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There may be an inevitable loss of homogeneity of company values, even while creative capital and international knowledge increases.
Communication also may be more difficult, at least initially in a culturally diverse organization. Before, in less diverse circumstances, every person might have seemed fluent in the same company or corporate language, now this is not necessarily the case. The company cannot assume that automatically, new and old workers will 'get along' and that new workers will easily conform to the corporate culture, or think that they should sacrifice their personal beliefs and practices to do so. Today, workers are likely to see their identity as pluralistic or hyphenated. They are workers for a company but also members of their culture and region of origin, rather than as the same as everyone else at the company.
Communication difficulties can mean that simple comments or gestures may be misinterpreted, and negotiating personal...
Also, managers from different backgrounds may encounter prejudice, which, however unfairly, impedes their ability to get things done. Morale may suffer in the short-term when an organization becomes more diverse.
The company can work to overcome these differences by making diversity a part of the corporate culture. Simply by having 'diversity days' where the company brings in cuisine from the area where new hires may come from, or the land where the company is expanding its new product line can be an informal, welcome, and unforced method of education. Diversity should not be viewed by the company as a punitive measure, enforced by the law or by policy from above, but as a value that is willingly welcomed. By viewing diversity as an asset on a corporate level, employees will value diversity themselves, regardless of their personal background.
This view is reflected in increasing calls for financial equity among schools, desegregation, mainstreaming, and standardized testing for teachers and students alike; it has been maintained that by providing the same education to all students, schools can equalize social opportunity (Bowman, 1994). This latter position is typically followed up with the use of a particular curriculum designed to support the approach. In this regard, Bowman suggests that, "Knowledge is thought
Overwhelmingly, those programs are explicitly designed to be culturally responsive, but, again, not just to tribal groups. One program, for example, is likely to have tribal students, Hispanic students, and other immigrant groups. A massive data-collection effort is underway to measure successful programmatic elements and determine which efforts have produced the most dramatic results. One of the principles guiding the current push in California to provide more and better after-school
Managing Diversity Matters A Study on QANTAS Women Representation at QANTAS QANTAS' Focus on Diverse Needs of Customers QANTAS Ideology Regarding Recruitment of Youth Challenges Faced By QANTAS In today's challenging global scenario where competition is rising every day, it is necessary for Multinational organizations to address the basic need of today's business world: diversity. Customers, employees, strategic alliances, competitors, industry norms etc.; they are all subject to changes every day. This is the reason
Another 110 individuals would be necessary in administrative positions; 120 people in the cleaning crews and the rest of 150 should occupy diverse positions. 4.2. Recruitment, selection and hiring Once the event coordinator has identified the staffing need, he moves on to recruiting and selecting the individuals to occupy the available positions. Recruitment and selection is generically "concerned with any means available to meet the needs of the firm for certain
Organization Behavior Managing the Modern Workforce Grade Course Date Here (Day, Month, Year) When an organization expands its operations into international markets, it hires individuals from different nations and cultures. These individuals are culturally diverse and need to be managed effectively. Numerous researches have been conducted to elucidate this important issue of the business world; each of them has some application for the modern management practices. Although workforce diversity is more an issue of
Human Resources Managing Organisational Culture The values and behaviors that contribute to the unique social and psychological environment of an organization make up the organizations culture. Organizational culture is the summation total of an organization's past and current suppositions, incidents, viewpoint, and values that hold it together, and is articulated in its self-image, inner workings, connections with the outside world, and future prospects. In dealing with the management of organisational culture, it is