Managing Cultural Diversity free essay sample

For the assigned discussion topic, our group will address the concept of diversity in two perspectives, cross cultural diversity management and managing multicultural teams. On this document we start by defining diversity and move on to multicultural aspects of diversity. Following, we will introduce the concept of managing multicultural teams to whom we will briefly introduce the four challenges of managing multicultural teams as well as some strategies to unravel it. Finally, we list the group dynamic for the class discussion, as well as provide recommendations and conclusion. The concept of Diversity Diversity describes the many differences and similarities, which exist between people. These differences may be apparent, such as race and gender. However, diversity also includes obvious differences, such as cultural background, moral/ religious values, or political views (Pollar, 2004). Lee Gardenswartz and Anita Rowe present four layers model of diversity to help distinguish the important ways in which people differ: (a) Personality, the dimension which constitutes the core of this model, covers all aspects of a person that may be classified as personal style. Running parallel to these changes is the shift in thinking by human resource theorists and practitioners with regard to addressing equality in the workplace (Cooper and White 1995; Liff and Wacjman 1996). This shift is underpinned by the emergence of the business case argument for equal opportunities, as opposed to the persuasive debate for social justice or equal opportunities as ‘ correcting an imbalance, an injustice or a mistake’ (Thomas 1990). There is now a view that, after twenty years of the ‘ stick’ of legal compliance (which has achieved little), the ‘ carrot’ of underpinning the business case for equal opportunities will perhaps achieve more (Dickens 1994). The business case argument for equal opportunities in organizations is often termed ‘ managing or valuing diversity’ , but, as with most contemporary Human Resource Development International ISSN 1367-8868 print/ISSN 1469–8374 online  © 2000 Taylor Francis Ltd http://www. tandf. co. uk/journals 420 Peer-Reviewed Articles anagement issues, the underlying principles and interpretation of this concept are open to mass interpretation, criticism, and indeed misunderstanding. D. Miller (1996) argues that the significant widening of the meaning of equal opportunities has brought with it more complex and confusing messages for employers and practitioners. By drawing on literature and empirical data, we consider whether mana ging diversity is a distinct approach to managing people or a means of diluting equal opportunities in UK organizations and pose a number of cautionary questions, including: what does it matter and to whom? By doing so, we intend to encourage further critique and challenges in respect to the concept of managing diversity in organizations. What is managing diversity? Thomas (2000) argues that, with the growing number of mergers and acquisitions, workforce diversity will become more of a priority for organizations and, therefore, in the future, people will become clearer on what diversity is and how to manage it. As with the debates surrounding de nitions of human resource management and development (HRM/D), managing diversity as a concept means different things to different people. It can relate to the issue of national cultures inside a multinational organization (Hofstede 1984); it can relate to the further development of equal opportunities or to a distinct method of integrating different parts of an organization and/or managing people strategically. Much of the literature regarding managing diversity relates to the US experience, where the concept is particularly popular; a re ection perhaps of the more pronounced diversity of workforce composition (Cassell 1996). In a recent report 1999), a Department of Education in America described managing and valuing diversity as a key component of effective people management, arguing that it focuses on improving the performance of the organization and promotes practices that enhance the productivity of all staff. Their dimensions of diversity include gender, race, culture, age, family/carer status, religion, and disability. The de nition provided also embraces a range of individual skills, educational quali cations, work experience and background, languages, and other relevant attributes and experiences which differentiate individuals.