[Title for Multicultural Case Study] [Your Name] [Your job title in the case study] [Your organization in the case study] [Notes are optional on this page.] 1 [Case Study Overview] [Distill the briefest possible narrative description of the case situation here. Additional supporting details and references to evidence can be added in the notes section below. Review the instructions in the courseroom for more information.] [Details and references to evidence.] 2 Cultural Differences[Your Name][Name of Other]Cultural identity 1Contrasting cultural identity 1Cultural identity 2Contrasting cultural identity 2Cultural identity 3Contrasting cultural identity 3 [Insert more rows or copies of this slide if needed. Identify cultural identifications of yourself vs. the person, agency/business, and/or institution with which there is a cultural conflict. Be careful to avoid stereotypes. In this section, analyze how cultural differences contribute to the conflict in this case. 3 Relevant Biases [Identify two relevant biases you have and at least one strategy for improving your cultural competency around each of those biases.] Identify two relevant biases you have and at least one strategy for improving your cultural competency around each of those biases. 4 Best Practice for Working With [Cultural Identity] [Identify a best practice for working with a cultural identity in this case.* Cite the source. Briefly analyze how the best practice could help you navigate this particular relationship and conflict. (Copy this slide as needed to address each cultural identity in this case as least once. You must cite best practices from at least three scholarly research articles in this assessment, but can cite other reputable sources as well.)] [* Describe the best practice in more detail here. Elaborate as needed your analysis of how the best practice could help you navigate the relationship and conflict. Web sites, books, textbooks, and other suggested resources may be used, but do not count toward the three required scholarly research references.] 5 References [Include at least three scholarly research references for this assessment. Web sites, books, textbooks, and other suggested resources may be used, but do not count toward the three required references. You must find research articles. Add slides if needed.] [Include at least three scholarly research references for this assessment. In addition, Web sites, books, textbooks, and other suggested resources may be cited, but they do not count toward the three required references. You must find research articles. Remember to use APA formatting throughout your Notes sections. About.com, Yahoo.com, and similar websites are not academic sources and should not be used.] 6 THE USE OF LOCAL DIALECT AMONG EMPLOYEES IN THE WORK PLACE Capella University Rebecca Faino 1 Case Study overview Communication is the vehicle that controls different people as well as operations ...

1. [Title for Multicultural
Case Study]
[Your Name]
[Your job title in the case study]
[Your organization in the case study]
[Notes are optional on this page.]
1
[Case Study Overview]
[Distill the briefest possible narrative description of the case
situation here. Additional supporting details and references to
evidence can be added in the notes section below. Review the
instructions in the courseroom for more information.]
[Details and references to evidence.]
2
Cultural Differences[Your Name][Name of Other]Cultural
identity 1Contrasting cultural identity 1Cultural identity
2Contrasting cultural identity 2Cultural identity 3Contrasting
cultural identity 3
[Insert more rows or copies of this slide if needed.
Identify cultural identifications of yourself vs. the person,
agency/business, and/or institution with which there is a
cultural conflict. Be careful to avoid stereotypes.
In this section, analyze how cultural differences contribute to

2. the conflict in this case.
3
Relevant Biases
[Identify two relevant biases you have and at least one strategy
for improving your cultural competency around each of those
biases.]
Identify two relevant biases you have and at least one strategy
for improving your cultural competency around each of those
biases.
4
Best Practice for Working With [Cultural Identity]
[Identify a best practice for working with a cultural identity in
this case.*
Cite the source.
Briefly analyze how the best practice could help you navigate
this particular relationship and conflict.
(Copy this slide as needed to address each cultural identity in
this case as least once. You must cite best practices from at
least three scholarly research articles in this assessment, but can
cite other reputable sources as well.)]
[* Describe the best practice in more detail here. Elaborate as
needed your analysis of how the best practice could help you
navigate the relationship and conflict.
Web sites, books, textbooks, and other suggested resources may
be used, but do not count toward the three required scholarly

3. research references.]
5
References
[Include at least three scholarly research references for this
assessment.
Web sites, books, textbooks, and other suggested resources may
be used, but do not count toward the three required references.
You must find research articles.
Add slides if needed.]
[Include at least three scholarly research references for this
assessment.
In addition, Web sites, books, textbooks, and other suggested
resources may be cited, but they do not count toward the three
required references. You must find research articles.
Remember to use APA formatting throughout your Notes
sections.
About.com, Yahoo.com, and similar websites are not academic
sources and should not be used.]
6
THE USE OF LOCAL DIALECT AMONG EMPLOYEES IN
THE WORK PLACE
Capella University
Rebecca Faino

4. 1
Case Study overview
Communication is the vehicle that controls different people as
well as operations in the company or in the workplace.
There are different ways in which communication is carried out;
vertical is between the different levels of management and
horizontal is between the different departments in the same
level.
There is internal and external communication. Internal
communication entails the institution alone while external
entails the institution with other companies and external
stakeholders.
Because of the cultural differences, there is always a common
language which is usually chosen for use by all employees to
avoid the use of local dialects.
In this organization there is the issue of use of local dialect
among the employees which has caused an issue of fights and
misunderstanding among the employees as some feel left out in
the community.
The professional setting chosen is an open layout office.
Formal communication in the workplace generally consists of
business and office memoranda, yearly reports or even fliers in
client solicitations. It may also contain worker handbooks,
disciplinary and remedial activity materials and medical
coverage choices along with retirement fund alternatives.
Informal communication in business are usually verbal notices

5. that managers give workers about the memoranda's and
manually written notes, administrator remarks about other
verbal correspondence that are far less informative to business
operations.
2
Organization Overview
The organization is made up of different individuals from
different cultural backgrounds with almost all the ethnic
communities represented.
Most of the individuals have an Arabic culture since it is an IT
company.
They started by isolating themselves and forming small groups
of their culture then started communicating in their local
dialect.
This influenced other people to do the same and the office
colleagues are now fighting each other.
3
Cultural Conflicts
A cultural conflict is regarded as being a dislike as well as
hostility or even an issue that exists between the individuals
from different philosophies as well as ways of life.
The cultural conflict in this case is the use of local dialects

6. among the different groups of cultures in the company.
This has become a norm and in the initial stages nobody saw it
as a threat to peace and the harmonious workplace setting.
With time, some of the individuals started using local dialect to
gossip and talk about their colleagues in the workplace.
This has led to contradictory aspirations as well as behaviors
and conflicts in the organization.
Productivity has also decreased due to the same issue.
A cultural conflict is regarded as being a dislike as well as
hostility or even an issue that exists between the individuals
from different philosophies as well as ways of life.
The cultural conflict in this case is the use of local dialects
among the different groups of cultures in the company.
This has become a norm and in the initial stages nobody saw it
as a threat to peace and the harmonious workplace setting.
With time, some of the individuals started using local dialect to
gossip anf talk I’ll about their colleagues in the workplace.
This has led to contradictory aspirations as well as behaviors
and conflicts in the organization.
Productivity has also decreased due to the same issue.
4
Cultural Diversity
Your NameName of OtherNational OriginGender and
ageIndigenous PopulationsSexual OrientationSocial Economic
StatusEthnic Minorities

7. The more diverse society the more willing they are to
cooperate; they choose to provide social competency training as
mandatory to stay away from issues. Social issues can extend
from miscommunication to genuine altercations, all impeding on
profitability and performance. Diversity training is essential for
creating mindfulness and respect.
Creating positive social skills within a form of community or
society so to speak, results in an ability to understand, speak
with, and cooperate with individuals and to work with changing
the social convictions and timetables (Martin, 2014).
5
Cultural Identity Concerns & Cultural Conflicts
The cultural identity concerns arose when some of the cultural
groups felt that their culture is more superior than others and
that their culture should be made as the foundation for
communication and opertaions in the company.
The people who perceive their heritage as well as host culture
as being complementary may form a compatible cultural
identity.
The workplace was initially led by diversity and inclusion and
cultures were never a thing for debate.
When the use of cultural language started, cultural Conflicts
began because individuals who perceived their heritage as well
as host culture as complementary were acting like a threat to the
other workplace colleagues.

8. The cultural identity concerns arose when some of the cultural
groups felt that their culture is more superior than others and
that their culture should be made as the foundation for
communication and operations in the company.
The people who perceive their heritage as well as host culture
as being complementary may form a compatible cultural
identity.
The workplace was initially led by diversity and inclusion and
cultures were never a thing for debate.
When the use of cultural language started, cultural Conflicts
began because individuals who perceived their heritage as well
as host culture as complementary were acting like a threat to the
other workplace colleagues.
6
Biases & Corrective Strategies
The biases I had with any culture is associated with moving to
the South from the North. I have seen immigrants buy local
businesses and the locals refuse to buy from the merchant
because they are from the Eastern Continents.
I believed that women from Asia are not modest but working
with them made me believe that they are modest enough and
sophisticated as well.
Corrective Strategies for these biases and others in the future
entails more interactions with diverse communities to
understand their way of life and to use Google services to learn
more about different cultures in the world.

9. The biases I had with any culture is associated with moving to
the South from the North. I have seen immigrants buy local
businesses and the locals refuse to buy from the merchant
because they are from the Eastern Continents.
Also, I believed that women from Asia are not modest but
working with them made me believe that they are modest
enough and sophisticated too.
Corrective Strategies for these biases and others in the future
entails more interactions with diverse communities so as to
understand their way of life and to use Google services to learn
more about different cultures in the world.
7
Best Practices
The best practice should be to limit the use of local dialect to
specific times such as during lunch and tea breaks.
The practice can be enforced informally by instilling to the
participants on how to use their local dialects at the workplace.
Having a common dialect for formal use especially when the
employees are communicating to the clients of the business.
This approach will lead to equality for all and ensure no one is
left out towards achieving the organizations goals and
objectives.

10. Business correspondence is used in most working environments
because it underlies profitability, and it produces achievement.
However, when there is a problem with communication
especially correspondence it can create problems in the working
environment due to misunderstandings. It could be important for
some organizations to re-assess so they can enhance the
sufficiency of communication among their employees depending
upon the kinds of workforce the organization is (Kaplin, 2014).
8
Best Practices
The use of accommodative approach to deal with conflict issues
(Peppas, 2006).
Training employees to accommodate their associates.
There is no attempt to harm the feelings of others but rather a
focus to shield their feelings when satisfying others concerns.
The approach centers on a pre-determination of an action and
this case uses local dialects that can only be understood by a
few associates.
The idea to accommodate other associate's underlines teamw ork
rather than decisiveness. A man places his interests last and
permits the other party to further their interests. This approach
can be used regularly to avoid any miscommunication,
misunderstanding, and feelings of inequality in the workplace.
(Peppas, 2006).
9
Best Practices

11. The organization can deal with this issue by realigning the
employees.
The groups can be detached through mixing the employees and
re-allocating their roles
The organization can have a scan or an overview of the
employees and identify those who use a similar dialect or those
that have shared values.
By realigning their duties, miscommunication or rather the
possibility of using local dialects will be decreased and hence
avoid conflicts (Patrick and Kumar, 2012).
Use of Collaborative Approach
The coordinated effort style includes parties cooperating to
determine issues, and both sides get together with win-win
states of mind. It is a good arrangement style in formal
organization set ups in ensuring teamwork among employees
and thus avoid communication disparities (Patrick and Kumar,
2012).
10
Conclusion
Cultural identity is an important aspect in any setting.
Individuals will find themselves gravitating towards a certain
group where they share common values within the members of
certain groups.
In any workplace, multicultural conflicts erupt as associates
who share the same culture isolate themselves from other
groups of different cultural backgrounds.

12. They will then use specific forms of cultural identities and
dialects they are familiar with.
Where a group uses its specific language in the workplace,
divisions tend to occur, and thus a conflict erupts. (Martin,
2014).
The management must ensure equality in the workplaces and
enforce the policies to become equal and fair to all.
11
References
Kaplin, D. (2014). Encouraging Diversity in Psychology -
Association for Psychological
Science.Psychologicalscience.org. Retrieved 15 August 2016,
from
http://www.psychologicalscience.org/index.php/publications/ob
server/2014/october-14/encouraging-diversity-in-
psychology.html
Martin, G. (2014). The Effects Of Cultural Diversity In The
Workplace. JDM, 9(2), 89.
http://dx.doi.org/10.19030/jdm.v9i2.8974
Patrick, H. & Kumar, V. (2012). Managing Workplace
Diversity: Issues and Challenges. SAGE Open,2(2).
http://dx.doi.org/10.1177/2158244012444615
Peppas, S. (2006). Diversity in the workplace. Employee
Relations, 28(2), 119-129.
http://dx.doi.org/10.1108/01425450610639356

13. 12