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Management of a Culturally Diverse Workforce
Diversity refers to the demographic variations of one form or another among the members of a particular group (Podsiadlowski, Groschke, Kogler, Springer & van der Zeec, 2013). Scholars have come up with different ways of categorizing demographic differences, often predicting the outcomes for different work groups based on the degree and nature of diversity in the workforce. In addition, the culture of a company heavily influences its decisions and outcomes. An organization's prevailing beliefs, attitudes, values and ideas guide the way that its staffers feel, think and conduct themselves. This often occurs subconsciously (Hernandez & O'Connor, 2010).
Determination of Organizational Culture
Organizational culture is one of the best theoretical principles required for understanding how companies work. To verify and use organizational theories, one has to compare the different cultures between different organizations, which mean the identification of common perspectives for evaluating organizational culture. Organizational culture can be evaluated by reflecting on the inner views of the members of an organization. There are several levels of culture. Despite being dominant, "norms" and "values" are only the intermediate levels of culture (Papa, Daniels & Spiker, 2008). The other levels in this multilayered culture models are the superficial levels -- manifested in the form of "artifacts" and the deepest level- manifested in the form of "basic assumptions." The three different layers...
"basic assumptions" and "artifacts" are normally investigated utilizing qualitative approaches while "values and norms." which are the focus of this paper. are normally studied using quantitative approaches (Hernandez & O'Connor, 2010; Podsiadlowski et al., 2013).
Organizational values are those which inform the conduct and behaviors of all employees (Podsiadlowski et al., 2013). Values often belong more to the individuals working in an organization than to the organization itself, thus the assessment of values should be of particular importance during any hiring process or reassignment of staff (Robbins & Judge, 2011). The norms or patterns of conduct in an organization are the ways that the majority of members in an organization are thinking, believing and behaving (Luthans & Doh Jonathan, 2015).
Strong and Weak Cultures as They Are Found Within Health Care Organizations
A strong organizational culture is that in which there are dominant or shared assumptions and beliefs that are consistently adhered to throughout an entire organization. There are three factors that determine the strength of an organization. The first, is the thickness -- this represents the number of beliefs or assumptions shared by the organization's members; second, is the degree of sharing -- which represents the number of members that share the beliefs or assumptions; and third, is the clarity of ordering, which denotes how dominant the beliefs or assumptions are compared to…
References
Boddy, C. R. (2011) Corporate Psychopaths: Organizational Destroyers, Palgrave Macmillan.
Hernandez, S. R. & O'Connor, S. J. (2010). Strategic human resources management in health services organizations. 3rd ed. Clifton Park, NY: Delmar Cengage Learning.
Luthans, F. & Doh Jonathan, P. (2015). International Management, Culture, Strategy and Behavior (9th ed.). Mc Graw Hill
Papa, M.J., Daniels, T.D. & Spiker, B.K. (2008). Organizational Communication Perspectives and Trends (4th Ed.). Sage Publications.
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cross cultural management international companies Russia. The paper full compare contrast sources. Start cross cultural management finish Cross cultural management in international companies in Russia Understanding cross-cultural management As the forces of globalization spread out and lead to the creation of culturally diverse workforces, the business community is confronted with the need to develop and implement strategies of cross cultural management. Cross cultural management is generically understood as an administrative act which