 2009). Coping with matters that are not related to work is a characteristic of Human Resource Management (HRM) that is more pertinent to expatriate HR function rather than domestic HR functions. In a study
Outsourced employees should be limited to filling non-critical areas of need. They should be used to alleviate the load on regular employees, rather than to replace them. They will fill in non-essential positions, leaving full-time employees to fill the more sensitive security roles. Strategic planning will be an ongoing process, rather than a single event that is a part of the initial phases of the process. Security issues are constantly
The enforced smiling of Wal-Mart employees at taciturn German customers, and the fact that no one at the company realized "that American pillowcases are a different size than German" pillowcases, leaving Wal-Mart Germany "with a huge pile of pillowcases they couldn't sell to German customers" are examples of how an informed and nuanced cultural understanding of a nation is demanded to succeed in a global environment (Schaefer 2006). On a
(Building and Maintaining a Diverse Workforce) Agencies are required to develop a good understanding of their individual strengths and weaknesses so as to plan their programs to their best advantage. An agency acquires this information by evaluating the views of the employees on diversity issues. Analysis of the trends and projections of the workforce in determination of the skills gaps and necessitates and devising successive planning strategies are crucial moves
5. Concerns Associated with the System The legal concerns associated with the system are relatively reduced and are included in the same category as all the legal concerns faced by companies all over the world. In other words, the system must focus on being objective and fair; otherwise, the company stands the risks of being sued for discrimination and unfair treatment of the staff members. The objectivity and fairness of the system
Managing Diversity in the Workplace The modern business environment is marked by numerous people-oriented variables brought to organizations. These variables include gender, race, age, and religion, and socioeconomic background, regional and national origin. All these factors form the current workforce in the market place. Diversity is widely recognized as one of the world's greatest strengths. Diversity continues to affect the society and the organizational workforce in the process of shaping the