Cultural diversity in organizations can provide several benefits. Diverse workforces can build strength for dealing with global markets and diverse customers. Diverse work teams are also often high in creativity and innovation.
Hofstede conducted a seminal study of how cultural values impact management practices. The study identified five dimensions along which cultures vary: power distance, uncertainty avoidance, individualism versus collectivism, masculinity versus femininity, and long-term versus short-term orientation. These cultural dimensions influence characteristics like organizational structure, motivation, and leadership styles.
Managing diversity well requires an inclusive culture where all employees feel able to reach their potential. Training and initiatives to reduce prejudice can support a truly multicultural organization with representation
Promoting organizational diversity in any organization requires each employee and the manager to develop a set of skills for their own professional development. As a result a dynamic group develops with a each member providing his or her own cultural identity to the team. Included in this team is not only an employee’s merit but the individual employee’s personality. Equipped with the knowledge of prejudice and discrimination a paradigm of diversity develops within the group. The result is a team of employees sharing and implementing ideas of cultural diversity among each other as well as with their clients.
This includes parameters to define cultural diversity and what is cultural diversity at work places,how to manage it followed by Indian cultural diversity
Understand the Challenges of Cultural Diversity in the WorkplaceNMC Strategic Manager
Part 2 in our mini series on Cross Cultural Leadership examines some of the barriers that can arise due to Cultural Conditioning. And we provide tips on how leaders can become aware of and overcome their own cultural conditioning.
Promoting organizational diversity in any organization requires each employee and the manager to develop a set of skills for their own professional development. As a result a dynamic group develops with a each member providing his or her own cultural identity to the team. Included in this team is not only an employee’s merit but the individual employee’s personality. Equipped with the knowledge of prejudice and discrimination a paradigm of diversity develops within the group. The result is a team of employees sharing and implementing ideas of cultural diversity among each other as well as with their clients.
This includes parameters to define cultural diversity and what is cultural diversity at work places,how to manage it followed by Indian cultural diversity
Understand the Challenges of Cultural Diversity in the WorkplaceNMC Strategic Manager
Part 2 in our mini series on Cross Cultural Leadership examines some of the barriers that can arise due to Cultural Conditioning. And we provide tips on how leaders can become aware of and overcome their own cultural conditioning.
Presentation is about cultural diversity in Hospitality industry. This gives an idea about how to make an organisation culturally diverse and advantages.
This document was created for the purpose of assessment for Certificate II in Business in 2005 at Saint Ursula's College, Toowoomba.
Impact Real Estate is not a real business.
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Cultural Diversity in an Organization - Managing, Reasons, Role of HR Personn...Varun Suresh
This presentation talks about Cultural Diversity in an Organization, why it should be managed, the various reasons for Managing Cultural Diversity, Role of a HR personnel in Managing Cultural Diversity, Strategies adopted by them, the Process and Pros and Cons
This topic introduces the cultural diversity in tourism and hospitality industry. it also discusses the types of culture and the advantages of cultural diversity in the hospitality industry.
A presentation by the APM Women in Project Management (WiPM) Specific Interest Group (SIG) and Sobitha Sashikumar for the APM South Wales & West of England branch on 3rd July 2014 at Atkins/Faithful+Gould in Bristol.
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The presentation focussed on reviewing your own experiences in teams and organisations, assessing strengths and gaps.
Discussions helped delegates to understand where they needed to improve awareness, pay attention or plan changes.
Presentation is about cultural diversity in Hospitality industry. This gives an idea about how to make an organisation culturally diverse and advantages.
This document was created for the purpose of assessment for Certificate II in Business in 2005 at Saint Ursula's College, Toowoomba.
Impact Real Estate is not a real business.
Culturally responsive education must be highly valued among educators, policy-makers and families. This slide-share comes from an assignment at Western Governors University as an undergraduate in their Special Education (K-12) and Elementary Education (K-8) program.
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Train staff members with this interactive presentation that includes various teaching tools such as: videos, quizzes, diagrams, visuals, discussion segments and hands-on activities to aid the learning process and maintain participant engagement.
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This presentation talks about Cultural Diversity in an Organization, why it should be managed, the various reasons for Managing Cultural Diversity, Role of a HR personnel in Managing Cultural Diversity, Strategies adopted by them, the Process and Pros and Cons
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A presentation by the APM Women in Project Management (WiPM) Specific Interest Group (SIG) and Sobitha Sashikumar for the APM South Wales & West of England branch on 3rd July 2014 at Atkins/Faithful+Gould in Bristol.
In this interactive session, Sobitha Sashikumar brought a wealth of knowledge and appreciation on the subject of change and diversity. She explored this subject, drawing on her experience of living and working in teams and organisations across three continents, assisting delegates to enhance their effectiveness in managing change and diversity.
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This session helped delegates to:
- Understand the positive benefits of diversity
- Identify how and why diversity may impact on change and PM3 outcome
- Explore tools and techniques to help you be smarter in the use of diversity to achieve balanced teams and improved outcomes.
The presentation focussed on reviewing your own experiences in teams and organisations, assessing strengths and gaps.
Discussions helped delegates to understand where they needed to improve awareness, pay attention or plan changes.
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
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To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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2. Layout
1 For Cultural
Diversity 5 Hofstede’s five value
dimensions
2 Organisational
Culture 6 Project Globe
3 Multicultural
Organisation 7 Hofstede’s
arguments
4 diversity in
workplace 8 Case Study
2
3. For Cultural Diversity
Arguments in favour of cultural diversity in organisations
Cultural diversity builds strength for dealing with global markets. To be successful in
working with and
Ethnic diversity builds strength for dealing with diverse customers. gaining value from
diversity requires a
Diverse work teams are high in creativity and innovation. sustained, systemic
approach and long-
Diverse workforces attract new highly talented members. term commitment.
an opportunity for
an occasion that as well as group
Success is everyone in an
requires a leadership and
facilitated by a organization to
supportive and process skills that
perspective that learn from each
cooperative can facilitate
considers diversity other how better
organizational effective group
to be to accomplish
culture functioning.
their work and
3
4. Organisational Culture
Inclusivity • How open the organization is to someone who can do the job
• A shared set of beliefs, values and patterns of behavior common
Culture to group of people
• Organization based on pluralism and operates with respect for
Multicultural Organisation diversity
• Groupings of people based on shared demographics and job
Organisational Subcultures identities
• The belief that one’s sub-cultural group or membership is
Ethnocentrism superior to all others
4
5. Characteristics of a
Multicultural Organisation
• Members of minority and majority cultures
Pluralism
influence key values and policies.
• Minority-culture members are well represented at
Structural integration
all levels and in all responsibilities.
Informal network • Mentoring and support groups assist career
integration development of minority-culture members.
Absence of prejudice and • Training and task force activities support goal of
discrimination eliminating culture-group biases.
Minimum inter-group • Members of minority and majority cultures avoid
conflict destructive conflicts.
5
6. Managing diversity in workplace
Building an inclusive work environment that allows
everyone to reach their potential
6
7. Culture and structure
Hofstede’s findings
One of the important studies
Attempted to study impact cultural differences on
management
Conducted by Geert Hofstede, first in the late 1960s
and continuing through the next three decades.
The original study was based on an employee survey involving
116,000 IBM employees in 40 different countries.
The survey asked people of their preferences in terms of management
style and work environment.
Hofstede five value dimensions on which countries differed.
7
8. Hofstede’s five value dimensions
Diversity among global cultures
• The degree to which a society accepts unequal
Power Distance distribution of power
• The degree to which a society tolerates risk and
Uncertainty Avoidance uncertainty
Individualism- • The degree to which a society emphasizes individuals and
collectivism their self-interests
• The degree to which a society values assertiveness and
Masculinity-femininity materialism
• The degree to which a society values short term or long
Long Term Orientation term goals
8
11. Hofstede’s arguments
Given the value differences, Hofstede questioned whether American theories
could be applied abroad and discussed the consequences of cultural differences
in terms of motivation, leadership, and organisation.
Hofstede argued, organisations in countries with high
power distance would tend to have
More levels of hierarchy.
A higher proportion of supervisory personnel (narrow span of control).
More centralised decision making.
Status and power would serve as motivators.
Leaders would obeyed as authorities.
11
13. Hofstede’s arguments
In countries with high uncertainty avoidance
Organisation more formalised.
Greater amount of written rules and organisation.
Greater importance attached to specialisation in terms of technical
competence.
Managers would avoid risk and would be motivated by stability
and security.
The role of leadership would be more one of
planning, organising, coordinating, and controlling.
13
14. Hofstede’s arguments
In countries with high collectivist orientation
Preference for group as opposed to individual decision making.
Consensus and cooperation more valued than individual initiative and effort.
Motivation derives from sense of belonging, and rewards are based on being
part of the group (loyalty and tenure).
The role of leadership is to facilitate team effort and integration, to foster a
supportive atmosphere, and to create necessary group culture.
14
15. Hofstede’s arguments
In countries ranked high on masculinity
Management style is likely to be more concerned with task accomplishment
than nurturing social relationships.
Motivation will be based on accumulation of money and things rather than
quality of life.
The role of leadership is to ensure bottom-line profits in order to satisfy
shareholders.
In a more feminine cultures, the role of the leader would be to safeguard
employee well-being, and to demonstrate concern to social responsibility.
Hofstede’s also found country clusters.
15